PhilRice Corporate Strategic Plan 2010-2013-2020

PhilRice
A self-sufficient, sustainable, and competitive rice economy through a responsive rice R&D system and a strong, innovative science- and technology-base. To help the country attain rice self-sufficiency by increasing the productivity and profitability of rice farmers in a sustainable and competitive manner.
Our Vision
Our Mission
Our Mandates
n n n n
To sustain and further improve the gains already made in rice production; To improve the income and economic condition of small rice farmers; To expand employment opportunities in the rural areas; and To promote the general welfare of the people through self-sufficiency in rice production.
Our Functions
n To serve as the coordinating center of a national network of rice research stations located in the different agroecological regions of the country; n To plan and carry out research and development activities, specifically in the areas of varietal improvement, planting and fertilizer management, integrated pest management, farm mechanization and postharvest engineering, farming systems, training and technology transfer, and social science and policy research; n To verify, package, and transfer economically viable technologies, giving emphasis on the social engineering aspects necessary for group endeavor; n To provide the data base or policy formulation that will stimulate and sustain rice production, marketing, and consumption; n To organize and develop strong training programs for rice scientists, research managers, and extension workers; and n To publish and disseminate research findings and recommendations.
Our Goals
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Lead strategic efforts in national rice science for development; Help ensure rice self-sufficiency and food security ; Increase farm productivity and profitability; Reduce hunger and poverty; Provide new knowledge and information; Transform lives in rice farming communities; and Make rice R&D rewarding for scientists and researchers.
Our Strategies
n n n n n n n n
New generation rice science and technology Innovative rice R&D projects/programs Enhanced funding Continuous enlistment of new and fresh talents Retention and retooling of outstanding staff members Policy advocacy Protection of intellectual property (IP) and indigenous knowledge (IK) Good governance
Our Values
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Passion for excellence Hardwork and diligence Integrity and honesty Leadership by good example Responsibility and accountability Ingenuity and innovation Courtesy and competence Entrepreneurial spirit
Contents
Foreword, ii Acknowledgement, iii Preface, iv 1 Rice Today, Tomorrow, in the Future An External Analysis, 1 2 Situating PhilRice R&D in the National Development Agenda, 11 3 R&D Gap Analysis: Feedbacks from Two Research Surveys, 14 4 Delivering the Strategic Plan, 19 5 Allocation of Resources and Budgetary Inputs, 40 6 Project Management, Monitoring, and Evaluation, 46 7 Appendices, 49 A. Rice Science for Sustainable Human Development (S4D): The New PhilRice, 50 B. Administrative Framework for the Corporate Strategic Planning Agenda of PhilRice for 2010-2015 and 2016-2020 Approved by the Institutes Board of Trustees on November 5, 2008, 56 C. Logical Framework of the PhilRice Corporate Strategic Plan, 61 D. Internal Analysis SWOT Matrix, 62 E. Internal Analysis Goals, Objectives, and Strategies, 66 F. PhilRice Integrated Management System Business Map, 77 G. Palay Production, Targets and Demand, and Historical Trend 78
Foreword
The government, particularly the Department of Agriculture (DA), responds to demands for food security through innovative ways that are directly deliverable to agriculture stakeholders and end-users. One area where innovations are evident is in research and development (R&D) for rice technology as embodied by the encompassing and enterprising Rice Science for Sustainable Human Development. It is in this context that the Corporate Strategic Plan 2010-2013 and 2020 of the Philippine Rice Research Institute (PhilRice) is considered a very welcome and refreshing development. The Corporate Strategic Plan puts into concrete and doable terms the collective aspirations and visions of PhilRice. It is also a document that speaks of the commitment of PhilRice to the Rice Self-Sufficiency Plan of the government. The timeliness of the document gives further impetus to the continuous stability of the rice sector. To the implementers, more specifically the rice researchers and scientists, this document serves as your guide and signpost. It speaks of volumes of things that can be done and achieved in responding to the challenges of attaining rice self-sufficiency. And for other rice stakeholders, this document speaks of stories that you must continue telling. The challenges that each of you face are as important because they form part of the greater and all-transcending story of this plan. That is why, these concerns are considerably tackled with such emphasis in order to lend credence to the long-running desire of the government to provide the best for our farmers. This document is your voice. To the rice farmers, heres another proof of PhilRices commitment to provide you with the best in rice farming. PhilRice is your partner. Aspire and dream with PhilRice. This document is a testament of our common and shared dreams, for in this are concrete ways by which your dreams are given workable expressions. This document is designed to make your rice farm activities worthwhile and worthy of investments because this StratPlan offers fresh insights and directions by which new-generation science shall be useful. Rice self-sufficiency is doable and our targets achievable. With this StratPlan, many things can be done. And it shall only be a matter of time before we accomplish that goal. Together, we can be rice self-sufficient. ARTHUR C. YAP DA Secretary
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Acknowledgment
This corporate strategic plan was produced by tapping the best minds at PhilRice, the members of the National Rice R&D Network (NRRDN), and various partners and stakeholders , including farmers, who graced our consultation workshops to share their perspectives in identifying the goals and objectives of PhilRice. Under our new leadership, PhilRice banners Rice Science for Sustainable Human Development, which aims to make rice science rewarding not only to our farmers, rice consumers, and industry stakeholders, but to scientists, researchers, and other workers as well whose services support rice R&D. We wish to sincerely thank the following: We extend our sincerest gratitude to Sec. Arthur C. Yap, Chair of our Board of Trustees for putting very legibly into writing the particular issues that PhilRice should address to remain as a strong, reliable, and relevant research and development agency attached to the DA. We are also very grateful to Dr. Santiago R. Obien, senior consultant to DA-BAR and our first Executive Director, and to Dr. Frisco M. Malabanan, Rice Program Director, for their insightful comments and suggestions that have been thoroughly incorporated in this plan. Representatives of various NGOs, POs, partner agencies and institutions in government, and the private sector for finding precious time to join us in our consultation workshop and share their valuable insights during the formative stages of this planning activity that guided us on where we must go. Members of the PhilRice Corporate Strategic Planning Team for leading the conduct of the various workshops, research survey, and writeshops of this very important thought process and exercise. With the unwavering support of our management, managers, staff members at the Central Experiment Station (CES) and Branch Stations, their dedicated efforts has led to this Plan which prepares us all at PhilRice to transition from our soonto-be completed programs by mid-2010 to yet another level of higher calling to serve our country and our people. Our consultants and reviewers, our steadfast guides for all their critical comments and suggestions during the in-house workshops and in the finalization of this document that added tremendous value to the plan. Above all, we thank the Lord, our Almighty God, for giving us the fortitude and the passion to put together a workable plan. And with His blessing of plentiful years, may the ground bring forth its fruit abundantly, such that while the earth remains, seedtime and harvest shall not cease. RONILO A. BERONIO PhilRice Executive Director
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Preface
Through the years, PhilRice has endeavored to improve the livelihood of rice farmers. The External Review of PhilRice Impact commissioned by the DA-Bureau of Agricultural Research showed that the net income of farmers in the irrigated ecosystems increased from PhP3,268 per hectare in 1995 to PhP12,142 per hectare in 2004. Meanwhile, net income from the non-irrigated ecosystem increased from PhP3,085 per hectare in 1995 to PhP6,263 per hectare in 2004. This socioeconomic impact resulted from the development, promotion, and commercialization of varieties and technologies that the Institute produced or supported in the R&D value chain. The results are gratifying. However, we can do better to improve the lives of many Filipinos. Starting this year, PhilRice is taking a holistic approach in attaining self-sufficiency. Under this Corporate Strategic Plan, the Institute regards the development of rice stakeholders with great importance. Foremost, we prioritize the Institutes human resources. To maximize science for development (S4D), strategies are identified for rice personnels increased motivation and engagement in working at the Institute. As we build the commitment of our human resources, we have started re-organizing our Institutional structures. As the third Executive Director of PhilRice, I envision rice science to be a tool for sustainable human development. It has come to pass that research and development are combined as one whole, where research is our main focus. Now, we have expanded the meaning of development to human development. Humanity must benefit from development following the R&D value chain. We created the Office of the Deputy Executive Director for Rice Development (ODEDD) to further intensify the packaging, dissemination, and promotion of new technologies to our farmers. Meanwhile, dynamic governance is conceptualized to maintain the position of PhilRice as a reliable public agency. More than helping the country become rice sufficient, the new PhilRice pursues a more aggressive development work for our farmers, addressing not just their yields, but all other equally important facets of their lives. With this, we have identified research and development gaps, which we will pursue over the next 5-10 years. Contextualizing our works in the Johari Window, we will continue to put a premium on feedbacks to hear directly from our clients and stakeholders, and develop technologies that they actually need, and thereby increase the rate of technology adoption that will impact on our overall productivity.
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In this Corporate Strategic Plan, we have identified three national goals that we firmly believe PhilRice can help achieve. These include attaining and sustaining rice self-sufficiency; reducing the incidence of poverty and malnutrition; and achieving competitiveness in agricultural S&T. We will achieve these goals through the use of established and emerging sciences and technologies to develop our products; location-specific fine-tuning of technologies; appropriate policy recommendations; and acceleration of knowledge mobilization and transfer of technology. Our external reviewers concluded that PhilRice is worth the public investment. By becoming more innovative, systematic, and strategic, we could achieve more for the rice farmers and reach our ultimate goal attaining rice self-sufficiency and sustaining it in the years to come. RONILO A. BERONIO Executive Director
Directing Rice Science and Technology for Sustainable Human Development
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rice?3
Rice Today, Tomorrow, in the Future An External Analysis

o half of the worlds population, rice still constitutes the number one food crop for consumption. It is the essential harvest 1 and the staff of life2 of billions of people, including Filipinos, who ask themselves regularly: What would we do without
The joint outlook of agricultural markets by the Organization for Economic Cooperation and Development (OECD) and the Food and Agriculture Organization (FAO) over the 20062015 period expects the global trade for rice to maintain a quick pace of expansion, as increases in consumption outstrip production gains in large parts of Asia and Africa. Moreover, rice will remain as a thinly traded cereal when compared to wheat and coarse grains, with Asian countries recording the strongest growth in imports along with certain Sub-Saharan and Middle East countries.4 With their increasing affluence and faster population growth, consumption of agricultural products, including rice, by countries in the non-OECD region is expected to be more rapid than those in the OECD area. Higher consumption growth is expected to lead to increased imports of agricultural products by the non-OECD area as a whole in spite of rising production. The joint outlook also foresees an intensification of competition for the growing markets, as well as the increased reliance of the Least Developed Countries on international markets to feed their populations. The OECD and FAO identified weatherrelated production shocks, energy price trends, investment in bio-fuel capacity (preferably on non-food-based feed stocks), economic growth prospect, and future agricultural policy developments as among the major uncertainties affecting world agricultural markets.
Pressure on Global, Regional, and National Food Systems

Along with income growth, population and its prospects is another important determinant of the future global economic environment affecting both the supply and demand for agricultural commodities. World population is expected to grow annually at 1.1 percent on average to reach 7.2 billion in 2015. In other words, by 2015, the worlds food system must deliver its products to an estimated 750 million additional people.5
1 In National Geographic.
2 In Doreen G. Fernandez. 2000. Rice Stories. Palayok: Philippine Food Through Time, On Site, In the Pot. Bookmark, Inc. Makati City, Philippines. pp.18-19. 3 Ibid. (D.G. Fernandez. 2000). 5 Ibid (OECD-FAO, 2006).
4 OECD and FAO. 2006. Agricultural Outlook 2006-2015 Highlights. 60p.
Philippine Rice Research Institute Corporate Strategic Plan to 2010-2013 and 2020
The population of the Philippines is anticipated to increase to 93.617 million in 2010, 101.734 million in 2015, and to 109.683 million in 2020.6 Over the next ten years, therefore, the agriculture and fisheries sector, including its R&D, must be able to support 16 million more Filipinos in terms of basic food needs. The countrys population expanded to an annual growth rate of 3.01 percent from 1960 to 1970. It slowed down to 2.75 percent in the succeeding 1970 to 1980 decade, and decelerated steadily to 2.35 percent from 1980 to 1990, and to 2.34 percent from 1990 to 2000.7 The result of the 2007 census by the National Statistics Office showed an annual growth rate of 2.04 percent from 2000 to 2007. This level of annual population increase over the past seven years was slightly higher than the governments target of 1.95 percent until 2010. By region, Calabarzon, the National Capital Region, and Central Luzon had the largest populations, comprising one-third of the Philippine total.8 Over half of the worlds population, especially in developing countries, is also expected to shift from rural areas to urban cities by 2015. Higher levels of urbanization draw labor away from agricultural activities into other sectors of the economy. It is also associated with falling consumption shares of starchy foodstuff and greater calorie intake of animal products, oils, and fats. Urban demand for higher-valued foods could shift production away from staple commodities compromising the food security of poorer people.9 Urbanization rate in the Philippines is estimated at 59 percent, i.e. about 52 million people live in urban areas.10 In 2020, 82 million people are projected to dwell in urban localities. This is more than the number of persons in the entire country in 1990.11 Self-sufficiency and stable prices objectives Many rice farmers in Asia are considered small land holders and produce rice mainly for their family requirements. Consequently in this region, the marketable surplus is also insignificant since most of the countries consume whatever rice they produce. Prices fluctuate widely due to the thin market. Based on a 1.8 percent growth estimate in demand for rice, Asia would need to produce 840 MT by 2025 to maintain current levels. Maintaining selfsufficiency in production and stability in prices are therefore important political objectives in most of the countries in Asia.12 The Philippine Government, from time to time, intervenes in the agricultural markets and fixes prices primarily to soften the impacts of price shocks on both consumers and producers. The domestic price of rice in the 1970s and 1980s was generally below border prices as a result of subsidies on fertilizers, credit, and other inputs, as well as the stock and
6 United Nations. 2009. World Population Prospects: The 2008 Revision Population Database. Philippines. (http://esa.un.org/unpp). 7 Ibid. (OECD-FAO.2006). 9 Ibid (OECD-FAO).2006.
8 In Phlippines Census. Wikipedia. 10 Ibid. (In the Philippines Census).
11 Ibid. (In the Philippines Census).
12 A. Amarender Reddy. 2006. Commodity Supply and Integration: Case of Asian Rice Markets. Center for Studies in Internation Relations and Development (CSIRD) Discussion Paper. 21.p.
release strategy of the Government. Since the 1990s, however, price protection was reduced following progressive removal of trade barriers.13 The Agriculture and Fisheries Modernization Act (AFMA) of 1997 serves as the blueprint of the countrys agricultural development and modernization plans. For the period 2006-2010, the focus of the national agricultural research and development agenda remained on rice, corn, fruits and vegetables, plantation crops, livestock and poultry, and fisheries and aquatic resources.14 While empirical results show that the Association of Southeast Asian Nations (ASEAN) region can collectively achieve food security via trade, countries that depend on food imports to a great extent are more vulnerable to shocks arising in the global food market. Unless these fears are addressed and member-countries agree on what food security means, there will be economies that will strive on producing rice to achieve self-sufficiency.15 The Philippine Rice Self-Sufficiency Master Plan 2009-2013 puts to work the thrusts of the so-called FIELDS program (Fertilizers, Irrigation and other rural infrastructure, Education and training of farmers, Loans, Dryers and other postharvest
13 AL Bello. 2006. Ensuring Food Security - A Case for ASEAN Integration. Asian J. of Agriculture and Development. Vol.2, Nos. 1 & 2. 22p. 14 Department of Agriculture-Bureau of Agricultural Research (DA-BAR). Research and Development, Extension Agenda and Programs (2006-2010). 15 Ibid (AL Bello, 2006).
facilities, and Seeds of high-yielding varieties) of the Government in enhancing the crops productivity at the provincial level en route to self-sufficiency.16 Strategic plan for ASEAN cooperation In the area of agriculture, food, and forestry, the 10-member economies of the ASEAN have established a strategic plan of action for cooperation. The priority areas of cooperation identified include strengthening food security in the region; facilitating and promoting intraand extra-ASEAN trade in agriculture, fishery, and forestry products; technology generation and transfer; and private sector involvement and investment, among others. In 1998, it was decided that the Strategic Plan on ASEAN Cooperation in Food, Agriculture, and Forestry should cover overall cooperation in three major sectors with greater emphasis on: strengthening food security arrangements in the region; enhancing the international competitiveness of food, agriculture, and forest products; and strengthening the ASEAN position in international forums.17 The ASEAN Food Security Reserves Agreement also seeks to strengthen the ASEAN food security statistical database. A study on the long-term supply and demand prospects of major food commodities like rice, maize, soybean, sugar, pulses, and oilseeds is among the programs it identified. By 2020, the ASEAN hopes that its member-economies will be fully integrated into an ASEAN Economic Community as a result of a liberalized flow of goods, services, and factors of production under an environment of competition, with prices converging across national boundaries. Until 2004, only about 22 percent of agricultural trade was intra-ASEAN. Rice remains an important and common export commodity of the member-economies.18
Climate-Related Production Shocks

The U.N. acknowledges that climate change and food security are the two biggest issues to be tackled globally.19 Changes in agricultural supply result from the combination of changes in yields, crop area, alterations in human consumption, and international trade adjustments, among other factors. Total production and market prices influence these changes such that commodities that decline in supply will increase in price. Consumption levels and consumer welfare are adversely affected by higher prices. Rising prices also stimulate producers to look for ways to increase supply.20
16 Department of Agriculture-Philippine Rice Research Institute (PhilRice). Philippine Rice Master Plan 2009-2013. 17 Ibid (AL Bello, 2006). 18 Ibid (AL Bello, 2006).
19 In Global Agenda Council on Food Security. Minutes of the September 4, 2009 Virtual Meeting.
20 BA McCarl, RM Adams, BH Hurd. 2001. In Global Climate Change and its Impact on Agriculture.
Productivity in agriculture is primarily determined by climate, and the vulnerability of food supply to climate change is an issue in two different ways. It may directly threaten future food supply, although different crops exhibit different sensitivity. It may also alter the capacity for such due to mitigating efforts by society competing with traditional agricultural food production. Climate change is analogous to technological change in agriculture, which can increase or decrease total factor productivity or can increase or decrease the productivity of one factor relative to another. Farm level cropping adaptations to climate change can be made through shifts in planting and harvest dates, crop rotations, crop mix, development of new varieties, irrigation, fertilization, and tillage practices.21 Currently, over 2.8 billion people live in areas of the world prone to more than one type of the physical manifestations of climate change: droughts, floods, sea level rise, and storms. In the South and Southeast Asian region, the Philippines is among the countries considered to be vulnerable to such risks threatening to impact our food security, health, poverty, even competitiveness. It could impact global cereal production by 50 million tons in 2020 with an estimated equivalent loss of $10 billion to cereal farmers. The economic costs and benefits of climate change adds up to a mean value of $125 billion today. Ninety percent of this model result stem from two regions: India plus Southeast Asia and Africa plus the Middle East. This projected loss is higher than the individual GDPs of 73 percent of the countries of the world. In India and Southeast Asia, the mean impact of climate change reduces the GDP by almost 1.4 percent.22 Change in frequency or intensity of extreme climatic events is one impact of climate change in the agriculture sector. In the Philippines, decrease in production and gross value added for rice, maize, sugarcane, and coconut coincides with El Nio years, while increases coincide with La Nia years. The 1997-1998 El Nio led to a combined loss of 1.8 million tons in rice and maize production valued at US$248,000. Meanwhile, typhoons, floods, and drought caused 82.4 percent of total rice losses between 1970 and 1990. The same combination of natural disasters resulted in palay production losses amounting to nearly 20 percent of total production in 1989. Drought in the latter part of 1989 and the first half of 1990 reduced agricultural production, damaging some PhP365 million worth of crops and causing an estimated opportunity loss of PhP1.2 billion in palay production. The impact from tropical storms can be so severe for the agricultural sector that in 2006, storm Milenyo caused damages of PhP3.9 million.23 Simulations for the major rice growing regions of Asia have shown that rice yields decrease by 7 percent for every 1oC rise in temperature. In the Philippines, simulation models have shown that rice yields can vary from 6.6 percent increase to 14 percent decrease for
21 Ibid (BA McCarl et al., 2001).
22 In Global Humanitarian Forum. 2009. The Anatomy of A Silent Crisis - Climate Change Human Impact Report. 127p. Analysis (Discussion Paper). 44p.
23 In MFG Rincon and FK Virtucio, Jr. 2008. Climate Change in the Philippines: A Contribution to the Country Environmental
every 1oC rise in temperature. Climate change is mostly felt through variations in temperature, precipitation, and sea level, which in turn impacts agriculture in terms of crop yields, irrigation demands, and biodiversity loss, among others.24
Creating More Impact from Rainfed Farming

Continued population growth and predicted climate change curtail the ability of irrigated agriculture to respond to the expanding food requirements of a global population, particularly those in the developing countries. To reverse this scenario, greater emphasis will have to be given to increasing the productivity of global rainfed agriculture, which currently provides 60 percent of the worlds food.25 Research and development initiatives in rainfed areas, including upland, should continue to target not only increased productivity, but also attempt to mitigate climatically induced uncertainty of production through specific soil, crop, and rainfall management strategies. The development and validation of a range of new analytical tools now allow for greater understanding of the temporal and spatial implications to agriculture of short- and longerterm climatic variability in this ecosystem.26 Increasing the productivity of rainfed farming, while also protecting the natural resource base and ecosystem, will continue to create a direct impact on the lives of at least 250 million people, including the poor who are mostly in environmentally fragile areas. In the Philippines, poverty has always been, and has increasingly become, a rural phenomenon. Rural poverty
24 Ibid (MFG Rincon and FK Virtucio, Jr. 2008).
25 In ICRISATs Operational Research Strategy 2007-2012. Managing Current Climate Uncertainty and Adapting to Future Climate Change. 17p. 26 Ibid (ICRISATs Operational research strategy 2007-2012).
incidence was estimated to be 41.5 percent in 2006 and accounted for nearly 75 percent of total poverty in the country that year. Most of the rural poor are dependent on agriculture and natural resources for their livelihood.27 Many of them are situated in rainfed areas.
Increasing Globalization, Technological Change, and Competition

The current international scene has been described as one of increasing globalization. It is marked by increasingly borderless exchange of goods, capital and labor, rapid technological change, increasing competition among nations, expansion of the services sector, and increasing mobility of skilled labor, which has led to rising wages.28 The globalization and prioritization for example of climate change research, as well as health and nutrition R&D, certainly has created more opportunities for efficient partnerships and research integration. The strategy of enhancing micronutrient/vitamin levels in the edible parts of staple food crops through genetic approaches has become a leading priority to enhance and sustain a global nutritional security. Other means of improving the nutrition of the rural and urban poor is through crop diversification or more diversified farming systems.29 Although increased competition is the norm, greater cooperation between and among countries, particularly as members of regional blocs, has also been a notable development. To the extent that countries are given the opportunity to participate in and share the benefits of the growing number and intensity of collaborations in R&D and S&T, there is a tremendous potential for optimizing the use of resources, especially those that are scarce in the poorer countries. Alongside rapid technological change, meanwhile, has been a growing concern for intellectual property rights (IPR) protection. By providing the needed incentive for technological innovation, enforcement of IPR has undoubtedly contributed to the emergence and rapid development of new technologies, as well as new and improved products and services. Technological innovation efforts also provide an important impetus for the emergence and growth of technology-based spin-off enterprises.30 The strategy to build the countrys long-term capability in R&D and S&T suggests a focus on building human resource capability, particularly the capacity to do R&D, building/upgrading of R&D infrastructure, strengthening of linkages, and improvement of S&T governance. Eventually, such buildup will have to significantly contribute to the enhancement of national productivity and competitiveness, solution of pressing national problems or continuing concerns, development of a wide range of globally competitive products and services which have high technology content, and the advancement of a vibrant S&T culture.31
The strategy to build the countrys long-term capability in R&D and S&T suggests a focus on building human resource capability, particularly the capacity to do R&D, building/upgrading of R&D infrastructure, strengthening of linkages, and improvement of S&T governance.
27 Ibid (MFG Rincon and FK Virtusio Jr., 2008).
28 In National Science and Technology Plan 2002-2020. 29 In ICRISATs Operational Research Strategy 2007-2012. Enhancing Nutritional Quality and Food Safety. 11p. 30 Ibid (NSTP 2002-2020). 31 Ibid (NSTP 2002-2020).
Of the many technological advances biotechnology, information and communications technology (ICT), and more recently nanotechnology stand out as having great potential especially for developing countries due to their pervasive nature. Among the goals of Philippine S&T by 2010 is to develop world-class capabilities in ICT and gain technological leadership in the region in the field of biotechnology. Biotechnology, ICT, and nanotechnology have been recognized, for instance, by the Government Inter-Agency Committee (IAC) of the Presidential Coordinating Council on Research and Development (PCCRD) as enabling technologies that could support product development efforts in the agriculture, health, environment, and energy sectors, among others.32
PhilRice and its Future Direction

The impact of PhilRice was felt at the early stage of its development. Through the years, the Institute has contributed to increasing national rice production and farm-level productivity, generating more income for farmers, and achieving better resource utilization. The result of an external review of the Institutes performance over the past 10 years, i.e. from 1997 to 2007, concluded that PhilRice is worth the public expenditure with a 75 percent return on investment.33 The analysis of the external review results indicated that PhilRice has developed into a fully functional rice research system capable of producing technology packages and disseminating them to help increase rice production and improve the welfare of farmers. Based on the analysis, PhilRice has made a significant contribution to the Philippine economy. It definitely raised the incomes of farmers from rice cultivation, and at the same time, provided them with various options to diversify income sources to improve their welfare and well-being. This is not to mention its other impact contribution on the environment, conservation of biodiversity, promotion of gender-neutral technologies, and on its role in advocating sound policies and recommendations.34 Next year, 2010, will be the silver anniversary of PhilRice. This milestone will be marked by a transition from its current corporate undertakings and R&D programs (2006-2010) to this new corporate strategic plan over the medium-term (2010-2013) and long-term (20142020). Using the logical framework approach, the new strategic plan embodied herein outlines the various corporate objectives, target outputs, and particular R&D interventions to support the achievement of the following national goals: (1) attain 100 percent rice self-sufficiency by 2013; (2) reduce poverty and malnutrition; and (3) increase competitiveness in agricultural S&T.
32 In 4th IAC meeting on the formulation of the national R&D priorities plan, September 17, 2009, DND, Camp Aguinaldo, Q.C. 33 In DA-BAR and DA-PhilRice. 2008. An External Review of PhilRice Impact. 251p. 34 Ibid. (DA-BAR and DA-PhilRice. 2008).
Well into the future, the Institute foresees the increasing relevance of its regular research activities on varietal improvement involving inbreds and hybrids, and considering various growing conditions and productivity potentials; integrated crop management; development of farm machinery and improvement of mechanization level; and proactive policy research and advocacy. In addition to the intensifying roles of biotechnology and ICT as enabling technologies for our R&D, nanotechnology offers a new direction for pervasive technology support to our research. While AFMA affirms the local governments role in the delivery of extension services to the farming and fishing communities, the law also mandates the DA to play a catalytic role in improving the overall quality and effectiveness of the extension services. The National Extension System for Agriculture and Fisheries (NESAF) consists of three sub-systems, namely: (1) the local government subsystem; (2) the national government subsystem, which consists of the DA and its attached agencies and corporations, the Department of Agrarian Reform (DAR), the Department of Environment and Natural Resources (DENR), and state colleges and universities (SCUs); and (3) the non-governmental subsystem representing the agribusiness firms.35 To improve the efficiency of our development work, more aggressive efforts are needed to support the commercialization of technologies. Examples of this support to commercialization include the seed production of popular and new public hybrids and inbred varieties, e.g. for planting in high-yielding areas or for stress-prone environments like submergence, drought, and salinity; promotion and production of rice combine harvester and transplanter machine, as well as the promotion of mechanized farm operations; promotion of rice wine and knowledge products; and focusing of the so-called location-specific technology development (LSTD) in provinces with yields below 3.8 t/ha in irrigated farms and less than 2.5 t/ha in rainfed areas. To strengthen further its support to the national rice self-sufficiency master plan, PhilRice is presently scaling-up its PalayCheck and Palayamanan Systems technology platforms by making them more location-specific or customized to the farmers fields through a LSTD program.36 The demand for PhilRice expertise in the spirit of South-South Cooperation (SSC), and in the context of technology and knowledge exchange, is expected to expand in the coming years. Cooperation projects are underway or being firmed up with Africa through the Japan International Cooperation Agency (JICA) and the Coalition for African Rice Development (CARD), Brunei Darussalam, China, Papua New Guinea, Solomon Islands, and Vietnam, among others. These collaborations will strengthen the international linkages of PhilRice and confirm its standing as a world class institution for R&D.
35 ER Ponce. 2002. Agriculture and Fishery Research and Extension Systems: Organizational Linkages. In R Sharma (ed.). Integration of Agricultural Research and Extension. pp.37-44. 36 In PhilRice Administrative Order No.39. September 23, 2009.
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Situating PhilRice R&D in the National Development Agenda

The countrys national development goals, as set forth in the MTPDP, is further translated into corporate plans of concerned government agencies to sustain economic growth and improve the lives of Filipinos...
he countrys national development goals, in general, are affixed on the United Nations Millennium Development Goals (MDGs) as set forth in the Medium-Term Philippine Development Plan (MTPDP) for 2005-2010. Under this plan, the agriculture, forestry, and natural resources (AFNR) sectors make up the three pillars to sustain economic growth and improve the lives of Filipinos. This lofty plan is further translated into corporate plans of concerned government agencies. Moreover, everything that has got to do with agriculture and its ecosystem is set forth as a national policy in Republic Act 8435, otherwise known as the Agriculture and Fisheries Modernization Act (AFMA) of 1997. The act basically aims for a modernized agro-industrialization that is technology-based, market-driven, and sustainable development-anchored.37 Under the present structure of the Philippine research, development, and extension (RD&E) system, a concerted effort has always been a challenge since resources, responsibilities, and accountabilities are spread across many government departments and agencies. A case in point is the fact that various government agencies are involved in development and regulatory efforts. For example, the Department of Agriculture (DA), Department of Health (DOH), Department of Trade and Industry (DTI), Department of Science and Technology (DOST), and the Department of Interior and Local Government (DILG) are all involved in the countrys rural development and food safety systems.38 To tackle the issue of How do we work together across disparate organizations and budget to support national R&D goals?, the Commission on Science, Technology and Engineering (COMSTE), formed through Joint Resolution No.1 of the 13th Congress, convened a conference last 15 December 2008 to aid the policy making process to make the Philippines competitive in Science and Technology and Engineering Research and Development. More recently, as a result of the initial meeting of the Presidential Coordinating Council on Research and Development (PCCRD) on 9 June 2009, the President directed the drafting of a National Research and Development Priorities Plan (NRDPP) that would ensure the synchronization of all R&D efforts of various government agencies and serve as guide for the utilization of R&D funds. To pursue more focused, efficient and appropriate research and development efforts is among the objectives of AFMA. Under the Act, the DA, in consultation with stakeholders, shall formulate and implement a medium- and long-term comprehensive Agriculture and
37 In PS Faylon and EC Cardona. 2006. Philippine Agriculture: Retrospect and Prospects in Good Agricultural Practices Amid Globalization. Philippine Council for Agriculture, Forestry and Natural Resources Research and Development. Los Baos, Laguna. 38 Ibid.
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Fisheries Modernization Plan (AFMP), which shall focus on five major concerns, namely, food security, poverty alleviation and social equity, income enhancement and profitability especially for farmers and fisher folks, global competitiveness, and sustainability. Furthermore, all units and agencies of the government shall support the DA in implementing the AFMP. Thus, the DTI, DAR, DOST, and DENR shall coordinate their investment programs and activities to complement the DAs implementation of the AFMP. By clearly situating its strategic corporate and R&D plan, especially over the mediumterm and long-term (see Figure 1), PhilRice should be able to sidestep the inefficiencies of the Philippine NARS complex and deliver maximum impact on the ground. The policy of the state to promote food security, including sufficiency in our staple commodities like rice and white corn as stipulated in the AFMA (not to mention the priority given to R&D, invention, innovation, and their utilization and to S&T education, training and services), beacons as a clear agenda for PhilRice R&D to pursue and deliver alongside other agencies. A second fitting agenda would be to help make S&T in the country as the strong foundation for its further economic development. A technology-explicit agenda for development recognizes the role of S&T in promoting economic efficiency, facilitating trade, attracting investment, ensuring food security, assuring quality of human resources, enhancing environmental protection, and mitigating disasters and hazards.
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The Corporate Strategic Plan outlined herein shall become our corporate guide in the next 5-10 years. We hope that it will serve as a reasonable basis in evaluating our accomplishments and in reviewing our performance. Appropriate adjustments shall be made on the plan as it goes through the research project cycle management.
Figure 1. Situating PhilRice R&D in the national priority plans for economic development.
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R&D Gap Analysis: Feedbacks from Two Research Surveys
s the themes of the different intervention plans began to crystallize through a series of planning and consultation workshops (see Appendix D and E), results from a mailed survey activity for the strategic plan also started to firm up, thus providing us with a keener vista of our partners expectations from the R&D undertakings of PhilRice. The mailed survey instrument administered to the National Rice Research and Development Network (NRRDN) members was developed in collaboration with the Socio-Economic Division (SED) of the Institute. The 22nd National Rice R&D Review and Planning Workshop, an annual event organized in March at the Central Experiment Station, was used to pre-test the survey questionnaire among the participants. Results of the mailed survey bolstered the prior insights provided by the Integrated FarmHousehold Analysis Project (IFHAP). This project and its component studies regularly monitor rice farm households to determine changes in the farming landscape through time as a result of changes in the policy environment. The implications of these two survey results on the new strategic plan of PhilRice, as well as the research gaps they imply, are briefly discussed below.
Results of the Mailed Survey

A comprehensive institutional strategic plan takes into account the needs of its intended beneficiaries and target users of R&D products. Documenting the needs of the stakeholders would bridge the recognition-action lag in the production-consumption continuum. In many cases, the products of R&D are not adopted because the target consumers do not need them, or their needs were not effectively conveyed to the R&D institutions. As part of the PhilRice corporate strategic planning process therefore, a mailed survey was done to explicitly determine the needs of its R&D beneficiaries, provide insights as to what PhilRice can do with regard to the identified needs, and consequently incorporate these stakeholders needs into the new strategic plan. A seven-page survey questionnaire was sent out in May 2009 to members of the national rice R&D network and partner-agencies of PhilRice. These individuals are considered to be key informants and assumed to be familiar with the Institutes research programs and operations. Of the 158 target respondents (made up of extension agents, researchers, administrators, etc.), 39 individuals replied and filled out the questionnaires. Table 1 shows the results of the particular sections included in the mailed survey. The survey results revealed that most of what the stakeholders wanted are already embedded in the current R&D programs and systems of PhilRice.
A mailed survey result revealed that most of what the stakeholders of PhilRice wanted are already embedded in its current R&D programs and systems.
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Data from IFHAP Survey

To supplement the data gathered from the mailed survey with only 39 respondents, the results of the IFHAP survey were looked into to identify the most common problems reported by farmers. Under this project, more than 2,000 farmers were interviewed on a national scale from three rounds of survey: 1996-1997, 2001-2002, and 2006-2007. According to Arida (2009), and based on the results of the survey, the common problems confronting rice production are the following: (1) high cost of inputs; (2) low price of palay; (3) scarcity of labor; (4) lack of capital; (5) lack of postharvest and warehouse facilities; (6) pest and diseases, and (7) irrigation system.
Table 1. Pooled results of the strategic planning mailed survey.
Areas of Concern Varieties/Seeds Respondents R&D Needs Improvement of hybrid and inbred varieties with preferred characteristics such as resistance to pests, diseases, flooding, early maturing, high-yielding, vitamin-fortified, and specific to rice production ecosystems Development/modifications of the existing commercialized machines; novel ideas such as chopper-grinder, soil moisture meter, satellite-aided rice status consolidator, and robotization Diagnostic tools for nutrient, pest management, yield, and climate Development of soil and nutrient, pest, and water management decision guides Packaging of best practices on nutrient and pest management, location- specific technologies, postharvest, and crop establishment
Machines/ Equipment Diagnostic Tools Decision Guides Best Practices
Processes Development of rice by-products and rice-based food products Databases Rice socioeconomic statistics, climatic data, water resource mapping, and trends of pest occurrence Knowledge Transfer Development of brochures and other knowledge products, localization of Activities/Materials content, ICT-based rice information, and TV and radio programs Issues/Programs Activities Impacts of climate change, alternative energy, and organic fertilizer production, and indigenous knowledge Rice seed production network, Integrated Management System (IMS), income generation, information campaign, and Open Academy for Philippine Agriculture (OpAPA) Extension services, marketing/farm support, web-based consultancy services, and dormitory/library/visitors center
Services
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Another derivative paper by Relado et al. (2009) from the IFHAP survey indicated that the top matters consulted by rice-based farm households are about (1) insect pest and disease prevention, (2) fertilizer management, (3) crop management practices, (4) varieties/seeds, and (5) prices. When asked for information what the respondents have seen/heard from PhilRice, the top answers included (1) varieties/seeds, (2) integrated pest management, and (3) integrated nutrient management. The results of the two derivative papers (Arida, 2009 and Relado et al., 2009) clearly reinforced the concerns forwarded by the stakeholders in the Strategic Planning Survey. The interrelated concerns described above imply at least two things gaps in R&D that PhilRice can directly address, and the continuing issue on the research-extension linkage. The latter poses an obstacle to the farming community in terms of optimal use of new technology and knowledge. Moreover, it also impacts on the ability of the extension service to provide timely and accurate feedback to research. To ensure a holistic and integrated promotion of rice technologies, PhilRice initiated the creation of a framework for an extension program master plan that will complement the one for rice self-sufficiency. Nevertheless, we note from the data that we have gathered, including those shown in Table 1 and the pre-test survey, the acceptance of inbreds and hybrids in delivering the improvements for several varietal traits like resistance to tungro and bacterial leaf blight, tolerance to salinity, submergence and drought, early maturity, water use efficiency, and aroma. Varieties that perform well under low input condition and are more nutritious will certainly help the cause of our farmers in the rainfed lowland areas. On the other hand, the demand for machines is mostly related to the following: seeder/ transplanter, combine, tiller/rotavator, harvester, and seed dryer. A clamor for a grain-grader machine is presently not in the portfolio of our R&D. As for diagnostic tools, the priority needs for improvement or dissemination include those for nutrients, insect pest, disease, water, soil, and seed viability (the latter as indicated in the pre-test data).
The Johari Window of Rice R&D: Implications for PhilRice

To elucidate further the findings of the PhilRiceCorporate Strategic Planning and IFHAP surveys, and to contextualize them within the strategic plan of PhilRice, a Johari window is used in analyzing the results (see Figure 2). Categorically, we can group the identified needs for rice-related technologies and techniques into the four quadrants in order to create institutional awareness and improve communication with stakeholders. The first quadrant deals with the Institutes open area or disclosed self, the second on its blindspot, the third on its hidden area, and the fourth on its unknown areas. Quadrant 1 (open area) includes those rice-related technologies and techniques that are already developed and extended to the consuming public. Under this scenario, the stakeholder is aware of the new technologies or information and might have adopted or used them. This
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Feedback WE KNOW PhilRice has developed technologies and these have been extended to stakeholders; agreed needs WE DONT KNOW Stakeholders need new technologies but PhilRice does not know these needs/has not yet developed them
Self-Disclosure
THEY KNOW
1
THEY DONT KNOW PhilRice has developed new technologies but these are not yet extended/transferred to the stakeholders
2
Neither PhilRice nor its stakeholders know that new technologies should be developed
3
Self-Discovery
Figure 2. Johari Window of PhilRice R&D
domain covers 80 percent of the regular R&D programs, projects, studies, and activities of PhilRice. In more concrete terms, technologies, techniques, or information in this domain are related to seeds/varieties, nutrients, and pest and disease management practices. It should be noted that this awareness could be spatially-embedded since some locations in the Philippines may be more aware of techniques and technologies related to rice than the others. Quadrant 2 (blindspot) refers to new rice techniques and technologies that are needed by the consuming public but are not yet developed or brought to the Institutes attention. The identification of these needs can be done by institutionalizing feedback mechanisms from our stakeholders, e.g. regarding machine modifications and the development of decision guides. Quadrant 3 (hidden area) refers to the technologies and techniques developed by PhilRice that are not yet extended to its stakeholders. To mitigate this circumstance, technology and information dissemination strategies at the Institute level should be strengthened to ensure the successful transfer of R&D results to target beneficiaries over a wide-scale, or guide the diffusion of location-specific technologies.
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Quadrant 4 (unknown areas) deals with opportunities/challenges not yet discovered both by PhilRice and its stakeholders. Perhaps, in the process of doing the regular R&D activities, novel research areas or fresh issues and challenges will be identified that will drive rice research to pursue new priorities. This new impetus might be triggered by the effects of climate change on rice, for example, or by other highly original topics not yet in the portfolio of PhilRice R&D nor in the wish list of its clients, partners, and stakeholders. In the context of this Corporate Strategic Plan for 2010-2020, this unknown area will partly include the Institutes venture into the new sciences and technologies, for example, or its increased investment in basic research projects, which are highly theoretical and with no immediate practical application. PhilRice programs and processes directed toward these four quadrants can lead to a harmonious implementation of R&D priorities with effective technology transfer activities and institutionalized feedback mechanisms. As a consequence of information sharing or of giving and receiving feedback, the first quadrant (the open area) should become larger vertically or horizontally than the others. This process of self-disclosure and feedback reduces the boundary of the hidden area or the blind spot quadrant with increasing level of trust and exchange of feedback between PhilRice and its stakeholders. Either way, a free-flowing R-D-E pathway is exemplified with increasing rates of product and service utilization along the technology value chain. Hence, the continuum of rice R&D product development, demonstration, and adoption will not be derailed by capital, technological, or promotional gaffes. In most cases during the implementation of this strategic plan, PhilRice should strive to develop the open area by first ensuring that technologies also get into the hands of farmers situated in the hidden area. Second, it should earnestly seek feedback from adopters in improving technologies at hand, or to get fresh leads for its R&D, some kind of market information in addition to other reliable sources. Doing this should reduce the Institutes blind spot or even its unknown area in the process, thus making its R&D become more confident in identifying future opportunities, visualizing end users, quantifying them, and stepping once again into the technology commercialization process, i.e. incubating, demonstrating, promoting, and sustaining.
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4
P
Delivering the Strategic Plan
hilRice has a strong mandate in rice research, but to be more precise, its mandate also includes development that increases the degree of maturity of new or innovative products, management systems, techniques, and processes in the R&D and/or technology value chain. Research and development are interlinked, and interdependent, and mutually enriching. If one function is missing, the other becomes uneventful or lacking in power to achieve the mission.39 The D component in the R&D mandate can be operationalized in three different ways: as a continuum, as two sides of a coin or research-cum-development or vice versa, and as sequentially delineated. The PhilRice way is a combination of the first two models. At one time, it is an R&D continuum, wherein the research function is on the extreme left (or right), and the development function on the other extreme end. In between these two poles are combinations of R&D, with increasing magnitude for D activities as the process moves toward its side. What is unique, however, is that the two sides are never completely independent.40
39 DA-BAR and DA-PhilRice. 2008. An External Review of PhilRice Impact. 40 Ibid.
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At another time, D assumes the two sides of a coin arrangement. R&D dimensions are always present at any moment. A research activity is at the same time an opportunity to do extension and an opportunity to collect research data to improve the effective delivery of rice-related information and technologies to farmers. The extension function is not the primary mandate of PhilRice. This is the task of the DA-Agricultural Training Institute (ATI) and the Local Government Unit (LGU)-devolved agricultural technologists (ATs). To date, the D activities of PhilRice are implemented through the Knowledge Management Program (KMP), which is essentially supported by the Development Communication Division, Technology Management and Services Division, Information and Communications Technology Division, and the Open Academy for Philippine Agriculture. Operationally in the field, PhilRice primes the upscaling of new technologies by anchoring its D work on the following platforms: PalayCheck, Palayamanan, and recently on Location Specific Technology Development (LSTD). The latter also supports the attainment of the national rice selfsufficiency goal of the government by continuing the promotion of PalayCheck nationwide and making it more location-specific or customized to the farmers field and capacity.41 Table 2 summarizes the strategic plan logical framework that follows into the arbitrary categories of research and development programs.
Some Trade-Related Considerations

Since the focus of the strategic plan of PhilRice is R&D, world trade or the removal of quantitative restrictions would have no effect on the rice self-sufficiency goal. To help our rice farmers become competitive globally, however, research should focus on technologies that will increase their yields and reduce the cost of producing rice. Based on a joint study42 conducted by the International Rice Research Institute (IRRI) and PhilRice in 1999, for example, the cost of producing one kilogram of palay in Central Luzon was PhP4.80, compared with only PhP2.95 in the Central plain of Thailand, and PhP3.70 in the Mekong Delta of Vietnam. It is expensive to produce palay in the Philippines primarily because of the very high cost of labor. PhilRice, therefore, will continue to develop or improve rice machines that can effectively reduce manual labor input particularly during crop establishment and harvesting. As part of the price stabilization program of the government, it has established a price subsidy system that allows market intervention through the National Food Authoritys (NFA) paddy procurement and rice distribution programs. These price policies are largely motivated by two conflicting objectives of controlling prices at the farm and consumer levels, i.e. keeping farm prices high enough to encourage paddy production and ensuring the prices received by farmers are remunerative, while making rice prices low and affordable to consumers.
41 In PhilRice AO 2009-33. 42 JM Cabling and DC Dawe. 2006. Filipino Farmers Receive High Palay Prices. In DC Dawe, PF Moya, and CB Casiwan (eds.). Why Does the Philippines Import Rice? 166p.
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Table 2. Summary of goals, purpose, and outputs by research and development programs.
Goal/Purpose/Outputs Goal 1: Attained and sustained rice self-sufficiency Purpose 1: Increased production 1.1 New and next generation inbred and hybrid varieties with (and profitability) of rice high yield potential and grain qualities farming in irrigated 1.2 Resource-use efficient crop management and decision- lowland areas support technologies integrated in the PalayCheck system 1.3 Production and post-production machines and systems for improving production efficiency 1.4 Location-specific package of technologies to increase local productivity Purpose 2: Increased production 2.1 New inbred and hybrid varieties with high yield potential short (and profitability) of rice duration, and with tolerance to abiotic and biotic stresses farming in rainfed lowland 2.2 Crop management options for stress-prone environments areas and stress-prone 2.3 PalayCheck system for rainfed ecosystem environments Purpose 3: Enhanced knowledge management and technology promotion system
Research Development Programs Programs
3.1 Customized technology promotion system 3.2 Capacity enhancement of extension and farm workers 3.3 New communication strategies
Purpose 4: Enhanced sustainability 4.1 Natural resource management options to mitigate of rice farming resources impacts of climate change and other stresses 4.2 Policy analysis and advocacy
Goal 2: Reduced incidence of poverty and malnutrition Purpose 1: Increased income of rice 1.1 Value-added technologies to increase quality and utilization and rice-based farming of rice and rice by-products households 1.2 Technologies and systems for diversified farming to optimize resources and increase profitability 1.3 Technology-based entrepreneurship promoted 1.4 Policy analysis & advocacy support favoring small farmers Purpose 2: Enhanced food availability 2.1 Inbred and hybrid varieties with improved nutritional content for rice farming households quality and consumers 2.2 Rice-based products with improved nutritional content and quality 2.3 Promotion support system 2.4 Policy analysis and advocacy support favoring small farmers and consumers Goal 3: Achieved competitiveness in agricultural S&T Purpose 1: Advanced rice science 1.1 New techniques and technologies applied to address emerging problems Purpose 2: Enhanced rice research 2.1 Experts in new or specialized disciplines hired and/or capabilities relevant trainings acquired 2.2 Facilities for R&D modernized and maintained 2.3 Partnerships in R&D (local and international) established and/or strengthened Purpose 3: Expedited technology promotion delivery
3.1 Rice-related technologies disseminated through IT-based solutions 3.2 Rice S&T education promoted among youth
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Selling rice at a price that is lower than the prevailing market price means financial losses to NFA because it procures palay at PhP17 per kilogram (kg) and then sells it at PhP25 per kg. At a palay price of PhP17 per kg, the resulting milled rice price should be PhP34 per kg to recover the marketing costs with reasonable profit. Moreover, a lower price for NFA rice will discourage private traders to procure palay at a higher price as they cannot compete with the price of NFA at PhP25 per kg. For private traders to be able to compete with the price of NFA rice, they will have to buy palay at a much lower cost than the support price. The lower price of NFA rice therefore tends to pull down the palay price. On the other hand, selling NFA rice at a price close to the prevailing market price at PhP35 per kg would have both positive and negative effects. On production side, it has a positive impact on rice growers who have big marketed surplus since they can sell their palay at a high price. High palay price means high income for farmers, and high income may result to reduction in poverty in the rice sector. On the consumption side, however, high price of rice has a negative effect especially to poor consumers who spend more than 20 percent of their income on rice alone. High rice prices limit the ability of poor consumers to spend their budget to purchase non-rice food items that are rich in micronutrients, thereby decreasing their opportunity for diversified diet and improve their nutrition. In 1992, the ASEAN Free Trade Agreement (AFTA) was established as a collective effort by ASEAN member countries to reduce/eliminate tariffs on intra-ASEAN trade. The purpose was to develop greater trade and industrial linkages among ASEAN member-economies. By 2012, there is no preferential trade for rice in the Philippines as with other agricultural commodities. Again, this has nothing to do with our R&D thrust as this is more on global trade. But PhilRice has to speed up the attainment of its research and technology development objectives that will contribute to the attainment, for example, of the national goal of achieving rice self-sufficiency by 2013 to help the rice sector compete in the global trade.
The Strategic Plan: 2010-2013 and 2020

After consolidating the results of four planning workshops, including one with partner agencies and stakeholders and three writeshops, it became apparent that a slogan like Selfsufficiency, sustainability, and competitiveness through R&D could very well describe the national goals that PhilRice can effectively help realize. Articulated in this manner, these objectives evoke continuing relevance and focus. They are also easy to recall facilitating the communication of impact-creation through R&D on the ground. The modified logical framework matrices in Tables 3, 4, and 5 present the key R&D interventions that PhilRice will embark on over the medium-term (2010-2013), long-term (2014-2020), and their interrelationships. The Institute will implement this plan in order to help the country achieve significant inroads in its quests to attain and sustain rice self-sufficiency, reduce poverty and malnutrition, and step up its competitiveness in agricultural S&T. Detailed activities and implementation charts or workplans will be available with individual project documentation. The particular research activities that will be implemented to achieve the outputs may be constituted from highly original project proposals, R&D gaps identified by PhilRice researchers, and submissions from the NRRDN members, which are consistent with the goals and objectives of this new strategic plan over the medium- and long-term.
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Goal 1. Attained and sustained rice self-sufficiency
Food security at the national level is assuring all individuals in the country the physical and economic access to the basic foods they need. A country can be food secure by increasing its food supply through domestic production or by importing its need. In the case of rice in 2008, for example, local production could only meet 84 percent of our total national requirement. We had to import the 16 percent balance to ensure the countrys rice food security. An increasing demand for rice is still projected in the coming years. This is mainly due to our growing population and rising consumption. Per capita rice intake increased from 92.53 kg per year to 120 kg in 2007. Meanwhile, our population grows by 2.04 percent annually. A technology-driven attainment of food self-sufficiency and security is the goal and policy of the Philippine government. To this end, rice self-sufficiency is a path that we must take. PhilRice will help ensure the availability of enough affordable rice for all Filipinos. It will do this through more strategic R&D interventions that can expand the yield growth over the medium-term and sustain activities that narrow down the gap between actual farm yields and best practice yields. From 2000 to 2007 actually, the country has been achieving significant growth in rice production. It attained an annual growth rate of 3.68 percent during this period and set a record increase of 7.0 percent in 2004. Production performance grew in 2007 to 5.96 percent. In fact, the countrys palay production has been on an upswing since the mid 70s. From a production level of 9.32 M MT in 1990, palay output increased to 13.27 M MT in 2002, and to 16.24 M MT in 2007. Based on the projections of the Philippine Rice Master Plan 2009-2013, it is possible for the rice sector to achieve 100 percent self-sufficiency by 2013. To accomplish this, current production level must be increased to 21.6 M MT (see Appendix H). This increment will translate to about 4 or 5 additional bags of harvest per farmer per year over the next five years with an annual investment of at least PhP15 billion for infrastructure and support services. PhilRice will continue to challenge its R&D programs to be innovative and help deliver the needed increase in productivity. Consequently, product interventions will be in the form of new varieties with superior plant productivity traits and quality, better crop management and integration, adaptation strategies to changing production environment and climate, more efficient operations through mechanization, and policy recommendations that support investments in other production-enhancing factors like extension support and infrastructure. The Rice Engineering and Mechanization Center (REMC), in consultation with the Rice Engineering and Mechanization Division (REMD), shall strengthen the Institutes capability to design, develop, manufacture, and market priority machinery.
The PhilRice Corporate Strategic Plan shall help the country achieve significant inroads in its quests to attain and sustain rice self-sufficiency, reduce poverty and malnutrition, and step up its competitiveness in agricultural S&T.
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PhilRice identified four immediate objectives (or purposes) to help accomplish the goal of 100 percent rice self-sufficiency from 2013. These objectives include the need to increase the productivity, profitability, and sustainability of rice and rice-based farming in irrigated lowland and in rainfed lowland areas, as well as the need to enhance rice knowledge management system and the technology promotion capabilities of extension workers in order to boost the adoption rate of new technologies by farmers (Table 3). Higher rice productivity is expected to increase domestic production, reduce imports, and bring down consumer prices. Another impact is the reduction in poverty incidence and income inequality. To provide the necessary conditions to achieve these objectives, various outputs will be delivered by our activities in R&D. Such tangible products, approaches, and services will consist of new and next generation inbred and hybrid varieties with higher attainable yields and resistance to biotic (pests) and abiotic stresses (drought, submergence, salinity, heat), sustainable crop management systems that increase input-use efficiency, rapid diagnostic tools and decision-support guides, best practices through location-specific technology adaptation, machinery and other cost-reducing technologies, customized or specialized training modules, more creative ways to integrate or link research with technology dissemination mechanisms to clients and partners, more innovative technology promotion strategies, more knowledge management practices beside information management, and policy recommendations in response to other issues confronting the rice sector. For example, more efforts should be provided to support or sustain the following initiatives: seed production of public hybrid and inbred varieties; the promotion and commercialization of rice combine harvester and mechanical transplanter; mechanized farm operations from land preparation, planting, harvesting, drying, etc.; the FIELDS program; and capacity building for subject matter specialists within the DA and among LGU extension personnel. The Branch Stations are the most appropriate structures in the frontline of addressing location-specific problems of rice R&D. In this respect, PhilRice shall strengthen its Branch Stations by enabling them to undertake adaptive research suited to their respective areas of responsibility and thereby operate strategically. The stations long existence covering different agro-ecological zones enabled them to know what our farmers had been wanting from them. This provided the basis to focus their R&D and act as centers specializing in particular technologies. As recommended by the external reviewers of PhilRice impact43, the Branch Stations should be the next focus of development of the Institute. The serious strengthening of the stations, as they pointed out, should include the modernization of research infrastructure, plantilla positions including a complement of core disciplines that fit the strategic program of the station, recruiting staff with a minimum qualification of a masters degree and on-the-job mentorship under a senior scientist; and developing a medium-term strategic R&D program
43 DA-BAR and DA-PhilRice.2008. An External Review of PhilRice Impact.
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that is responsive to local production constraints and opportunities. The stations should be able to perform the latter while keeping their national centers status by implementing national R&D programs with the CES or in partnership with the regional government agencies, field offices, and the SUCs. Many of the recommendations of the external reviewers mentioned above are already being addressed as this document is being written. Strong consideration is being given by the management on decentralization and a streamlined organization and management system to enhance each Branch Stations administrative and fiscal autonomy. As pointed out by the review team, the participative management style at both vertical and horizontal levels is most appropriate in an R&D institution. The crafting of this strategic planning is an opportune time for PhilRice to clarify the roles and responsibilities of Branch Stations and the basis of their operations, how programs should be carried out in tandem with CES considering their core staff, the R&D needs of their respective service areas, and their budgetary requirements to be funded by CES, among other things.
Table 3. Purpose, outputs, and indicators to achieve Goal 1, means of verification, and some important assumptions.
PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION BAS Rice Production Survey; SED research reports on trends in rice farming ASSUMPTIONS Policies on rice self-sufficiency, trade, and others do not change considerably Key implementers, institutions, as well as committees deliver in their roles on time. Adoption of varieties and other technological innovations take place over a wide area or in most of the target cluster areas
GOAL 1* Attained and sustained 100 % by 2013 rice self-sufficiency 3 % increase in total production per year from 2014

PURPOSE 1 Increased production 1 t/ha yield increment due Socioeconomic Survey (and profitability) of to developed technologies rice farming in irrigated 10% increase in lowland areas profitability per year
OUTPUTS 1.1 Inbred and hybrid New inbred varieties with Project monitoring and Strong collaboration with varieties dry season (DS) yield evaluation reports; IRRI, INGER, JAAS, UPLB, potential of 9-11 t/ha Semestral and annual reports; CLSU-PhilSCAT, and other Next generation inbred R&D Highlights; Milestones; breeding institutions varieties with DS yield Journal publications; will continue potential of 12 t/ha Patent applications New hybrid varieties with DS yield potential of 10-12 t/ha Next generation hybrid varieties with DS yield potential of 14 t/ha Varieties suited for direct- seeding Varieties suited under aerobic condition *As national goals, PhilRice shall be a contributing government agency in the timely attainment of these goals.
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Table 3. (contd.)
PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Journal publications; Patent applications ASSUMPTIONS PalayCheck remains as an effective platform for integrating crop management options
1.2 Crop management Resource-use efficient and decision-support technologies incorporated technologies starting in 2010 integrated in the Improved decision-support PalayCheck System system incorporated starting in 2010 Decision support guide/ system for nutrient management Decision support guide/ system for pest management Decision support guide/ system for water management 1.3 Production and post- Mechanical transplanter production machines commercial prototype in and systems 2010; testing, adaptation, and manufacturing in 2011-2020 Precision seeder commercialized in 2011 Combine harvester commercial manufacturing in 2011 Reversible airflow dryer commercially manufactured in 2011 Electronic grain color sorter locally manufactured in 2012 PalayCheck system for post production developed in 2012 System of testing agricultural machinery innovations prior to holding technology demonstrations for promotion and commercialization developed 1.4 Location-specific Localized the PalayCheck package of system starting in 2010 technologies Target sites physically characterized (soil, agro- climatic conditions, etc.) Target sites fully documented (social dimension, indigenous knowledge) Focused LSTD in provinces with yields below the national average of 3.8 t/ha to increase their productivity Increase in area-specific R&D projects of Branch Stations
Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Journal publications; Patent applications
BPRE and PhilRice will continue to collaborate on postharvest R&D
Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Journal publications; Patent applications; Other reports
Partnership-centered intervention sustained with local stakeholders
PURPOSE 2 Increased production 0.5 t/ha yield increment due Socioeconomic Survey (and profitability) of to developed technologies rice farming in rainfed >10% increase in profitability lowland areas and per year stress-prone environments
Adoption of varieties and other technological innovations take place over a wide area or in most of the target cluster areas
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Table 3. (contd.)
PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS
OUTPUTS 2.1 Inbred and hybrid New inbred varieties with Project monitoring and varieties yield potential of 5 t/ha evaluation reports; in 2013 Semestral and annual reports; New hybrid varieties with R&D Highlights; Milestones; yield potential of 6 t/ha Journal publications; in 2013 Patent applications Short duration inbred and hybrid varieties with high yield in 2013 Varieties with multiple disease resistance in 2012 Drought tolerant variety in 2012 Saline tolerant variety in 2015 Heat tolerant variety in 2015 Submergence tolerant variety in 2015 Others cold tolerant variety; variety for low solar radiation condition; variety suitable for upland 2.2 Crop management Municipal- and barangay-level options for stress- (micro-level) characterization prone environments and mapping of target environments for stress-prone areas showing where, how big is the affected area, how severe is the stress in the affected area, etc. Nutrient management recommendation appropriate for drought, submergence, and saline-prone environments Pest management recommendation appropriate for drought, submergence, and saline-prone environments Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Journal publications; Patent applications
Collaboration with IRRI and UPLB and other organizations with strong breeding programs on abiotic stresses/ unfavorable environments will continue
Local institutions (LGUs, SUCs) will continue to collaborate with PhilRice on characterization and mapping of target sites
2.3 PalayCheck System Resource-use efficient for rainfed ecosystem technologies and practical decision support system developed and incorporated in 2011 through the following components: variety, land preparation, crop establishment, water manage ment, nutrient management, pest management, and harvest management Localized the PalayCheck system from 2012
Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Journal publications; Patent applications
PalayCheck remains as an effective platform for integrating crop management options
PURPOSE 3 Enhanced knowledge Number of farmers with new Adoption survey management and knowledge increased by 60% in technology promotion 2013 and sustained until 2020 system Knowledge, attitude, and practices of 100% of the trained farmers improved by 2013 and sustained until 2020
Farmers will continue to adopt introduced technologies Technology promotion system developed adopted by local agencies
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Table 3. (contd.)
PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports ASSUMPTIONS Linkage between R&D and Extension systems mutaully facilitated by all agencies concerned
OUTPUTS 3.1 Customized Technology delivery system technology developed/improved in each promotion strategic location, and will include system process documentation and feedback mechanism More pioneering work in the application of ICT to support extension and information/ knowledge dissemination - prepare OpAPA content based on PhilRice research and knowledge generated elsewhere - enhance training through e-course (and VCD format) as alternative learning systems - continue farmers call center - enhance the technical competence of extensionists and LGUs through a more structured and organized national on-line certification program - harness ICT to increase social reach and reduce the cost of training - support database of rice information 3.2 Capacity Specialized trainings for extension enhancement workers of extension and (35 pax per batch trained) farm workers - 2 batches of RSTC on PalayCheck and Palayamanan Systems per per year up to 2013 - 4 batches of other trainings/ briefings for extension workers per year Specialized training for out-of-school youths (30-35 pax per batch trained) - 2 batches per year starting 2010 Farmers Field School on PalayCheck System (25-30 pax per batch trained) - 10 batches per year until 2013 Training on LSTD for farmers (25-30 pax per batch trained) - 10 batches per year up to 2013 - 2 batches per year starting 2014 and sustained up to 2020 Customized training for small scale and landless farmers (30-35 pax per batch trained) - 2 batches per year starting 2010 Other capacity enhancement activities - for farmer-leaders as extension partners - for seed analysts and inspectors as support to national seed certification program
Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Training reports; Training databases; Other publications and reports
Linkage between R&D and Extension systems mutually facilitated by all agencies concerned
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Table 3. (contd.)
PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports ASSUMPTIONS Linkage between R&D and Extension systems mutualy facilitated by all agencies concerned
3.3 Communication PalayCheck technologies strategies packaged and promoted using multi-media such as ICT- based approaches from 2010 to 2020 Location-specific communication support initiatives developed based on local conditions Increase access points of knowledge resources using various channels such as radio and computer kiosks
PURPOSE 4 Enhanced sustainability Adoption of resource-use Adoption survey; Rice area of rice farming resources efficient technologies by 5% of farmers per year from 2010-2020 OUTPUTS 4.1 Natural resource Water-saving technologies management options developed Biodiversity-enhancing practices developed Nutrient management options developed Pest management options developed Postharvest management related to submergence 4.2 Policy analysis Up-to-date information and advocacy promoted for policy formulation that will stimulate rice production Policy briefs and memos on - rice trade that may affect farm prices e.g. consequences of imports, justification for any export measures - how to support continuously the engagement of farmer seed growers in seed production of public hybrids - how to encourage multinationals to produce more F1 seeds locally Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Journal Publications
Farmers will continue to adopt introduced technologies
Critical policy solutions set in place to prevent conflicts for resources that can displace farming
Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports
Information, policy briefs and memos are used for policy formulations and planning
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Goal 2. Reduced incidence of poverty and malnutrition
Over half of all farming households in the country have not yet crossed the poverty line. They have not exceeded the annual per capita poverty threshold of PhP14,103 in the rural areas.44 Like them, more than one billion people the world over live on less than one dollar a day.45 Three-quarters of them also depend on rice. Moreover, more than 60 percent of the consumption of poor Filipino households in the lower income brackets is for food. Thus, when the prices of major domestic foods become high, it creates a considerable negative effect on poverty. Low income in a farming sense also reflects low levels of productivity, price of palay, and marketing support, as well as high cost of inputs and hired wages. Low productivity is also affected by the small average land holdings (1.14 hectares) of our farmers. Creating an enabling environment for poor people is needed to get them out of poverty and its consequences. While farmers have recognized the importance of additional income sources, distribution data from 1996 to 2006 show that rice farming contributes 50 to 60 percent of the household income. Nevertheless, non-farm income is becoming a significant contributor to household income. Its growth rate is faster than that derived from rice farming and other farm activities.46 PhilRice aims create the environment wherein poor farmers and their households, i.e. the landless tillers and small-scale farm owners mainly in the rainfed system, can unleash their skills and innate capabilities. It will direct its R&D to create opportunities for the poor farmers and enable them to improve their farming practices or participate in markets through ricebased product entrepreneurship and earn more money to support them. Thus, even if a rice farmers household does not have enough money, so long as he has rice, vegetables, livestock, and fish anytime his family needs them, his family is food secure and well-nourished. Malnutrition, manifested in different ways, is another terrible problem caused by a host of interrelated factors. In particular, it leads to appalling health outcomes as children grow up, in addition to serious consequences for survival and intellectual development.47 Malnutrition in the Philippines is partly due to inadequate intake of food and nutrients. In fact, a typical local diet has been found to be grossly insufficient for energy and other nutrients, except protein. Thus, protein-energy malnutrition and micronutrient deficiencies remain as the leading nutritional problems in the country.
44 National Statistical Coordination Board (http://www.nscb.gov.ph/poverty/2006-2007/pov_th_07.asp). 45 Muhammad Yunus. 2007. Creating a World Without Poverty. New York: Public Affairs. p.238. 46 PhilRice Socio-Economics Division.
47 R Heaver and J Mason. 200. Making a National Impact on Malnutrition in the Philippines: A Case Study of Government Policies and Programs and the Role of UNICEF and the World Bank. 111p.
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Micronutrient malnutrition covers important concerns. According to an FAO report,48 iron deficiency anemia is the most alarming of the micronutrient deficiency problems of the country. It affects a considerable proportion 45.7 to 56.6 percent of infants, pregnant women, lactating women, and older male persons in general. Our vitamin A status is considered as a severe subclinical deficiency. This problem affects some 8.2 percent of children from 6 months to 5 years, as well as 7.1 percent of pregnant women. PhilRice will therefore endeavor to produce more nutritious rice and promote every conceivable R&D intervention to improve the diet of poor farm families especially their children. To realize our immediate objectives of reducing poverty and the incidence of malnutrition among rice farming households and consumers, several outputs will be developed and delivered to them (Table 4). These products, systems of operation, and services emanate from technologies that promote diversified farming and diet, entrepreneurship, and value-adding. In particular, they include inbred and hybrid varieties with higher nutritional content, rice-based products with enhanced nutritional values, as well as cost-effective utilization of mechanization as labor-saving technology. Labor accounts for 51 to 59 percent share of the total production cost. Policy recommendations that advance the cause of small farmers and poor rice consumers constitute another set of output from our R&D intervention.
Table 4. Purpose, outputs, and indicators to achieve Goal 2, means of verification and some important assumptions.
PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS
GOAL 2* Reduced incidence of Poverty (and malnutrition) National Statistical Coordination Policy on poverty poverty & malnutrition reduced by 50% in 2015 Board (NSCB) official reports reduction and Exceed annual per capita malnutrition remains; poverty threshold in rural areas of PhP14,103 Key implementers, institutions deliver in their roles on time PURPOSE 1 Increased income of Farmers net income per BAS Rice Production Survey; rice and rice-based hectare to exceed PhP6,263 SED research reports on farming households from non-irrigated ecosystem trends in rice farming and PhP12,142 from irrigated ecosystems Cost of goods and labor will not increase significantly from base prices; Farm households will continue to adopt promoted technologies
*As national goals, PhilRice shall be a contributing government agency in the timely attainment of these goals.
48 FAO. Nutrition Country Profiles: Philippines (http://www.fao.org/ag/agn/nutrition/phi-e.stm).
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Table 4. Purpose, outputs, and indicators to achieve Goal 2... (contd.)

PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports ASSUMPTIONS Demand for technologies with value-added remains
OUTPUTS 1.1 Value-added Varieties with export technologies quality developed OPM rice and green varieties Rice-based food products developed Rice-based food processes to improve product packaging, shelf-life, and quality developed By-products from farm biomass developed Alternative source of energy and farm inputs developed Biofertilizers and biopesticides developed 1.2 Technologies and Palayamanan models localized systems for Decision support system for diversified farming diversified farming developed 1.3 Technology-based 1 business module for rice entrepreneurship and rice-based farming developed per year 100 potential entrepreneurs trained per year Marketing linkage developed Promotion of farm mechanization to reduce cost of production and increase income Developed networks or platforms to encourage investment in value added production or off-farm income generation
Project monitoring and evaluation reports; Semestral & annual reports; R&D Highlights; Milestones; Other publications and reports Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports
Implementation of UPLB SURPRESA program will continue
Farming households continue to engage in entrepreneurship activities
1.4 Policy analysis and 1 policy paper per year advocacy support (e.g. increase in price of favoring small farmers palay due to value-adding, gender-related issue) Sustained advocacy of Project monitoring and improving agricultural evaluation reports; productivity by scaling up Semestral and annual reports; smallholder farmers R&D Highlights; Milestones; access to agricultural Other publications and technology reports gender sustained
Increasing investment in infrastructure to improve markets and access to production resources; Projects related to
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Table 4. Purpose, outputs, and indicators to achieve Goal 2... (contd.)

PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports ASSUMPTIONS Self-sufficiency policy through domestic production does not change considerably
PURPOSE 2 Enhanced food Development of new or availability for rice indigenous food crops farming households GIS-aided characterization and consumers and analysis of production areas Market analysis to support production and marketing OUTPUTS 2.1 Inbred and hybrid 1 variety with higher varieties nutritional content developed - with pro vitamin-A in 2012 or 2013 - high in zinc and iron - nutraceutical rice in 2020 2.2 Rice-based products Products with higher nutritional value - vitamin-enriched rice flour - food supplements and health ingredients - medicinal rice 2.3 Promotion support 2 communication materials system developed per year 1 information campaign activity conducted per year 2.4 Policy analysis and 1 policy paper per year advocacy - Advocated for innovative tools or approaches to transfer risks away from farmers including insurance, safety nets, food reserves stock pile, etc.
Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports Project monitoring and evaluation reports; Semestral and annual reports; R&D Highlights; Milestones; Other publications and reports
Farmer and consumer demand for rices with high nutritional content remains
Farmer and consumer demand for rices with high nutritional content remains
Sustained coordination among stakeholders
Public-private partnerships can be forged, scaled-up, and sustained as effective models
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Goal 3. Achieved competitiveness in agricultural S&T
It is said that a nations success in S&T is ultimately dependent upon the quantity and quality of its human resources. According to the Agricultural Science and Technology Indicators (ASTI) country report for 2007, the number of agricultural researchers in public agencies grew by 3.4 percent per year on average. More than 40 percent of the agricultural agencies sampled had fewer than 5 full-time employee researchers, while most government agencies employed 10-19 full-time employees researchers. In 2002, PhilRice employed more than 200 fte researchers, growing the fastest in terms of researcher number, according to the report. Beside the issue of manpower, the local situation in science and technology has been described as relatively under-developed on the basis of other S&T indicators (see Table 5). PhilRice will ensure that its continuing R&D capability build-up in terms of technical personnel complement, research infrastructure, and facilities will contribute in making our agricultural S&T become more competitive and supportive of the countrys progress and future economic development. In the same vein, PhilRice will harness the potential of the new or untapped sciences and enabling technologies to implement R&D projects that will generate more precise solutions to continuing concerns of rice cultivation. For example, breakthrough yield potential will be sought in favorable rice environments over the long-term to add to production growth. Careful selection of the necessary genes to raise rice plant yields will be supported, for example, by knowledge and abilities in genomics, bioinformatics, proteomics, systems biology, as well as applications of nanotechnology through nano-designed sensors and actuators to support efforts on precision agriculture, monitoring of agricultural growth parameters, rapid and early pest and pathogen detection, and postharvest quality monitoring. Aside from a safe and secure food system, plant breeding and the other fields of rice science are projected in the future to impact the attainment of a healthy and well-nourished populace, harmony between agriculture and the environment, and adaptation to climate change, to mention a few.
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Table 5. List of S&T indicators (in NSTP 2020).

1. Ranking in S&T Competitiveness in the World Competitiveness Report 2. Ranking in Technology Achievement Index 3. No. of Patents Granted to Residents* 4. Percent of Private Sector R&D Expenditures to the Total National R&D Expenditures 5. Percent of Total R&D Expenditures to GDP 6. No. of R&D Personnel per Million Population* 7. No. of World-class S&T Universities 8. Value Added in Leading High Technology Exports 9. Ranking in Global Technology Index 10. Ranking in Knowledge Jobs 11. Ranking in the Transformation to a Digital Economy Other S&T Indicators to be Monitored 1. No. of Publications of Filipino Scientists and Engineers included in the International Science Citation Index* 2. No. of Registered Scientists and Engineers 3. No. of Filipino PhDs in Science and Engineering* 4. No. of Internationally Accredited Laboratories* 5. Technology Balance of Payments 6. Investment in High Technology Areas* Other Measure of R&D Accomplishment (Source: UP Diliman College of Engineering) 1. Publication* 2. Deployed/commercialized products* *PhilRice can institutionalize as relevant to its R&D.
Technology generation through R&D is an important source of production growth as a parallel input to developments in agricultural infrastructure, e.g. more efficient irrigation system and extension support services. However, technology transfer, utilization, and commercialization have been shown by studies to be the weak link in the technology development chain. In fact, the result of a study meeting reported by the Asian Productivity Organization (APO) in 2003 concluded that the coordination of research and extension function/activities will continue to be an enormous challenge among the involved agencies. To effectively deal with future research and extension challenges, it has been pointed out that even institutional innovation in system organization and management will be critical. In achieving this particular goal, therefore, PhilRice will seek new ways to accelerate the mobilization of knowledge and transfer of technology through the more formal mechanisms, e.g. the Institutes Rice Management Information System (RMIS), which teams up with the Open Academy for Philippine Agriculture (OpAPA), rather than the informal, ad hoc, or anecdotal means for the greater benefit of farmers, consumers, and other stakeholders. Several measurable results have been identified to realize the immediate objectives of advancing the quality of R&D at PhilRice and its network, as well as devising more novel approaches to expedite the development of rice farmers, their households, and other stakeholders in the country (see Table 6).
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Institutional strengthening outputs include the further modernization of our research facilities and structures, broadening and sharpening the technical capabilities and skills of our personnel through collaborations and tie-ups with advanced laboratories here and abroad, the continuing creation of enabling conditions to use the best information and knowledge available to generate more breakthroughs toward our objectives, and increasing productivity for such R&D accomplishment indicators like IPR applications, publications, and deployed or commercialized products. On the other hand, service-related outputs include the intensifying promotion of rice S&T to our youth and our continuing adherence to ISO-certified processes, and consideration of other standards like the Philippine Quality Award. Our enhanced capacity in R&D to tap on the new and emerging sciences should redound to more exciting products to address pressing problems and future rice farming scenarios. As it was with information science and biotechnology, these highly specialized fields in the study of biological systems like genomics, proteomics, phenomics, metabolomics, and bioinformatics, among others, will increasingly influence the concepts in our future researches, including those that will be conducted or coordinated under the newly institutionalized DA-Agricultural Crops Biotechnology Center at the CES. PhilRice will also seize the opportunity to participate actively in the development of nanotechnology in the country, particularly in the exploitation of its possible applications to agriculture and food as a pervasive technology. The Institute will continue to participate actively in inter-agency and consortia initiatives to develop broadly applicable solutions to counter the perceived vulnerabilities of rice farming to the impacts of climate change, e.g. on the timing and length of growing seasons; increase in potential evapotranspiration due to a warming temperature; increase in annual precipitation; increase in soil erosion, run-off, and leaching; and fertilizer management, among other things. Putting up a more active R&D on climate change will help deter this drastic effects on poverty, food insecurity, and nutrition especially those people in fragile ecosystems. The diaspora of Filipino scientists and S&T workers abroad and the visiting luminary researchers under the Balik-Scientist Program of the DOST should also inspire PhilRice to craft a similar plan that will draw on the expertise and experience of its outstanding alumni and former scholars who are still active in R&D. As new communication and information tools also become available, knowledge sharing will become a more enabling and empowering output of developmental work at PhilRice. To sustain the culture of innovation, knowledge creation, critical and creative thinking, and information utilization within and outside the Institute, which is consistent with the governments strategy called Filipinnovation under the MTPDP with a vision to make the Philippines an innovation hub in Asia, PhilRice will continue to support the Corporate Innovation (Corp i) initiative it started in July 2008. This initiative embodies the Institutes principle that innovation is essential to the R&D and operations of PhilRice.
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Directing Rice Science for Sustainable Human Development
Table 6. Purpose, outputs, and indicators to achieve Goal 3, means of verification and some important assumptions. PROJECT SUMMARY PERFORMANCE INDICATORS MEANS OF VERIFICATION ASSUMPTIONS
National leadership continues to direct S&T to be the foundation of the future economic development of the country Financial support and incentive system remain
GOAL 3 * Achieved competitiveness Share of R&D to GDP NEDA and NSCB official reports in agricultural S&T increased to 0.5% or up to 1% by 2020 PURPOSE 1 Advance rice science Increased contribution of R&D funded projects to relevant S&T indicators (like number of patent applications filed, scientific papers published in ISI and non-ISI journals, commercialized products) OUTPUTS 1. New techniques and More coping mechanisms technologies applied or adjustments in techniques to continuing and to reduce the negative emerging problems impact of climate change including climate or explore its beneficial change effects - Establish a new R&D theme or program on climate change More yield-enhancing and/or stabilizing technologies delivered until 2020 Significant shift in the yield frontier Adaptable genotypes across environments Use of modern statististical tools for data analysis More health and nutrition improving technologies More decision-support system for intelligent or precision farming - Nanotechnology-designed sensors and actuators, e.g. for rapid detection of pests; bioavailability and bioabsorption of fertilizers/ nutrients, etc. - GIS remote sensing applications, e.g. mapping; yield forecasting PURPOSE 2 Enhanced rice Increased contribution of research capabilities R&D funded projects to relevant S&T indicators (number of patent applications, scientific papers published in ISI and non-ISI journals, commercialized products) CORD and PhilPRAISE records; PhilRice-IPMO
Project monitoring and evaluation reports
Project monitoring and evaluation reports; Semestral & annual reports; R&D Highlights; Milestones; Other publications and reports Inventory of available technologies and their sources
Potential of biotechnology, ICT, and other pervasive or enabling technologies continue to be explored and supported by the DA and DOST
Project monitoring and evaluation reports; Semestral & annual reports; R&D Highlights; Milestones; Other publications and reports
Supply pipeline supported by education system (e.g. enrollment in agriculture-related courses in prime universities remains stable)
Philippine Rice Research Institute Strategic Plan to 2010-2013 and 2020
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ISO-certified processes and services Considered Philippine Quality Award (PQA) certification 2.1 Experts in new 1 expertise per new Project monitoring & disciplines hired or specialized discipline evaluation reports; and/or relevant hired Semestral & annual reports; trainings acquired Trainings provided for R&D Highlights; Milestones; R&D staffers and Other publications and management reports - 1 short-term (maximum of 3 months) training per staff every two years or - 1 medium-term (4 to 12 mos) training per staff every three years or - 1 long-term (13 to 24 mos) training per staff every four years - 1-2 international conferences per senior staff per year - 2-3 national conferences per staff per year Strategic plan for rice scientists and researchers - Mentoring through Balik Alumni program - Implement R&D projects tapping on enabling technologies (see Output 1) Training and immersion of top and middle management on people skills 2.2 Facilities for R&D Modern R&D facilities Project monitoring and modernized and established evaluation reports; maintained - High throughput genomics Semestral & annual reports; (genotyping and R&D Highlights; Milestones; sequencing) equipment Other reports, e.g. - Phenomics/Metabolomics/ upply Office, BAC, Proteomics system S PPD, ICTD records - Statistical softwares and tools to accommodate complex experimental designs and data mining (bioinformatics) acquired - Gene delivery (genetic engineering) and targeted mutagenesis systems - Inductively coupled plasma-optical emission spectroscopy (ICP-OES) for soil nutrient or fertilizer analysis Improved laboratory facilities, buildings, and field plots ICT and library systems (with full connectivity across Branch Stations) Graduate education adapted to changing demands; Undiminished financial support to the Institute
Undiminished financial support to the Institute
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- Improve RMIS and OpAPA contents to accelerate knowledge mobilization and transfer of technology through formal mechanisms - Consider customer feedback Specialized centers established and sustained (e.g. for biotechnology, engineering, climate change research) 2.3 Partnerships in R&D Collaborative R&D activities Project monitoring and (local & international) with 1-2 advanced laboratories evaluation reports; established and/or Exchange of 1-2 experts Semestral & annual reports; strengthened per discipline R&D Highlights; Milestones PURPOSE 3 Enhanced technology Increased adoption rate BAS Rice Production Survey; promotion delivery of promoted technologies SED research reports on trends in rice farming 3.1 Rice-related More internet and technologies SMS-based systems utilized disseminated for exchange of technical through IT-based information and providing solutions technical advise Information awareness campaign through contests on application of new solutions to rice production problems 3.2 Rice S&T education 1 curriculum developed promoted among and 2-3 trainings conducted youth for selected high school students Immersion program of agricultural students in farmers fields as part of their curriculum Project monitoring and evaluation reports; Semestral & annual reports; R&D Highlights; Milestones; TMS record National and international partners in R&D will remain supportive; Mobility of researchers between public research sector and industry facilitated Public investment in rice research remains high priority settings Infrastructure support in place
Project monitoring and evaluation reports; Semestral & annual reports; R&D Highlights; Milestones; TMS record
Favorable reaction from TESDA or DECS
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Allocation of Resources and Budgetary Inputs
he cause-and-effect relationships underlying the logical framework emanate from inputs that are expected to result in the outputs the scope of PhilRice R&D operations discussed previously. Investments in terms of manpower resources or personnel complement already took into consideration the rationalization plan and organizational structure that PhilRice has proposed to the Department of Budget and Management (DBM). The rationalization plan has taken into prime consideration the opportunity to upgrade and create new plantilla positions in order to attract more high-caliber researchers, scientists, and other professionals to work at PhilRice. Thus, out of the 345 plantilla positions proposed in this plan, some 85 job positions have been upgraded, while 115 new positions were created. Moreover, 211 plantilla positions have been allocated to the R&D sector.
Staff Development Plan

The idea to create the blueprint of a comprehensive staff development program over the long-term came out strongly in the two in-house workshops organized at CES as component activities of the strategic planning exercise. The Human Resource Management Office (HRMO) of the Institute, in coordination with the Staff Development Committee (SDC), shall be encouraged to prepare the blueprint. As has been expounded in section one of this document, the staffing plan shall place emphasis on retaining its highly competent staff members, recruit more honor graduates and/or send those already onboard to trainings for retooling, and re-engage some former scholars and alumni who are still highly productive in their R&D work. The staff recruitment plan (see Table 7) shall remain consistent with current strategies of promoting PhilRice to, or prioritizing the applicants from, a learning institution recognized by the Commission on Higher Education (CHED) and the Philippine Association of State Universities and Colleges (PASUC) as a National Center of Excellence (NCE) in the field of agriculture and fisheries education, hiring of staff with postgraduate degrees, and the employment of highly competent research fellows and visiting scientists with clear terms-ofreferences or deliverables. Thus far, the strategies employed for human resource capability buildup has created a high level of professional competence in PhilRice as one of DAs most outstanding research agencies. The Institute shall continue to intensify its program for scholarships, trainings,
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even sabbatical, and craft new and more motivating guidelines and policies as a means to fully engage talented employees in the research sector, support group, and in the NRRDN. After all, career development and training has been identified as the number one driver of talent engagement, in addition to leadership vision, values, and objectives of the organization. Tables 8a and 8b show the SDCs planned schedule for scholarships, trainings, and sabbatical over the medium- and long-term.
Table 7. Recruitment plan for outstanding staff members, 2010-2020*.

ACTIVITY 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Undergraduate Post-graduate Research fellow Visiting scientist Total 20 30 15 5 70 10 10 15 5 40 15 0 0 0 15 10 5 10 5 30 10 0 0 0 10 5 10 10 5 30 10 0 0 0 10 5 5 0 0 10 4 0 10 5 19 0 4 0 0 4 0 0 0 0 0
Total recruits over 10 years = 153 (89 undergraduates and 64 post-graduates ); * as proposed by the HRMO and Admin.
Table 8a. Planned schedule of staff development through non-degree and degree trainings for CES.**
ACTIVITY 2010 2011 2012 2013 2014 2015 Non-degree Bachelor Masteral Doctoral Post-doctoral Sabbatical Total 18 0 11 6 3 0 38 12 0 8 4 1 0 25 8 0 10 3 3 2 26 8 0 7 4 1 0 20 8 0 4 4 3 1 20 9 0 3 3 3 1 19 TOTAL 63 0 43 24 14 4 148
** As proposed by the PhilRice Staff Development Committee (SDC).
Table 8b. Planned schedule of staff development through non-degree and degree trainings for the Branch Stations.
ACTIVITY 2010 2011 2012 2013 2014 2015 Non-degree Bachelor Masteral Doctoral Post-doctoral Sabbatical Total 108 1 21 3 1 0 134 20 0 9 4 1 1 35 53 1 13 5 1 1 74 25 0 7 5 1 1 39 56 0 2 6 0 1 65 29 1 7 4 2 1 44 TOTAL 291 3 59 27 6 5 391
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Compensation Scheme
Regarding the compensation of PhilRice personnel, as a government instrumentality with corporate powers, employees of PhilRice should be considered for exemption from the Salary Standardization Law (SSL) to enable its management to devise appropriate measures to keep a critical mass of outstanding researchers and staff. Keeping outstanding researchers and staff is a vital component in any R&D Institute. To justify further its exemption from the SSL, staff members of PhilRice also serve as mentors to undergraduate and graduate students of various colleges and universities (including private schools) who seek internship with us or use our R&D facilities and operations system as learning laboratories for their researches. This is a public service to academic institutions, which is an additional workload to our staff. PhilRice shall also continue to support the Scientific Career System (SCS, E.O.784) established within the Civil Service, as well as the Magna Carta for scientists, engineers, researchers, and other S&T personnel in government (R.A. 8439) under the DOST. As a system for recruitment, career progression, recognition, and reward in the public service, the SCS is consistent with the interests of PhilRice to develop a pool of highly qualified and productive scientific personnel, and to keep them by implementing attractive incentive and benefit programs, including the Magna Carta.
Other Benefits
To ensure that exemplary performance and outstanding accomplishments are recognized and properly rewarded, the PhilPRAISE program of the Institute will be implemented on a continuing basis to sustain productive work performance. In addition to these strategies, PhilRice, through its Mutual Benefit Fund (PMBF), will continue to improve the wellness program of the Institute by providing its permanent scientists and staff, including their dependents, with better health and medical benefits. Moreover, the Institute will continue to provide life insurance coverage to all its regular staff members as they go about performing their duties in an environment conducive to focused research work. To date, PhilRice has institutionalized the grant of direct incentives or benefits to its staff for the development of varieties, and machinery, and for obtaining funding grants; share of royalties for intellectual properties; and yearly awards given through the PhilPRAISE. Car rental, housing plan, and laptop plan are among the new incentive schemes being explored by management.
Budget Plan
The corporate operating budget and its breakdown by source of fund and by object of expenditure are consistent with the requirements of the DBM system of budgeting. For 2010, PhilRice proposed to the DBM a budget plan amounting to PhP518 million (see Tables 9 and 10). Of the proposed funding, PhP126.518 million will pay for the salaries and mandatory benefits of our plantilla staff. Part of the fund source for PS is our corporate income,
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Table 9. PhilRice projected corporate operating budget (COB) by source of fund, FY 2010-2020 (in thousand pesos).
Particular 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
SUBSIDY 50,000
95,000 95,000 95,000 80,000 80,000 80,000 60,000 60,000 50,000
Personal Services 95,000 95,000 95,000 80,000 80,000 80,000 60,000 60,000 50,000 50,000 Maintenance and Other Operating Exp. Capital Outlay 50,000
Total, Subsidy
50,000
AFMA
Personal Services 5,000 45,960 58,830 60,000 50,000 50,000 40,000 40,000 40,000 40,000 40,000 Maintenance and Other Operating Exp.
Gen Admin & Support 85,000 110,500 127,075 152,490 167,739 176,126 202,545 232,927 267,866 308,045 Regular R&D Program 137,000 171,250 214,063 256,875 488,063 634,481 824,826 989,791 1,187,749 1,425,299 1,710,358 Support to RSSP 181,000 235,300 317,655 349,421 New R&D Inititatives 50,000 65,000 65,000 150,000 180,000 150,000 100,000 100,000 100,000 100,000 Total, MOOE 318,000 541,550 707,218 798,371 790,553 982,220 1,150,952 1,292,336 1,520,675 1,793,164 2,118,404 Capital Outlay
Total, AFMA 641,000 1,129,060 1,473,265 1,656,741 1,631,105 2,014,441 2,341,903 2,624,671 3,081,351 3,626,328 4,276,808 Corporate Income Personal Services 26,518 29,713 64,080 82,997 139,197 175,077 212,584 242,843 276,127 Maintenance and Other Operating Exp. 45,000 45,000 40,000 50,000 60,000 60,000 60,000 60,000 60,000 Capital Outlay 73,482 100,000 80,000 80,000 65,000 65,000 70,000 70,000 70,000 50,000 50,000 Total, Corporate Income 100,000 100,000 125,000 154,713 169,080 197,997 269,197 305,077 342,584 352,843 386,127
Total, PS 126,518 140,960 153,830 169,713 194,080 212,997 239,197 275,077 302,584 332,843 366,127
Total, MOOE 318,000 541,550 752,218 843,371 830,553 1,032,220 1,210,952 1,352,336 1,580,675 1,853,164 2,178,404
Total, CO 73,482 100,000 80,000 80,000 65,000 65,000 70,000 70,000 70,000 50,000 50,000
Total, COB 518,000 782,510 986,048 1,093,084 1,089,633 1,310,217 1,520,149 1,697,413 1,953,259 2,236,007 2,594,531
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Table 10. PhilRice 2010 COB summary by source of funds (in thousand pesos).
SOURCE OF FUNDS Subsidy AFMA Fund Regular/Strategic/Cutting Edge R&D Programs Programs to support the national rice self-sufficiency 1. Research partnership with UPLB on rainfed rice breeding 2. Location-specific technology development (customizing PalayCheck and Palayamanan) 3. Open Academy for Philippine Agriculture 4. R&D on rice climate change (R&D start-up fund for PhilRice Bicol) 5. High yield hybrid rice breeding program 6. Research partnership with IRRI on immediate release of new outstanding varieties, strategic assessment of the capacity to attain and sustain self-sufficiency, and new rice knowledge Total Government Support Corporate Income Total TOTAL 95,000 142,000 PS 95,000 5,000 137,000 MOOE CO
5,000 76,000 20,000 30,000 25,000
5,000 76,000 20.000 30,000 25,000
25,000 418,000 100,000 518,000 100,000 126,518
25,000 318,000 318,000 0 73,482 73,482
26,518
which largely comes from our seed sales. To augment its income, PhilRice shall implement a more active marketing program of its products and services for rice R&D. It shall continue packaging project proposals for external funding by national and international donors, which could provide us additional funds. This, however, largely depends on the benevolence of our partners and donors, and such benevolence does not come regularly or easily. Funding support for basic and applied researches, including policy advocacy and marketing studies, in order to accomplish the R&D outputs extensively discussed in sections three and four amount to PhP142 Million. Meanwhile, the DA, our mother agency, expects us to play a vital role in the ongoing execution of the countrys Rice Self-Sufficiency Plan (RSSP). To realize this expectation, collaborative R&D undertakings that directly support the national program targeting rice self-sufficiency by 2013 have been forged with various institutions in six areas of R&D interventions. A total budgetary support of PhP181 Million has been earmarked for these initiatives, which utilize our notable technology and information delivery platforms like the PalayCheck, Palayamanan, and OpAPA.
Linkages and Partnerships

Our re-focused partnership with the International Rice Research Institute (IRRI) will not only draw an important support for our self-sufficiency agenda. IRRI is an important partner in realizing our other goal of advancing the frontier of research in rice science to create a strong S&T foundation for the countrys further economic development. In support of achieving the common objectives of attaining rice self-sufficiency, improving productivity,
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and increasing the income of rice farmers, PhilRice and IRRI signed a Memorandum of Agreement (MOA) last May 2, 2009. The two agencies believe that through development, the promotion of high-yielding rice varieties and cost-reducing technologies are the most viable way in attaining rice self-sufficiency. To ensure that our farmers attain higher yields and boost overall production, we have also revitalized our Hybrid Rice Breeding Program to deliver more mature technologies along the innovation chain. PhilRice shall continue to participate actively in inter-agency and consortia initiatives to develop broadly applicable solutions to counter the perceived vulnerabilities of rice farming to the impacts of climate change, e.g. on the timing and length of growing seasons; increase in potential evapotranspiration due to a warming temperature; increase in annual precipitation; increase in soil erosion, run-off and leaching; and fertilizer management, among other things. To make such countermeasures effective, R&D must be able to help target them in advance and provide a reasonable degree of precision as to the places where they will be most needed, where they are most likely to work, and where other vital services can converge. PhilRice shall establish and/or strengthen linkages with other developed R&D centers of other countries in Asia and the Pacific, Africa, Europe, the USA, and with other countries and organizations with common thrusts and priorities. It shall concentrate on R&D activities that will enable it to deliver on the target goals and objectives described herein, including research on climate change, expanding smallholder farmers access to rice production technologies, catalyzing coordinated effort on poverty and nutrition, aligning stakeholders around priority efforts, as well as designing networks or platforms to encourage investment along the valueadded production chain. It will also strengthen shuttle research programs with different universities and advanced laboratories abroad to jointly undertake collaborative research of common interest, as well as to acquire relevant trainings through short-term exchange of scientists and access to advanced research facilities. PhilRice shall likewise enhance its local tie-ups with other sectors and groups in product development and promotion with common interest of increasing productivity of rice farmers, and ensuring welfare of the rice farming community. Partnerships with local government units and agencies will play very important roles in implementing the Institutes program on location-specific technology development, which highlights the importance of disseminating existing technologies and services to farmers to help increase production rapidly.
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Project Management, Monitoring, and Evaluation
n order to enhance the likelihood of achieving the outcomes described previously, including the longer-term impacts of our R&D projects, results monitoring and evaluation (RME) shall be implemented largely by abstracting items from the logframe instrument related to performance indicators with clear baseline information and means of verification. Focus on the planned results or outcomes from the use of project outputs shall be ensured by PhilRice management throughout the project development cycle. RME, in the case of PhilRice, is also facilitated by the yearly conduct of the National Rice R&D Conference involving most rice researchers and technology promotion specialists of the country. The Program Planning and Collaborative Office (PCPO), the Committee on R&D (CORD), as well as the management of the different R&D Programs of the Institute provide various means and venues to monitor progress in project implementation, suggest corrective actions, or evaluate their relevance, efficiency, effectiveness, and impact in achieving success in relation to objectives. Figure 4 shows the organizational framework proposed to the DBM under the rationalization plan of the Institute. This framework shall also guide the organic structure responsible for achieving our goals and objectives. Among the notable adjustments in the structure include the transformation of the Office of the Deputy Executive Director for Administration (ODA) into the new ODDD, the creation of an independent Advisory Council for science, and the establishment of a PhilRice branch station in Bicol.
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Board of Trustees
Advisory Council
IAO
Executive Director
PCPO Legal
DED Research (ODR) Technical Support Services
Director III (GASS Manager)
DED Development (ODD)
Branch Stations
IPMO
ADMIN
PPD
Auxillary Services
DevCom
Agusan Batac
PBBD
ASPPD
FINANCE
IGD TMSD
ICTD
Bicol Isabela Los Baos Midsayap Negros
RCFSD
CPD
ISSO
GSHD
REMD
SED Zamboanga
CMU
Figure 4. The organizational structure of PhilRice as proposed to the DBM under the rationalization plan. (Note: CMU and Zamboanga provide satellite sites for seed production).
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48
Appendices
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A. Rice Science for Sustainable Human Development (S4D): The New PhilRice1
T
The biggest room in the world is the room for improvement.
-Anonymous
he External Program and Management Review (EPMR)2 concluded that public investments in PhilRice for the last 20 years were worth it. This conclusion was based on aggregate data of rice production and government budgetary allocations for the same period. At the community level, however, poverty, malnutrition, and hunger are still prevalent, highlighting what could be the countrys inability to meet its commitment to the United Nations millennium development goal of eradicating poverty by 2015. Further, despite its success in providing technologies for national food security, outstanding scientists and researchers are leaving PhilRice due to inadequate compensation, insufficient support to research, and other reasons. It appears that rice science is rewarding to the country, but not to farmers and researchers. To make public investments in PhilRice more worthy, the Review Team advises that PhilRice improve its long-term R&D agenda, arrest or minimize staff attrition, modernize facilities, strengthen linkages with its traditional partners, improve governance, and attain financial independence. For PhilRice to be worth the public investments in the next 5 to 10 years, it must ensure that rice science is used for development (S4D)3 and is rewarding not only for the country, but also for individual rice farmers, scientists, researchers, and support staff of PhilRice. Without corresponding reward to rice personnel, there will be no outstanding science and development programs. Without outstanding programs, there will be no funds. Thus, the ability to keep its well-trained rice personnel is a necessary condition for PhilRice to help the country meet its commitment to eradicate extreme poverty. The inability of PhilRice to keep its rice personnel is further exacerbated by the impending National Rationalization Program. This constitutionally authorized program involves the abolition, deactivation, downsizing, or regularization of corporations or instrumentalities with corporate powers which are unable to raise funds for their programs. This means that, as an instrumentality with corporate powers, PhilRice has to raise its own funds to support its research and development programs. It should no longer rely solely on national appropriations to fund its operations. Otherwise, PhilRice will be stripped off of its corporate powers and converted into a regular agency, deriving its budget exclusively from the national government and no longer authorized to revolve its income. This implies that the meager income used by PhilRice to fund benefits to its personnel will no longer be available.
1 From the Vision and Mission for PhilRice document of Atty. Ronilo A. Beronio, presented on March 17, 2008 during the public forum on the search for the new PhilRice Executive Director. 2 Tasked by the Department of Agriculture Bureau of Agricultural Research to study the impact of PhilRice from 1997 to
2007. 3 The phrase science for development (S4D) is proposed instead of research and development (R&D) to emphasize the role of science, not simply research, in development. Development is not simply packaging and transferring technologies derived from science, but providing total solutions from production areas to markets, to the rice industry, its stakeholders, including rice personnel, in a sustainable and environment-friendly manner.
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This vision is formulated to immediately (2008-2009) address staff attrition and to ensure PhilRices viability in using science for sustainable human development in the medium-term (2010 to 2015) and long-term (2015 to 2020). It specifically aims at establishing PhilRice as a viable public science institution in the Philippines, pursuing its mandate of attaining food security and transforming the lives of rice stakeholders and their environments. Primordial to this vision is enhancing PhilRices ability to be viable not only in terms of funding its own programs, but in keeping its outstanding rice personnel to implement these programs.
Strategic Rice Science for Development Programs

The public good mandate of PhilRice as enshrined in its charter consists of: (a) sustaining the gains already made in rice production, (b) providing employment opportunities in the rural areas, (c) improving the welfare and economic well-being of small rice farmers, and (d) attaining national self-sufficiency in rice. These mandates imply that rice science should not only produce new knowledge or information, but should transform lives in rice farming communities through outstanding, satisfied, and well-rewarded rice scientists. 1. Rice Personnel People are the most important asset of any organization. Without them, public organizations like PhilRice cannot generate good programs that can generate funds. PhilRice has recruited and trained outstanding scientists, researchers, and support staff, but is now suffering from an alarming 25% attrition rate. The attrition is towards multinational R&D corporations. PhilRices outstanding personnel are pirated with relatively low salaries of only about $2,000.00 to $3,000.00 a month, a pittance compared with competitive international rates. Nevertheless, PhilRice personnel swallow such opportunities. Thus, it is crucial that PhilRice immediately formulate and implement an attractive compensation and incentive program to keep these personnel. a. Recruitment and/or Retooling - PhilRice should intensify its staff development program by sending at least 25% of its staff at any time for degree and non-degree training. It must strengthen its visiting scientist and fellowship programs to attract outstanding scientists, researchers and support personnel from leading state or private universities. Honor graduates, outstanding MSs and PhDs should be hired even on contract status, and additionally compensated based on their ability to generate funds. This strategy will ease the need for creating plantilla for senior staff positions. Consequently, there will be no need to vigorously pursue the proposed Rationalization Program for PhilRice, which has currently demoralized the rank-and-file employees. b. Retention - PhilRice should immediately provide attractive incentive packages for regular staff members. The packages should be significant that within the first 10 years of working at PhilRice, these outstanding scientists should have what the Malaysians had under former Prime Minister Mahathir bin Mohamad: ONE wife, TWO children, THREE bedroom house, FOUR wheels, and FIVE to SIX figure monthly income. PhilRice should implement the benefits provided by the Scientific Career System and the Magna Carta for Science and Technology Workers to those who have qualified under
PhilRice should immediately provide attractive incentive packages for regular staff members
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these laws. Those who have not yet qualified must be encouraged to do so. Those who are not covered by these laws should be provided with similar benefits approved by the Board of Trustees. Additional benefits can be given depending on their ability to generate external funds and the commercialization of the technologies and innovations they generate. In order to sharpen rice science, scientists, and researchers who are able to publish in internationally refereed and recognized prestigious publications be given incentives of PhP50,000.00 to PhP100,000.00 per publication. In addition to these financial incentives, PhilRice should now develop its private housing within the Maligaya area, so PhilRice scientists at the Central Experiment Station can own a home, and feel secure in their engagement with PhilRice. A similar scheme should be pursued in the Branch Stations. c. Re-engagement - Over the last two decades, PhilRice has a significant number of scholars who transferred to other institutions. Many opted for greener pastures abroad. Most of them, however, wish to help PhilRice in other capacities that are mutually beneficial. Some could be enticed back by refunding the financial obligations they paid. Others could host visiting scientists or research fellows from PhilRice. Still, others could undertake short-term visits to train junior staff, conduct short-term research, collaborate with their laboratories, and/or package joint proposals for funding. It is, however, important to foster good relations with these scholars by making them feel that PhilRice is ready to re-engage them without strings attached. 2. Rice Science for Development The EPMRC had concluded that PhilRice had done very well the last 22 years and that research outputs are of high quality. They admonished, however, that PhilRice balance its research with development.
Development work should create immediate national impact on poverty, malnutrition, hunger, and food insecurity within the next 4 years (2010-1013)...
To institutionalize this recommendation, it is proposed that the existing Office of the Deputy Director for Administration (ODEDA) be transformed into the Office of the Deputy Executive Director for Rice Development (ODEDD) to focus on sustainable development using innovative technologies, products and services from rice science, and their fast transfer to the farmers and other stakeholders. The existing Office of the Deputy Executive Director for R&D should now be called Office of the Deputy Executive Director for Rice Science Research (ODEDR) to focus on rice science to support development efforts. a. Rice Science A strategic and integrated 5 to 10-year (2010-2020) rice science agenda focusing on breeding of varieties tolerant to drought and flood, use of biotechnology in plant breeding, crop protection, nutrient synthesis and utilization, integrate high milling recovery, and eating quality criteria in selecting for high-yielding and pest-resistant varieties. Given the top-caliber expertise at PhilRice, rice science and development programs should be consistent with global issues and themes, and aligned with the Millennium Development Goal (MDG) with local applications such as hunger and poverty reduction, food quality
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and safety, increasing biodiversity, sustainable agriculture, environmental protection, water conservation, mitigating the impact of climate change, empowering institutions, addressing gender concerns, good governance, and meaningful partnerships. Development work should create immediate national impact on poverty, malnutrition, hunger, and food insecurity within the next 4 years (2010-2013). Rice science should produce results improving the existing rice science in the medium-term (2011-2015), but must also lay the strategic foundation for the long-term (2020). This strategic rice science focus should be the main generator of external funds to support their work and provide attractive compensation and incentives for PhilRice scientists. The thrusts assigned to the Branch Stations must be revisited. Branch Stations located in problem areas must focus on location-specific problems with allocation of support to their operations based on their rice area covered, the magnitude of rice problems, and the prevalence of poverty, malnutrition, food insecurity, and hunger. b. Rice Development The impact of PhilRice must be felt not only through national food sufficiency and security, but also in the lives of rice farmers, their communities, and environments. For food sufficiency and additional income for farmers, it must propose a massive program to implement the PalayCheck nationwide. PalayCheck is a technology platform that can provide additional yields of at least one ton per hectare in irrigated areas, while also promoting the use of certified hybrid and inbred seeds, the main products of PhilRice. To immediately mitigate poverty, food insecurity, malnutrition, and hunger in rice areas, Palayamanan, a livelihood platform developed by PhilRice, should also be implemented massively. To enhance farmers knowledge, and as recommended by the Review Team, PhilRice should sustain its pioneering work in ICT to disseminate rice science and technology to its customers. While continually implementing this novel approach to technology promotion, PhilRice must also continue to provide techno promo, training, knowledge dissemination, and information materials supportive of the integrative approaches of the PalayCheck and the Palayamanan. The development work of PhilRice, however, must be pursued in partnership with other agencies under the Department of Agriculture, particularly the Regional Integrated Agricultural Research Center (RIARCs) and SUCs for rice science and the Regional Field Units (RFUs), local government units (LGUs), and the private sector for rice development. 3. Rice Funding Without adequate financial support, PhilRice would not be able to keep its personnel who will generate and implement outstanding rice science for development programs. Under a regularized status, PhilRice may be assured of a regular budget, but it will lose its fiscal flexibility, a trait essential in providing incentives to keep its personnel.
PhilRice must strengthen its internal capability to develop and package competitive projects for donor support as it continues to access public funds on a project basis.
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The strategic and hard core rice science and development plan should be crystallized and readily translated into viable project forms, which should be attractively packaged and actively marketed to new potential donors. PhilRice must develop and strengthen its internal capability to develop and package competitive projects for international donors, negotiate them effectively, and eventually secure donor support. In addition to foreign donations, PhilRice should continue accessing public funds on a project basis. For example, PhilRice should tap more aggressively the funds for seeds, postharvest, and other programs of the Department of Agriculture and other line agencies. While establishing a new core of donors, PhilRice must continue to nurture its traditional supporters and partners such as IRRI, JICA, ICRISAT, FAO, Rockefeller, AusAid, USAID, and others. With its recognized expertise on intellectual property rights and its near monopoly on rice technologies such as breeder and foundation seeds of outstanding varieties, PhilRice should be able to generate funding from the private sector for its critical flagship programs, such as rice breeding. PhilRice should immediately organize private seed growers into a consortium, collecting membership fees and royalties in exchange for the pre-emptive right to plant the latest commercially released varieties, and promotion by PhilRice of the use of certified seeds. In addition to income generated from seed production and marketing and sales of knowledge-based products, the PhilRice Income Generation Office should intensify the provision of incubation services for technical and scientific expertise, manufacturing and marketing of rice products and machinery, and analytical laboratory services. To secure its future, PhilRice should propose legislation in the 14th Congress, based on the strategic rice science for development plan aimed at securing a 10-year endowment from the national budget. The proposed legislation should also authorize PhilRice to generate funds from importations and exportations of rice, commercialization of rice varieties, technologies and other innovative products, and services. In the same proposal, and to make its mandate more inclusive, PhilRice should convert itself into a Philippine Cereals Research Institute (PhilCereals) to cover cereal crops such as rice, corn, and sorghum. This strategy will make PhilRices focus more integrated and holistic, and its rice science for development themes more global, if not regional. It will also ease up pressure for government to establish commodity institutes patterned after PhilRice, saving on overhead costs for the national government. 4. Rice Governance To make its policy making more dynamic, the membership of the Board of Trustees (BOT) of PhilRice should be self-renewing. The President could institutionalize a system for nominations for candidates who will be appointed by herself. Nominations could include Filipino expatriates and foreign citizens who can set the vision and strategy, and effectively assist the Executive Director in fund generation. The Board must also institutionalize independent five-year External Program and Management Reviews to continually sharpen its programs and establish management accountability. An independent, comprehensive,
PhilRice should establish an independent Scientific Advisory Council to enhance the efficiency and quality of its science.
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interdisciplinary, objective, and balanced Scientific Advisory Council (SAC), which provides sound technical and scientific advice on the strategy and conduct of rice science research (RSR), and assesses the quality of the RSR output shall be established. Composed of nationally and internationally recognized leaders in their scientific disciplines, SACs job is to increase the efficiency and quality of the science available to form policy and management decisions. For its development work involving inter-agency activities, PhilRice should reactivate the Advisory Council as provided in its charter. Leadership in the Branch Stations consisting of the Branch Manager and his team must be given certain degrees of administrative and fiscal autonomy to facilitate their operations and increase their efficiency and effectiveness in addressing location-specific problems in their regions or area of responsibility. The above vision and its accompanying programs and strategies shall strongly position PhilRice as a viable public agency engaged in a truly and humanly rewarding rice science for development, for the country, the rice farmers, the rice scientists and researchers, and all other stakeholders.
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B. Administrative Framework for the Corporate Strategic Planning Agenda of PhilRice for 2010-2015 and 20162020 Approved by the Institutes Board of Trustees on November 5, 2008
1. GENERAL 1.1. The objectives of this strategic planning are to articulate a long-term vision for PhilRice and create a plan to achieve it. This strategic planning is intended to help PhilRice improve its performance by making a plan that is more responsive to circumstances, underlying trends, and shifting demands. 1.2. By clarifying what those in PhilRice want it to become and how that might happen, this strategic planning will provide a framework for priority setting and establish a mechanism for linking resource allocation and activities to organizational strategies. Moreover, this strategic planning will allow broad participation in working towards commonly understood goals, and will offer a means to evaluate performance. 2. SETTING THE CORPORATE STRATEGIC PLANNING AGENDA 2.1. Guided by the vision of the new Executive Director as expounded in the document Rice Science for Sustainable Human Development: A Vision for PhilRice (20092013) and by Memorandum Order No. 2008-197 to the staff (regular, contractors, and consultants) enjoining them to contribute to its improvement and make it everyones vision for PhilRice, a Corporate Strategic Planning Agenda will be set to steer this important undertaking to completion. 2.2. The planning period for both internal and external processes to be completed will be 12 months (January 2009 -December 2009). 2.3. The resulting output a magazine or book on PhilRice Strategic Activities & Plans: 2010-2015 and 2016-2020 basically the improved version of the original vision of the PhilRice Executive Director following a consultative and transparent process will be published. 2.4. This Corporate Strategic Plan shall become our guide in the next five years or so, and shall serve as the basis in evaluating our accomplishments.
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3. VISION AND PROGRAMS 3.1. The public good mandate of PhilRice as enshrined in its charter implies that rice science should not only produce new knowledge or information, but should transform lives in the rice farming communities. 3.2. For PhilRice to be worth the public investments in the next 5-10 years, the new vision for PhilRice argues that rice science must be used for development and that it should be rewarding not only for the country, but also for rice farmers, scientists, researchers, and support staff of PhilRice. Without corresponding reward to rice personnel, there will be no outstanding science and development programs. Without outstanding programs, there will be no funds. Figure 1 provides a visual summary of this vision for PhilRice, which will be anchored on four programs that the strategic plan will articulate on. 4. ESTABLISHING THE PROCESS, ITS TIMELINE, AND GOVERNANCE 4.1. There is no single right process in strategic planning. It is hereby proposed that this strategic planning task be tackled through a scheduled series of workshops following the goals down-plans up approach. To set it into motion, a team composed of 5-10 members will be formally constituted to review draft documents facilitate, and implement the whole process. 4.2. PCPO will coordinate and serve as the secretariat of the team, which will be guided by the Executive Director and the Deputy Executive Director for R&D. 4.3. The overall plan to accomplish the general activities and process steps of our strategic planning agenda will be carried out in phases. It is estimated that this strategic planning can be accomplished in five phases until December 2009. This timetable would be enough to cover the major activities, including their elements like organizing, assessing the current situation, development of strategic imperatives, development of objectives and projects (particularly for R&D beyond the 20062010 plan), and finally, implementation. 4.4. The approval by the PhilRice Board of Trustees (BOT) of this strategic planning exercise will be requested during its November 2008 meeting. The creation of a committee within the Board to guide the strategic planning team that the Executive Director will constitute shall also be requested. Progress reports will be submitted to the BOT from time to time for its feedback as part of this undertakings governance.
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Personnel
Governance
A sustainable, self-relilant, and viably competitive rice economy
Science
Funding
Figure 1. Visual summary of the vision for PhilRice which will be anchored on four programs that the corporate strategic plan will articulate on
Honor graduates and outstanding MS/PhDs New arrangements on scholarships Visiting Scientists and Fellowships
Recruitment Retooling
Entice back Short-term visits, research, etc. Assist PhilRice in other capacities
Re-engagement
Strong and Competent Manpower Complement and HRMO
Degree and non-degree trainings Exchange visits Conference and workshops
Retention
Mentoring Clear career path Awards and incentives system Provision of private housing Good working environment Implementation of benefits for SCS and Magna Carta
Figure 2. Vision for PhilRice Personnel
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Productivity Current R&D Activities (2009-2010) Towards Sustainability Capacity Enahancement Profitability
Food Insecurity Strategic R&D Plan (2010-2020) Environmental Degradation Addressing Poverty and Malnutrition
Figure 3. Vision for PhilRice R&D
Trading of Rice and Seeds
Endowment Fund
Public Funds
GMA AFMA DA
Sufficient and Sustainable Funding

Private Sector International Donors
Seed growers consortium
IGO
Traditional sources New sources
Seed production Knowledge products Rice products and machinery Analytical laboratory services Incubation services
Figure 4. Vision for PhilRice Funds
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Board of Trustees
COMPOSITION Department of Agriculture Secretary as ex-officio Chair Representatives from: Academic sector Business sector International research institution Government policy sector Non-government organization Farmers/Seedgrowers sector Chair of the Scientific Advisory Committee
Advisory Council
Inter-agency Committee Scientific Advisory Committee
Executive Director
Deputy Executive Directors
Executive Management Council
Branch Stations
Central Experiment Station
Figure 5. Framework of PhilRice Governance
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C. Logical Framework of the PhilRice Corporate Strategic Plan

Project Title: Strategic Planning Agenda of PhilRice for 2010-2015 and 2016-2020 Project/Team Leader: John C. de Leon NARRATIVE SUMMARY OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION IMPORTANT ASSUMPTIONS
Goal: Medium- to long-term vision for PhilRice as articulated and a plan to achieve it created Purpose: Corporate strategic plan for 2010-2015 and 2016-2020 published
100% accomplishment of - Evaluation report - PhilRice remains plans after, e.g. five (5) years of accomplishments GOCC
500 copies produced and distributed by December 2009
- Final draft copy - Published copy
- Budget is available
Outputs: 1. Worshops conducted - 6 planning and consultation - Workshop reports - 2. Survey implemented workshops (4 in Q1; 2 in Q2) - Survey report 3. Writeshops held to produce drafts - 1 mailed survey (in Q1) - Drafts of the plan 4. Published strategic plan - 3 writeshops to produce - Published copy of drafts (first draft in Q2; 2nd the plan draft in Q3; final draft in Q4) - 500 published copies of the strategic plan (in Q4) -
Active participation and commitment of different stakeholders remain Budget is available
Component Activities: 1.1. Compilation, multiplication, and distribution of related documents including the External Review Report (Jan) 1.2. Planning workshop 1 with CES staff and PhilRice consultants (Jan) 1.3. Planning workshop 2 with BS staff and PhilRice consultants (Jan/Feb) 1.4. Workshop 3 to consolidate inputs from Workshops 1 and 2 (Feb) 1.5. Consultation workshop 4 with partner-agencies and institutions (Mar) 1.6. Consultation workshop 5 with the PhilRice BOT members (Apr) 1.7. Workshop 6 to consolidate all comments and feedbacks (Apr/May) 2.1. Mailed survey for DA-RFUs, OPAGs, industry stakeholders (Feb-Mar) 3.1. Writeshop 1 and submission of first draft to mgt and BOT (Jun) 3.2. Writeshop 2 to incorporate new comments and suggestions and submission of second draft (Jul/Aug) 3.3. Writeshop 3 to submit final draft and secure BOT approval for final editing and publication (Aug/Sept) 4.1. Final editing (Oct) 4.2. Distribution of publication (Nov-Dec)
Inputs:
- Strategic Planning Team - CES staff members - BS managers and staff - PhilRice consultants - Resource persons (from CSC, farmer-groups, CPDS-UPLB,PIDS, IRRI, etc.) - Partner-agencies - PhilRice Management and BOT Budget (MOOE): PhP481,000 NOTE: During the National Rice R&D Conference at CES in March 2009, a special session/FGD will also be organized to solicit the inputs of the rice R&D network members. Survey questionnaires can also be handed out to REDs or PAs in other organized meetings of the DA or LGUs involving PhilRice staff or officials, e.g. for the FIELDS Program.
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D. Internal Analysis - SWOT Matrix

PhilRice Corporate Strategic Planning Workshops 1&2 20 January and 19 February 2009 Edited Integration with Remarks: SWOT by Batches 1 and 2 R&D
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
1. Leader in National Rice 1. Limited/weak basic 1. Increased demand for 1. Political intervention R&D owing to advanced, research rice R&D due to in rice R&D, which may strong, and focused population growth and turn into PhilCereals research programs 2. Weak integration of R&D the priority given to rice (e.g. biotech) resulting outputs and management as a critical political crop 2. Low adoption of in excellent quality options with other PhilRice technologies research outputs projects and disciplines 2. Collaboration, linkage, due to weak linkage and support from local with extension arms of 2. Wide and strong networks 3. Weak monitoring, feedback and international private the government versus with seed producers, & evaluation systems of institutions fast-paced research in SUCs, LGUs, and rice R&D projects & outputs; the private sector consortia (both local lack of feedback on 3. Favorable image to and international) relevance of PhilRice donor community owing 3. Declining supply of technologies to ISO certification and breeders and other rice 3. ISO-Certified organization recognitions from specialists 4. Insufficient funds for external national and equipment and facilities international institutions 4. IP theft and their upgrading Focused R&D agenda for Limited research infrastructure Branch Stations; Regional and location-specific R&D Inadequate laboratory, library, agenda; Relevant and and field facilities; Lack of system-responsive R&D admin facilities and equipment activities; Need-based R&D support (addressing national and regional needs) Inadequate core experts Proximity and accessibility to different partners and linkages for collaborative R&D; Strong linkages/ Centers for Excellence for better capacity building and enhancement CBFs Remarks: Strengthening basic R&D research Establishing effective R&D projects monitoring, feedback, and evaluation systems Program to continually upgrade R&D equipment and facilities Strengthening linkage with government extension arms and fast-tracking PhilRice technology adoption Developing, training, and increasing Pool of Breeders and Rice Specialists Safeguarding IP and optimizing IP Resources n The SWOT items generated by Batch 2 are almost the same like those generated by Batch 1, except for the Weakness in inadequate core experts, the Opportunity to tap retired experts, and the Threat of conflicts and calamities in target areas. n Thus, the plans/projects/programs cited above are still deemed valid and important.
n The SWOT items generated by Batch 1 already suggest the following plans/projects/programs:
Presence of SUCs and other R&D collaborating agencies Prestige of PhilRice, which can be used as leverage for R&D support Tapping of retired experts Rice self-sufficiency program
Conflicts and calamities in target areas Inefficient extension system
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People/Talents
1. Many high caliber and 1. High turnover of key 1. Availability of many 1. Staff prone to piracy credible rice R&D staff/ personnel and staff, scholarships, grants, and by other institutions/ scientists (20+ PhDs especially due to piracy external training for private companies and MS; 130 scientists) personnel 2. Salary/benefits/insurance 2. Better economic 2. Competitive contractors not competitive versus 2. Consultancy arrangements opportunities outside salaries/benefits; other GOCCs (this may and other attractive PhilRice Contractors are allowed be another cause of benefit packages to retain to take graduate studies high turnover) staff 3. Diminishing agriculture or attend training and related fields conferences/seminars 3. TOR not in accordance 3. Balik-Scientist program graduates with published position 3. High proportion of of regular staff resulting committed and in work overload or dedicated R&D staff underload (this may also who are young, be a cause of high dynamic, hardworking, turnover) competent, and creative 4. Limited hiring of key 4. Strong human resource personnel due to restrictive development program hiring policies and lack of resulting in staff who permanent positions, both are at par with private at the CES and Branch Stations companies staff in expertise and skills 5. Weak personnel succession plan due to lack of or limited mentoring Competent and efficient Insufficient and imbalanced Proximity of SUCs whose staff individually and as staff complementation in staff can be tapped a group; Staff with terms of expertise advanced degrees and Scholarship opportunities trainings Lack of plantilla positions (local and international) Multi-tasking and flexible Limited opportunities for Opportunity to participate staff (Technical staff also scholarship and training in local and international work on extension for Branch Btation staff conferences activities) Need for a Little CES Professionalism in all Branch Stations Strong Human Resource Welfare & Devt Program CBFs Remarks:
n I think the Weakness items above are all inter-related. They all have to do with Employee Satisfaction or Dissatisfaction. n Employees usually leave or succumb to piracy if they are no longer happy or satisfied with their job, boss or their company/ organization. This happens when things like the 4 Weakness items shown above (#2 to #5) are present, like low salary/stingy benefits, work overload, lack of needed staff, lack of mentoring, and unclear career path per employee. n Such calls for a comprehensive honest-to-goodness Employee Satisfaction & Retention Program. n As a starting point, it will be good to conduct an Employee Satisfaction Survey as required by the Philippine Quality Award
Better opportunities outside (pirating and resignation of experts) Environmental and health hazards Socio-cultural differences in areas of responsibility (AORs)
guidelines.
n Again, the SWOT items generated by both batches are very similar, if not the same, except for Batch 2s additions of limited
opportunities for scholarship and training for Branch Station staff, the need for a Little CES in all Branch Stations, Environmental and health hazards (Threats) and Socio-cultural differences in AORs. personnel as well as their environmental Threats.
n Hence, the Employee Satisfaction & Retention Program must also address the needs and desires of the Branch Station
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D. Internal Analysis - SWOT Matrix
Funding
1. Sufficient funding from 1. Poor or inadequate 1. Increased access to 1. Reduced government the government as well allocation of funds for more external and subsidy to GOCCs due as many strong local R&D, especially for foreign funds to corporate status and international donors/ capital requirements linkages/collaborations 2. Check-off funds from 2. Realignment of funds seed growers and to other purposes by 2. Capacity to package 2. Low absorptive PhilRice technology DBM good proposals for funding capacity to handle beneficiaries; and large funds Levy/subsidy from seed 3. Donor fatigue growers/rice traders/ 3. Efficient fund 3. Delay in release of millers 4. Other funding management and needed funds competitors efficient use of funds 3. Incubation and commercialization of technologies and products Good financial management Centralized funding External financial aids Declining subsidy from (good income generation and grants; Available the government and savings) Limited budget in the sources of funds branch stations Political influences Sound financial management Strong government support (changes in LGU Delayed releases of funds (i.e. rice self sufficiency administration) Efficient fund distribution master plan) (R&D, Infra, Extension) Global financial crisis Autonomy of budget Continuous support from allocation international project grants (fund outsourcing) Cost-sharing strategies CBFs Remarks:
n It looks like PhilRice has more than enough funds due to its many sources of funds, both government and external local & n n n
n n
international sources/donors. The #1 Weakness should be easy to address because it is just a matter of allocation. A program on the timely release of needed funds should also be put in place. I think that #2 Weakness is the main needed program here: How to build up the capacity and capability to take advantage of and maximize/optimize large funds which are put at its disposal, and use these to achieve or attain its other Goals, both near-term and long-term. Again, Batch 2s items support those already enumerated by Batch 1, except for the addition of limited budget in the Branch Stations, Cost-sharing strategies, and global financial crisis. Batch 2 emphasized the need to really improve the system in releasing funds so as to expedite this.
64
Governance/Leadership
1. Flexible and efficient 1. Inadequate capacity 1. Leadership has good 1. Political influence/ in managing income/ in effective management relations/standing with intervention/changes, funds as R&D and governance: politicians, DA, NGOs, especially in election corporation - Non-R&D activities policy makers and year 2010 assigned to R&D staff major stakeholders 2. Strict internal - Unbalanced workload 2. Frequent change regulations/policies - Inconsistent 2. Support and advice in governance; Quick for fund use resulting implementation of rules from other reputable turnover of DA officials in less corruption - Weak performance R&D institutes appraisal (management/ 3. Presidential consultancy appointment 3. Management support 2. Bureaucratic procedure of BOT and Executive to welfare of staff and leading to slow transaction 3. Autonomy from the Director; staff career development in support to R&D, e.g. DA system Misrepresentation in procurement of supplies BOT membership 4. Transparency and open communication 3. Minimal complementation of R&D and non-R&D staff-incentives Strong and capable Limited training on Scholarships/study leadership managerial skills tours and trainings Institute policies Inadequate administrative Presence of promote good governance; support staff international experts Long tradition and culture of Good Governance Multi-tasking staff and Secondment of many supervisors administrative experts Policies and systems in place to sustain Quality Overloading of staff of R&D and Environment Unresolved inconsistencies in the PMS policies/systems Political influences Policy changes
CBFs Remarks:
n #1 Weakness suggests concrete key areas of concern to be fixed in order to have a more effective management and
governance.
n Please note that said areas of concern are related to the Weakness items under People/Talents (the governed). They
also have to do with Employee Satisfaction. n Batch 2 items are similar to the items generated by Batch 1, except for the addition of Limited training on managerial skills, unresolved inconsistencies in the PMS policies/systems, and for the Opportunities, the presence of international experts and the secondment of administrative experts. n Thus, the PMS System may have to be reviewed/ improved, and a Managerial Skills Training program may have to be implemented.
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E. Internal Analysis - Goals, Objectives, and Strategies

PhilRice Planning Workshops 1 and 2 20 January and 19 February 2009 Integration of Batch 1 Goals and Batch 2 Objectives & Strategies Integrated by Conrad B. Favorito COMPONENTS 2010 2011-2015 2016-2020
R&D GOALS 1. Technology Goal 1.1. National Goal 1.1. Achieve self- Goal 1.1. Surplus rice Transfer average yield at 4.5t/ha sufficiency (2013) economy for export (105% self-sufficiency level) Goal 1.2. Improved Goal 1.2. Reduce poor promotion strategies farmers by 50% Goal 1.2. Functional genomics transfer Goal 1.3. Systematic M&E Goal 1.3. Farmers net of mature technologies income from rice Goal 1.3. National average farming increased by 50% yield at 6.5t/ha Goal 1.4.Enhanced technology and product Goal 1.4. ICM for Goal 1.4. Integrated crop development marginal areas at 3t/ha resource use efficient technology commercialized Other Goals: Goal 1.5. National average - 2 hybrid varieties released yield at 5.5t/ha Goal 1.5. Farmers net - 1 precision seeder income from rice farming - 2 inbred varieties (8T/ha) Goal 1.6. Pest monitoring/ increased by 100% - 1 hybrid variety (9T/ha) forecasting guided by GPS Goal 1.6. Significantly Goal 1.7. Efficient reduced poverty and biotechnology support in malnutrition rice breeding Goal 1.7. Apomictic rice Goal 1.8. Expanded developed direct-seeding technologies Goal 1.8. Sustained rice Goal 1.9. Integrated crop self-sufficiency resource use efficient technology developed Other Goals: - 10 new varieties Goal 1.10. Strong direct comparable to IR 64 link with training with appropriate institutions excellent crop management practices Other Goals: (1 C4, 2 hybrids, 7 inbreds) - 5 inbred varieties (10T/ha) - 4 varieties (10 t/ha) - 2 hybrid varieties (12-15T/ha) released - High temperature and drought - 2 var (5 t/ha) (UF) tolerant - Ten varieties of quality - High nutrient rice exported - 3 new varieties comparable to IR64 with appropriate excellent crop mgmt practices (1 hybrid: 2 inbreds) - 2 varieties (9 t/ha) released - 2 varieties (4 t/ha) (UF)
66
COMPONENTS 2010 2011-2015 2016-2020

2. Start new Goal 2.1. More macro- Goal 2.1. Poverty and R&D agenda economic focus nutrition oriented (R&D) Goal 2.2. Enhance existing Goal 2.2. High-end new R&D programs products using nanotechnology Goal 2.3. New program Goal 2.3. 75% of all R&D for climate change outputs are integrated among disciplines Goal 2.4. All R&D output complied with environmental Goal 2.4. ISO for R&D and safety issues management fully in place 3. Mechanized Goal 3.1. 5% mechanized Goal 3.1. 10% mechanized rice rice production rice production production operations Goal 3.2.100% mechanized Goal 3.2. 100% mechanized seed seed production and production and processing processing Goal 3.3. Efficient and systematic field support services (to R&D) 4. State of the art Goal 4.1. State of the art Goal 4.1. State of the art R&D R&D facilities R&D equipment and facilities equipment and facilities and equipment improved/upgraded by 5% improved/upgraded by 30% 5. Centers Goal 5.1. REM Center set up Goal 5.2. (Crop) Biotech Center set up 6. ICT-based operations 7. Collaboration Goal 6.1. Full internet connectivity Goal 6.2. Internal ICT facilities fully operational Goal 6.3. Centralized database standards set Goal 6.4. Proactive library services technology Goal 7.1. International Goal 7.1. International collaboration increased collaboration increased by 20% by 10% Goal 7.1. International collaboration increased by 30% Goal 5.1. Fully funded REM and Biotech Centers Goal 5.2.Technology Incubation Center Goal 6.1. Database repository centralized and ICT-augmented Goal 6.1. Automated database management Goal 2.1.100% of all R&D outputs are integrated among disciplines Goal 2.2. All ISO for R&D management fully in place Goal 2.3. All applicable ISO standards fully in place
Goal 3.1. 20% mechanized rice production Goal 3.2. 100% mechanized seed production and processing of Branch Stations Goal 3.3. Robotics seed warehouse operated (CES) Goal 3.4. Remote-controlled machinery Goal 3.5. Precision farming technology Goal 4.1. State of the art R&D equipment and facilities improved/upgraded by 100%
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COMPONENTS 2010 2011-2015 2016-2020
R&D OBJECTIVES 1. To develop the R&D 1. To upgrade and maintain 1. To upgrade and maintain facilities in the Branch the R&D facilities in the the R&D facilities in the Btations Branch Stations Branch Stations 2. To develop and implement 2. To develop POT for upland 2. To develop POT for other relevant and responsive and rainfed adverse ecosystems R&D programs 3. To package and disseminate 3. To package and disseminate 3. To package and disseminate location-specific technologies location-specific technologies location-specific technologies 4. Strengthen the breeding program for varietal tolerance for drought and floods and improved eating quality 5. Top of the line R&D facilities are available in all stations 6. Produce 2 varieties (each tolerant to BLB & RTV) with acceptable eating quality R&D STRATEGIES 1. Provision of adequate 1. Maintenance and upgrading 1. Sustain upgrading and infrastructure for research of facilities maintenance of infrastructure and development (buildings, and other facilities laboratories, experimental 2. Initiate monitoring and fields, and libraries) evaluation and impact 2. Institutionalize monitoring assessment & evaluation, and impact 2. Develop and implement assessment effective R&D-need feedback 3. Sustain collaboration with mechanism/system other R&D institutes 3. Sustain collaboration with other R&D institutes 3. Collaborate with other R&D 4. Commercialization of institutes for holistic developed products and 4. Commercialization of packages of technologies services developed products and services 4. Commercialization of developed products and 5. Utilization of biotech as a services tool in plant breeding 6. Strengthen the understanding of the rice agricultural landscape in relation to its impact on crop protection 7. Deliberately integrate eating quality in selecting breeding lines CBFs Comments:
n The 7 Thrusts generated by Batch 1 must be prioritized based on agreed upon criteria. n For me, the Top 4 Thrusts may be Technology Transfer, New R&D Agenda, State-of-the-art Equipment & Facilities (which
include ICT Equipment), and Mechanized Rice Production.
n Collaboration and Centers are also important, but the Focus of Management will be the Top Priorities and Thrusts. n Obviously, the items generated by Batch 1 are much more comprehensive than those generated by Batch 2; thus, the Top 4
Thrusts mentioned earlier remain, as supported by the Strategies stated by Batch 2.
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COMPONENTS 2010 2011-2015 2016-2020

PEOPLE GOALS 1. Blueprint of Goal 1.1. More trainings for Goal 1.1. More training Goal 1.1... comprehensive professional growth (both opportunities regardless - 80% increment in rank staff development for Administrative and of age and file capacity; program R&D staff) - Eligible staff attend at RS-based and GIS-based - Administrative staff are least 2 international researchers increased trained to be effective conferences/trainings by 30% business managers; per year; RS-based and Support for attendance to GIS-based researchers Goal 1.2. 70% increment local and international increased by 20% in PhD/MS conferences; Equal - 60% increment in rank - 30% PhD; 50% MS; opportunities for all and file capacity - 250 staff sent for regarding Staff Development MS training - 10% of rank and file capacity Goal 1.2. 50% increment enhancement for R&D and in PhD/MS Goal 1.3. 20% increment in Administration - 20% of R&D staff with DOST-conferred scientists PhD; 40% with MS; - and 40 fresh breed of Goal 1.2. 5% increase in 120 staff sent for scientists number of PhD/MS MS training - 100% scholars returned Goal 1.3. 20% increment Goal 1.3. 3 additional DOST- in DOST-conferred scientists conferred scientists - 20 fresh breed of scientists 2. Rationalization Goal 2.1. Approved and Plan (RatPlan) implemented RatPlan - RatPlan implemented; to handle non-R&D tasks 3. Recruitment and Goal 3.1. Recruitment and Goal 3.1. More creative retention retention program fully in talent management policies place - Reduce retirement age to 50 - Professional business - Staff promotion managers are hired - Division Heads of R&D to be - Multi-disciplined R&D non-R&D staff Staff for branch stations - Stay at PhilRice based are hired on performance, not on security of tenure Goal 3.2. Full personnel complement (including non-R&D functions) - Internal ICT facilities 100% - 2 permanent Web application developer positions (competitive compensation package) Goal 3.1. SCU-like Policy on career path of R&D staff Goal 3.2.Collaboration with PhilRice alumni Goal 3.3. Complementation of economists and sociologists in branch stations Goal 3.4. DA Secretary to come from PhilRice family
4. Benefits for Goal 4.1. Full medical Goal 4.1. Industry level Goal 4.1. Blue Skies staff and benefits for staff and compensation compensation package dependents dependents - PhilRice salary to equal - Housing (75% regular - Increased health benefits with private salary; staff); Car Plan (20% Increased salary rates regular staff) Goal 4.2. Housing plus more; inspirational (10% regular staff); incentives; Better Affordable car plan for all; compensation for staff 200% Car plan (5% regular staff) - 15th month pay for PhilRice staff Goal 4.3. Attractive early retirement plan package
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COMPONENTS 2010 2011-2015 2016-2020

- Executive housing for Top Goal 4.4. Ground work for Management; Housing exemption from the Salary (20% regular staff); Standardization Law Car plan (10% regular staff) Goal 4.5. Magna Carta-like Goal 4.2. Exemption from benefits for non-eligibles Salary Standardization Law - Full and expanded implementation of Magna Carta; - Program for Administrative personnel on the implementation of Magna Carta 5. Work load Goal 4.6. Equal benefits for R&D and Administration; Additional incentive for additional work for Administration and Finance Goal 4.7. Internal ICT facilities fully operationalized Goal 5.1. Optimum work load
PEOPLE OBJECTIVES 1. Keep competent and 1. Keep competent and 1. Keep competent and efficient staff efficient staff efficient staff 2. Maximize collaboration 2. Maximize collaboration with 2. Maximize collaboration with SUCs and other SUCs and other collaborating with SUCs and other collaborating agencies agencies collaborating agencies 3. Provide safe working 3. Provide safe working 3. Provide safe working environment environment environment 4. To initiate and develop a 4. To pursue development of 4. To have a balanced balanced staffing in all a balanced staffing staffing stations relative to priority R&D thrusts (key 5. To design and develop a 5. To have a comprehensive disciplines and continuum comprehensive & continuing and continuing HD of R&D, plus support human development (HD) Program system) program

PEOPLE STRATEGIES 1. Manpower development 1. Manpower development (degree 1. Manpower development (degree and non-degree and non-degree programs), (degree and non-degree programs), provision of filling up of plantilla programs), maintain plantilla positions, higher positions, exemption from SSL, higher salary package salary package explore and implement all and other incentives allowable benefits for all staff 2. Tap SUCs and other scientists (e.g. DOST Magna Carta and 2. Continue tapping the Scientific Career System), scientists from SUCs institutionalize internal and other institutions incentive packages
70
COMPONENTS 2010 2011-2015 2016-2020

3. Initiate IMS in the branch 3. Institutionalize IMS 3. Sustain the stations implementation of IMS 4. Continuous retooling 4. Implementation of RatPlan and development 4. Continuous retooling and development 5. Tap SUC expertise 5. Provide adequate funds for contractors and consultants 5. Provide adequate funds 6. Retooling of staff for contractors and 6. Tap SUC expertise and consultants former PhilRice staff (outsourcing) 6. Tap SUC expertise and former PhilRice staff 7. Create appropriate plantilla (outsourcing) to attract new blood and to keep higher staff 7. Create appropriate retention rates plantilla to attract new blood and to keep to keep higher staff retention rates CBFs Comments:
n I have mentioned that the People Program should be complete and comprehensive from Recruitment, Selection, Basic
Training, Salaries & Benefits, Promotion and Salary Increase, Advanced Training and Management Development, Employee Satisfaction and Morale, Health and Wellness, Employee Retention, until Retirement. n Professional companies, for example, develop a Competence Based HR Program wherein the above-stated Key Result Areas (Recruitment, Selection, Training, etc.) are all based on Competence and Performance. n Batch 2 reiterates the Goals already mentioned by Batch 1. n Batch 2 also mentions the strategies of implementing a Management Dev Program, partnership with SUCs and scientists, Continuous Training/ Retooling Program, and the like.
71
COMPONENTS 2010 2011-2015 2016-2020

FUNDING GOALS 1. Government Goal 1.1. PhP 500M - Goal 1.1. PhP 750M Goal 1.1. PhP1B government government + 20% income government + 50% income - PhP400M (govt subsidy) - PhP300M (govt subsidy) - PhP300M from govt subsidy Goal 1.2. Greater than Goal 2. Endowment fund PhP1B budget for R&D alone - 10% Levy, private; Goal 1.2. 25% Levy, - Fund more Basic R&D 50% govt subsidy private; 35% govt. Goal 1.3. PhilRice to provide PhP5M fund for SCUs R&D
2. Income Goal 2.1. More income Goal 2.1. Independent IGO Goal 2.1. 50% self-funding Generating generating projects - IGO capacity to generate Office (IGO) - IGO capacity to generate income, enhanced by at income, enhanced by least 100%; PhP200M at least 25%; PhP50M from IGO (from IGO), 50% PhilRice (internal) Goal 2.2. IGO to provide PhP50M fund for R&D from Goal 2.2. 5% income from Goal 2.2. IGO to provide its earnings/profits e-commerce operations PhP50M fund for R&D from - IGO capacity to generate its earnings/profits Goal 2.3. 30% income from income, enhanced by at e-commerce least 50%; PhP100M from Goal 2.3. 10% income from IGO, 30% of funds from e-commerce PhilRice 3. External Sources Goal 3.1. Increased Goal 3.1. Strong external Goal 3.1. collaboration with other fund generation - Enhanced external agencies and international - Enhanced external funding funding by 50% organizations by 40%; 70% of funds - Increase sourcing of funds - Increase sourcing of funds from external sources from international donors from international donors - Increase sourcing of funds (70% of R&D funds) (25% of R&D funds); 50% from international donors External sources; Enhanced (50% of R&D funds) Goal 3.2. PhP500M external funding by 20% (external) Goal 3.2. PhP400M (from Goal 3.2. PhP300M (from external sources) Goal 3.3. Fund generation external funds); PhP20M (PhP15M) from seed external funds Goal 3.3. 40% of seed growers growers giving additional funds Goal 3.3. Seed grower- - Fund generation (PhP10M) Goal 3.4. 15% European subsidized breeding budget from seed growers Union (EU) funding Goal 3.4. 10% of big rice millers giving additional funds Goal 3.5. 20% EU funding;

Goal 3.5. 25% Asian funding Goal 3.6. Self-sufficient (100% self-sustaining)
4. Charge Back System Goal 4.1.Charge back system already in place
Goal 3.6. 20% Asian funding
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COMPONENTS 2010 2011-2015 2016-2020

FUNDING OBJECTIVES 1. To increase govt subsidy/ 1. To increase government 1. To increase government support subsidy/support subsidy/support 2. To enhance income- 2. To enhance income- 2. To enhance income generating capacity generating capacity generating capacity 3. To attain semi-autonomy 3. To attain semi-autonomy 3. To attain semi-autonomy on financial management on financial management on financial management for branch stations for branch stations for branch stations FUNDING STRATEGIES 1. Explore legislation for 1. Explore funding mechanisms 1. Continuous outsourcing higher budgetary allocation other than govt subsidy of external funds 2. Explore funding mechanisms 2. Cost-sharing; explore technology 2. Attain levels of other than govt subsidy; spill-over strategy; licensing sufficiency in terms of cost-sharing; explore of technologies, products, and income technology spill-over strategy; other outputs of R&D licensing of technologies, 3. Increase budget to products and other outputs 3. Generate income to support implement and expand of R&D financial requirement of RDE salary increases and non cash benefits 3. Review institutes 4. Source out/explore more fiscal policy external sources of funds 4. Consistent availability of funds for training, 4. Ensure sufficiency of 5. Provide funds for acquisition scholarship, staff funds and timely release for additional facilities development of funds (laboratories, warehouse, screenhouses, etc.) and 5. Creation of revolving equipment for R&D and funds seed production 6. Implement CES and budget consultation and planning CBFs Comments:
n The 3 main sources of funding (Govt; IGO; External) are quite clear; hence, it becomes a matter of striving to increase said
sources as the years go by.
n Less dependence on the government for funding and gradual increase in internally generated funds plus bigger external
donor funds should be pursued.
n If the Charge Back System will already be in place by 2010, then it will not be a strategic thrust anymore in 2011-2015. n Batch 2, being composed of Branch Station staff members, adds their objective to attain semi-autonomy on financial
management and matters relative to the Branch Stations. consultation and planning.
n Batch 2 also suggests the review of PhilRices fiscal policy, the creation of revolving funds, and CES and Budget
73
COMPONENTS 2010 2011-2015 2016-2020

GOVERNANCE GOALS 1. External Scientific Advisory
Goal 1.1. One (1) external Scientific Advisory created
2. R&D Goal 2.1. DED for operations/ DED for development (appointed/designated) - Two (2)-year tenure for DEDs renewable for another term Goal 2.2. Standing committees and R&D policies established with high degree of autonomy (e.g. SDC postdoctoral, sabbaticals, etc.) Goal 2.3. Lessen non-R&D activities of R&D personnel Goal 3.1. CCTV surveillance at other PhilRice Branch Stations
3. Security Goal 3.1. Improved security Goal 3.1. CCTV surveillance system at CES 4. ICT capability Goal 4.1. Enhanced ICT Goal 4.1. Fully automated Admin capability (eg. Wi-Fi and processes/record retrieval/ video conferencing in place) certificate issuance 5. Corporate Responsibility

Goal 4.2. E-Commerce: Bar-coding and Online Goal 5.1. Corporate Social Responsibility implemented Goal 6.1. Bottom-up approach to management Goal 6.2. Decentralized Management
6. Administrative Goal 6.1. Explore corporate Goal 6.1. Full corporate status System and power to increase - Staff benefits at par with Policies staff benefits private companies Goal 6.2. Flexible admin Goal 6.2. Establishment of system PhilRiCe (or PhilCereals) Goal 6.3. Networking with other agencies to improve quality of products and services - Incorporate management strategies of successful institutional corporations - Principle-centered consultative meeting Goal 6.4.Strengthen linkage between RD&E Goal 7.1. Strong and true IGO Goal 7.2. Strong Coop income Goal 6.3. Staff-friendly policies on incentives and scholarships Goal 6.4. Practice International Accounting System
7. IGO and Coop
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COMPONENTS 2010 2011-2015 2016-2020

8. Board of Goal 8.1. New well-balanced Trustees BOT composition (BOT) (non political) Goal 8.2. Committees within the BOT formed 9. Branch Stations Goal 9.1. Granting of more independence in decision- making to branch stations (regarding local problems) Goal 8.1. Self-renewing BOT members Goal 8.2. BOT committees fully functional Goal 8.1. Self-appointing BOT members Goal 8.2. Increased number of stakeholders in the BOT
Goal 9.1. 20% retention of income by branch stations Goal 9.2. New stations established
Goal 9.1. 50% retention of income by Branch Stations
10. New PhilRice Goal 10.1. New PhilRice (PhilRice Incorporated) - Privatize PhilRice - PhilRice Foundation Enterprise (enterprising) GOVERNANCE 1. To improve administrative 1. To implement a continuing 1. To implement a continuing OBJECTIVES support services education program for skill education program for enhancement in management skill enhancement in 2. To enhance managerial management capacity 2. To reduce multi-tasking job and increase efficiency 3. Resolve inconsistencies of PMS in 2009 GOVERNANCE 1. Review and improve 1. Semi-automation of processes 1. Full-automation of STRATEGIES existing administrative processes functions and procedures; 2. Exploit advances in ICT 2. Exploit advances in ICT 2. Capability matching 3. Higher reward for career (technical and managerial) development 3. Exploit advances in ICT 4. Develop and implement specific PMS for researchers and for development workers

CBFs Comments:
n Among the 10 Thrusts stated above by Batch, 1, 3, to 5 should be identified as the priority or main thrusts to have a better
focus.
n For me, the Top 5 seem to be Admin Systems & Policies; Branch Station Governance; More Effective BOT; PhilRice Privatization;
and Security & Safety.
n The IGO and Coop seem to fall under Funding also, and the R&D concerns above may also be placed within the R&D Program.
ICT Capability may also be part of the earlier state-of-the-art ICT Equipment and Database. n PhilRices CSR (Corporate Social Responsibility), for me, should already be its Goal to produce the best rice varieties for Filipinos to have rice self-sufficiency ASAP. n Batch 2 stresses the need to enhance managerial capacity by implementing a Continuing Education Program for skill enhancement in Management/ Administration.
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COMPONENTS 2010 2011-2015 2016-2020
PRODUCTS and 1. To generate sufficient 1. To generate sufficient funds 1. To generate sufficient SERVICES funds for products/ for products/services funds for products/ OBJECTIVES services development development services development 2. To prevent seed leakage 2. To develop market-driven 2. To develop market and pirating of ideas products driven products 3. To develop market-driven 3. To implement a decision 3. To implement a decision products support system for real support system for real time farming and time farming and 4. To develop a decision support marketing advisories marketing advisories system for real time farming and marketing 4. To regulate and program 4. To regulate and program advisories the development of new development of new varieties and other products varieties and other products 5. Multiplication of 10% basic seeds for rank and 5. 50% basic seeds 5. 90% basic seeds file and up 6. Effective & efficient 6. Effective and efficient 6. To develop PhilRice hybrids hybrid rice breeding hybrid rice breeding PRODUCTS and 1. Licensing of technologies, 1. Licensing of technologies, 1. Licensing of technologies, SERVICES products, and other R&D products, and other R&D products, and other R&D STRATEGIES outputs to generate income outputs to generate income outputs to generate income
2. Strictly implement IPR 2. Strictly implement IPR 2. Strictly implement IPR (impose penalties) (impose penalties) 3. Market-need assessment for new products 3. Market-need assessment 3. Market-need assessment for new products for new products 4. Ensure that the new 4. Ensure that the new varieties 4. Ensure that the new varieties varieties are already are already adopted before are already adopted before adopted before a new a new one is released a new one is released one is released 5. Implement the decision 5. Implement the decision 5. Establish decision-support support system support system groups in the different Branch Stations 6. Task DA stations to multiply 6. Task DA stations to multiply 6. Task DA stations to multiply 7. Introduce the informal seed 7. Introduce the informal system seed system 7. Introduce the informal seed system 8. On-farm testing of PhilRice 8. On-farm testing of PhilRice pre-release hybrids and pre-release hybrids and 8. On-farm testing of PhilRice coordinated breeding activities coordinated breeding pre-release hybrids and of plant breeders activities of plant breeders coordinated breeding activities of plant breeders 9. Coordinated/centralized 9. Coordinated/centralized breeding activities of plant breeding activities of plant breeders breeders CBFs Comments:
n In Workshop #2, this Key Area (Products & Services) was separated from R&D; thus, only Batch 2 has a separate Objectives &
Strategies.
n All the 9 Strategies enumerated by Batch 2 are worth looking into; however, these still seem too general and nor specific unlike
the Varieties of Rice that were previously described by Batch 1 under R&D Key Area. Please refer above to R&D Goals, regarding Technology Transfer Goal. n The PhilRice Planning Committee must still strive to make the Products & Services Objectives more SMACT (Specific, Measurable, Attainable, Challenging, and Time-bound.
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F. PhilRice Integrated Management System Business Map

High Level Decision-Making Process
RESEARCH AND DEVELOPMENT (R&D) CORE PROCESS
Research Planning Patent Copyright Registration Research Proposal
Yes
Laboratory and Field Services Approved Requirements Passed?

Yes No No
Revise? Disregard
Administrative and Support Processes/ Physical Plant
Marketing and Distribution

(Print, Broadcast, Database, Web, etc.)
Information and Communication Monitoring and Evaluation Knowledge Information

Yes No
Yes
Shop Custon Services Private Sector (e.g. accredited manufacturer, etc.) Promising Technology Validation/ Adaptation
No
Objective(s) met?
Modify?
No
TECHNICAL SUPPORT SERVICES
Financial Support Services Termination Legal Services
Supplier/ Contractor
Intellectual Property Management
Training and Technology Mgt. Services Accepted

Yes
CUSTOMER
Commercialization
Reference: PR-IMS-PM-01-01 (larger view)
Funding Agendies
Public/Private Collaborators
EXTERNAL SUPPORT SERVICES
GENERAL ADMINISTRATIVE SUPPORT SERVICES

Research Implementation
Mass Media Promotion/ Interpersonal Communication
77
G. Palay Production, Targets and Demand (as projected in the Rice Self-Sufficiency Master Plan), and Historical Trend
Historical Trend of Palay Production, Area Harvested (Rainfed, Irrigated) and Yield (Rainfed, Irrigated & Across Ecosystem)
18.00 16.00 14.00 12.00 10.00 8.00 6.00 4.00 2.00 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 1979 1978 1977 1976 1975 1974 1973 1972 1971 1970 1.50 3.50 Yield (mt/ha) 4.50
4.00
Volume (mt) and Area (ha)
3.00
2.50
2.00
1.00
P alay P ro d uc tio n (m t) Y ield (m t/ha)
Irrig ated -A rea Harv es ted (ha) Irrig ated -Y ield (m t/ha)
Rainf ed -A rea Harv es ted (ha) Rainf ed -Y ield (m t/ha)
78
Credits
PhilRice Corporate Strategic Planning Team Dr. John C. de Leon, Team Leader Members Mrs. Lea dR. Abaoag Ma. Angelita M. Agaton Dr. Constancio A. Asis Jr., Scientist I Dr. Eulito U. Bautista, Scientist III Mrs. Teodora L. Briones Dr. Vic V. Casimero Dr. Rolando T. Cruz, Scientist I Dr. Sergio R. Francisco Dr. Evelyn B. Gergon, Scientist I Engr. Leo C. Javier Dr. Manuel C. Regalado, Scientist I Dr. Gabriel O. Romero, Scientist I
Secretariat Program and Collaborative Planning Office Adviser Atty. Ronilo A. Beronio
Special Thanks to the following:

Mr. Conrad B. Favorito, consultant and facilitator of In-house Workshops 1 and 2 Ms. Hazel B. Alfon Mrs. Sophia T. Borja Mrs. Adelaida B. Giray Mrs. Conyfel D. Jiao Mr. Joselito A. Kalaw Mr. Marlon Labuguen Mrs. Necitas B. Malabanan Ms. Alice B. Mataia Mr. Ruben B. Miranda Mrs. Chona S. Narvadez Mrs. Jenny J. Rabara Mrs. Glenda dC. Ravelo Ms. Rhemilyn Z. Relado Ms. Irene R. Tanzo All Branch Managers, Division Heads and their staff who participated in Workshops 1 and 2 Editorial Team Mr. Andrei B. Lanuza, Production coordinator Mr. Johnny F. Goloyugo, Text editor Mrs. Teresa P. de Leon, Overall creative concept, design, and layout Atty. Ronilo A. Beronio, Dr. Eulito U. Bautista, and Dr. John C. de Leon, Editorial advisers
79

PhilRice Corporate Strategic Plan 2010-2013-2020

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PhilRice

Directing Rice Science and Technology for Sustainable Human Development

Rice Today, Tomorrow, in the Future An External Analysis

Pressure on Global, Regional, and National Food Systems

4 OECD and FAO. 2006. Agricultural Outlook 2006-2015 Highlights. 60p.

8 In Phlippines Census. Wikipedia. 10 Ibid. (In the Philippines Census).

11 Ibid. (In the Philippines Census).

Directing Rice Science and Technology for Sustainable Human Development

Climate-Related Production Shocks

Directing Rice Science and Technology for Sustainable Human Development

21 Ibid (BA McCarl et al., 2001).

Creating More Impact from Rainfed Farming

24 Ibid (MFG Rincon and FK Virtucio, Jr. 2008).

Directing Rice Science and Technology for Sustainable Human Development

Increasing Globalization, Technological Change, and Competition

27 Ibid (MFG Rincon and FK Virtusio Jr., 2008).

PhilRice and its Future Direction

Directing Rice Science and Technology for Sustainable Human Development

Directing Rice Science and Technology for Sustainable Human Development

Situating PhilRice R&D in the National Development Agenda

Directing Rice Science and Technology for Sustainable Human Development

R&D Gap Analysis: Feedbacks from Two Research Surveys

Results of the Mailed Survey

Directing Rice Science and Technology for Sustainable Human Development

Data from IFHAP Survey

Machines/ Equipment Diagnostic Tools Decision Guides Best Practices

The Johari Window of Rice R&D: Implications for PhilRice

Directing Rice Science and Technology for Sustainable Human Development

Figure 2. Johari Window of PhilRice R&D

Directing Rice Science and Technology for Sustainable Human Development

Delivering the Strategic Plan

Some Trade-Related Considerations

Directing Rice Science and Technology for Sustainable Human Development

Research Development Programs Programs

The Strategic Plan: 2010-2013 and 2020

Directing Rice Science and Technology for Sustainable Human Development

Goal 1. Attained and sustained rice self-sufficiency

Directing Rice Science and Technology for Sustainable Human Development

BPRE and PhilRice will continue to collaborate on postharvest R&D

Partnership-centered intervention sustained with local stakeholders

Directing Rice Science and Technology for Sustainable Human Development

PalayCheck remains as an effective platform for integrating crop management options

Directing Rice Science and Technology for Sustainable Human Development

Farmers will continue to adopt introduced technologies

Goal 2. Reduced incidence of poverty and malnutrition

Directing Rice Science and Technology for Sustainable Human Development

48 FAO. Nutrition Country Profiles: Philippines (http://www.fao.org/ag/agn/nutrition/phi-e.stm).

Table 4. Purpose, outputs, and indicators to achieve Goal 2... (contd.)

Implementation of UPLB SURPRESA program will continue

Farming households continue to engage in entrepreneurship activities

Directing Rice Science and Technology for Sustainable Human Development

Table 4. Purpose, outputs, and indicators to achieve Goal 2... (contd.)

Sustained coordination among stakeholders

Public-private partnerships can be forged, scaled-up, and sustained as effective models

Goal 3. Achieved competitiveness in agricultural S&T

Directing Rice Science and Technology for Sustainable Human Development

Table 5. List of S&T indicators (in NSTP 2020).

Directing Rice Science for Sustainable Human Development

Project monitoring and evaluation reports

Philippine Rice Research Institute Strategic Plan to 2010-2013 and 2020

Undiminished financial support to the Institute

Directing Rice Science and Technology for Sustainable Human Development

Favorable reaction from TESDA or DECS

Allocation of Resources and Budgetary Inputs