ANNEX A

FOCUSED PARTNERING AND CALIBRATED FACILITATION (FOPACAFA) FRAMEWORK OF HELPING FARMERS BECOME MORE ACTIVE AND MORE PROGRESSIVE AGRIPRENEURS: PROPOSED CONVERGENCE ACTION PLAN FOR REGION I, PHILIPPINES CHARACTERIZING THE FARMERS IN REGION1, PHILIPPINES This paper will present a classification schema and/or typology that will characterize the farmers in the region. This schema can be used as a basis or guide in choosing and selecting farmers who, in partnership with service agencies under the principle of counterparting through resource and effort complementation and sharing, will be helped with rationally calibrated support services to bring about planned desirable impacts within the shortest possible period of time with the least resources used. The categorization schema/typology that will be adopted in characterizing the farmers in Region 1 will consider the various indicators as mentioned. However, this will be enriched by adding an innovation on looking at the factors that are within the control of the farmer (intrinsic factors) and those outside the farmer in which he has no direct control (extrinsic factors). Additionally, in characterizing the farmers, much was drawn from the profile of successful agripreneurs in Region 1 especially but not limited to the DOST-PCARRD Farmer-Scientists and AFFNR Technopreneurs, CGED Technocommercialists, and DOST-SETUP DATBED Technopreneurs. The intrinsic factors will include: personal, economic, and social characteristics. On the other hand, the extrinsic factors will comprise the cultural, and institutional characteristics. Based from the characteristics/schema and sub-categories, the farmers will be classified into three distinct typologies: very enterprising or with entrepreneurial potential; moderately enterprising with moderate to high entrepreneurial potential, and the barely enterprising with very low or very little entrepreneurial potential. The very enterprising farmers have in them both the intrinsic and extrinsic elements that are favourable to establishing and sustaining an agri-enterprise. The moderately enterprising are with the character and the conditions, intrinsic and extrinsic, which are fairly favourable to enterprise development. hence, the need to enhance or strengthen these factors in order for the farmer to become more enterprising. The barely enterprising farmers are those in which most of the extrinsic and intrinsic factors are hardly favourable to entrepreneurial development. Although, there is a possibility of transforming the low or little enterprising potential into one with high enterprising potential, a lon if not indeterminate extensive and very expensive overhaul is needed. This then will mean more resources to be used and longer time for impacting on the life of the farmer himself, hi community and the society, a s a whole. Considering the characteristics of the farmers in these three typologies, a recommendation will be deduced on who will be the focused farmer-partner to whom help may be extended to become more active and more progressive agripreneur.
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Below is the matrix of the schema/typology in classifying the farmers in Region 1, Philippines.
CATEGORIES/ SCHEMA HIGH-LEVEL/VERY ENTERPRISING (Are Entrepreneurs and Very High Potential to Become Bigger) 1. INTRINSIC FACTORS 1.1. Personal Characteristics 1.1.1. Age Height of their most productive ages. TYPOLOGY

MODERATELY ENTERPRISING (Moderately to High Entrepreneurial Potential)

BARELY ENTERPRISING (Low/Little Entrepreneurial Potentials)

1.1.2. Educational Attainment 1.1.3. Farm Experience 1.1.4. Training Attended 1.1.5. Type of family 1.1.6. Family/Household size 1.1.7. Knowledge on the latest technology 1.1.8. Entrepreneurial capability

Professional/Degreeholder Long, diverse, S&T based Many and varied Nuclear Small (with two children) Very high and updated

About to reach or just reached their most productive ages. College graduate/College level Several, mixed S&T and trial and error Few Nuclear Medium (3-4 children) Average to high Moderate

Young to very old.

Elementary/Hig h School level Little or no S&T, trial and error No attendance Extended Large (more than 4 children) Very low or none, averse Very little or low

Very capable, technically, and managerially very capable 1.2. Economic Characteristics 1.2.1. Farm size Five or more hectares 1.1.2. Tenurial Status 1.1.3. Farm type 1.1.4. Income and Investment Owner operator Irrigated Economically secure and financially independent; with extra income invested; Various and relatively stable providing added investment Possess both large and small

One to two hectares Mixed owner and amortizing Irrigated Meets more than the basic needs, has little to invest With but unstable & income does not guarantee investment Limited possession; more of the small than the large

Below half hectare Tenant Rain-fed Hardly or cannot meet daily basic needs. None at all or if available, very unstable and measly income No possession

1.1.5. Secondary sources of income

1.1.6. Farm equipment

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CATEGORIES/ SCHEMA HIGH-LEVEL/VERY ENTERPRISING (Are Entrepreneurs and Very High Potential to Become Bigger) High to very high

TYPOLOGY

1.1.7. Level of living

MODERATELY ENTERPRISING (Moderately to High Entrepreneurial Potential) Medium/Average to high High but concern is more for self and family Venturesome, risktakers adopters, aggressive; analytical and critical thinker; universalistic; universalistic and receptive to change Production of raw materials for the market (primary production) Involved but more of a member than officer Has leadership potential Selective sources

BARELY ENTERPRISING (Low/Little Entrepreneurial Potentials) Handto-mouth existence Low aspiration

1.2. Social Characteristics 1.3.1. Aspirations High aspirations for self, family and community 1.2.2. Value-system Innovators/ creators; risktakers; early adopters; very aggressive, analytical and critical thinker & universalistic; futuristic;

Non risk-taker; complacent, fatalistic, familism prevails over universalism For consumption

1.2.3. Perception towards farming

Value-adding and commercialization (secondary production) Highly involved and officer

1.2.4. Organizational affiliation 1.2.5. Leadership experience 1.2.6. Sources of information

No affiliation

As outstanding and star farmer, he serves as model Multi and varied sources of information (mass, print, broadcast, etc)

No concern at all Informal sources (neighbours and friends)

2. EXTRINSIC FACTORS 2.1. Cultural Characteristics 2.1.1. Marketing laws and Very favourable policies 2.1.2. Belief system Modern and nonprohibitive

Favourable but more often prohibitive Some prohibitive beliefs but can be overcome; (kanyakaya syndrome) With but limited Limited; formal and informal

Not applicable Closed and traditional

2.2. Institutional Characteristics 2.2.1. Extension support High and diverse; acts as system extension/change agent 2.2.2. Credit access Formal; very accessible

Least served Little or no access; informal A-3

CATEGORIES/ SCHEMA HIGH-LEVEL/VERY ENTERPRISING (Are Entrepreneurs and Very High Potential to Become Bigger) Very favourable market Good farm to market road; with personal vehicle or can pay

TYPOLOGY

2.2.3. Market access 2.2.4. Transportation

MODERATELY ENTERPRISING (Moderately to High Entrepreneurial Potential) Favourable but with some inhibitions Fair condition of farm to market road; may have personal vehicle

BARELY ENTERPRISING (Low/Little Entrepreneurial Potentials) Not applicable Difficult and distant; no personal vehicle, can or cannot pay None; If there is, informal No need

2.2.5. Linkages/networks 2.2.6. Storage facilities

Varied and many; formal and informal Owner of storage facilities, can oay

Few to many; formal and informal Available in the community but not in control

Purpose and Design of this Plan This plan aims to give operational meaning and guide to the FOPACAFA Framework or in providing help to farmers in Region I, Philippines to enable them become more active and more progressive agripreneurs. This is a complement and consequent of the document Characterizing the Farmers of Region I Philippines. This proposed framework plan introduces as it assertively advocates the concepts of agripreneur, focused partnering, calibrated facilitation, and convergence. Provided in the plan are generalized options for action along helping farmers. It does not promise the catch-all ideal of transforming the farmers all or few, to become modern agripreneurs. Being focused on the subject of helping, service agencies concerned are given the leeway to locate themselves on who, where, what, when and how their help could be situated depending on their mandate and limitations, financial or otherwise. Given this, this plan did not made specifics on this concerns which service agencies know best. The Help Plan Matrix Proposed and drawn below is a help plan matrix (HPM) designed to put the idea of helping farmers become more active and progressive agripreneurs in operable terms. The design is inspired by the idea of the common action plan (CAP) framework and Logical Framework (LogFrame) in program/project planning, implementation and monitoring and evaluation. Like the CAP framework, this HPM consists of decision points. On the other hand, following the structure of the LogFrame, this HPM has its vertical and horizontal logic. The horizontal logic consists of two main components the decision points and results and outcomes. There are two decision points facilitation point and entry point and partnership and convergence points taken
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together. The horizontal logic, therefore, consists of three main components. The facilitation point is a stand alone cell while the other point, consisting the three other points together, has two sub-cells indicating the area and the strategy or tactic. The column for expected results and outcomes is presented with the objectively verifiable indicators (OVI). The vertical logic consists of the two categories in the schema of classification of farmers the intrinsic and extrinsic factors. These two categories provide the basis or referent for the entry, partnership and convergence points, and results and outputs along the horizontal logic.

The Help Agripreneurship Intermediation (HAPI) Vehicle and Pathway A particular way to operate the matrix is through a Help Agripreneurship Intermediation Vehicle and Pathway otherwise known as the HAPI Vehicle and Pathway or the HAPI VP. This is complementary to the HPM and is more focused on the processes involved in agripreneurship and agri-enterprise development. Like the HPM, this is also presented in matrix form, an 9-by-6 matrix, presenting the eight processpathways of agripreneurship and enterprise development plus the identification of farmer-partners on the vertical axis and the six horizontal help anchors composed of pathway itself, starter, engine, fuel, driver, and destination. The eight agripreneurship and agri-enterprise processes are: basic life skills re-orientation and strengthening, basic needs stabilization, agri-enterprise reorientation and focusing, agripreneurial skills development, start-up and incubation, take-off, stabilization, and expansion. Intermediation is used here to denote a positive outlook of mediating, of fillingin between capability and capacity gaps whether in farmer-partners, among service providers or between farmer-partners and service providers. The HAPI VP illustrates the need of an appropriate vehicle of helping farmers become more active and progressive agripreneurs. Thus, the vehicle has a starter (where intermediation begins), engine (the mechanism to move the help-vehicle), fuel (the needed resource to energize the helpengine), and driver (the service provider/s and farmer-partners) to direct the vehicle in the right direction) to traverse in and reach the agripreneurship and agri-enterprise development pathway (the eight processes) and destination (development of a strong and persevering agripreneurship character among farmers and a thriving and progressing agri-enterprise. The HAPI VP matrix is presented together with the HPM framework.

The Help Plan Matrix (HPM)

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The Facilitation Points

The Entry, Partnership & Convergence Points Area Strategy/Tactic

Expected Results and Outcomes Results & Outcomes Objectively Verifiable Indicators (OVI)

1. Addressing the Intrinsic Factors 1.1 Enhance personal characteristics 1.1a. Enhance Participatory basic life & Education & entrepreneurship training skills*, S&T, & Farming business trainings experience S&T know how Entrepreneurial *risk-taking; decision-making; capability self-efficacy; time, resource & investment management Establishment & promotion of PARS/TREES Enlisting/ accrediting paraprofessional change agents (PPCA)

Design & implementation of high impact nontraditional, farmercentered, skill-based, conscientization directed, visualization-oriented modules. Measured specific TNA dictated design Enterprise-bound reentry-based planning Prescribed modeling technique-based

Trained farmers with enhanced basic life & entrepreneurial skills & KASPA in & towards farming & agripreneurship.

Difference between target & actual number trained. Trainees measured increment/ improvement in KASPA before & after training or between target & actual.

Established PARS/TREES

Difference between target & actual number established. Number accredited/ enlisted Services & number served Service results Total and mean number of family/household oriented/reoriented. Members measured increment/improv ement in KSPA before & after orientation/reorientation or between target & actual. A-6

EETEAP/PPCA accreditation/ enlistment

EETEAP & PPCA accredited/enliste d farmers

1.1b. Encourage active & positive family/ household involvement

Family/household orientation/ re-orientation on basic life & entrepreneurship skills, S&T, & livelihood.

Non-formal & informal orientation/reorienta tion of available family/household members.

Oriented/reoriented family/household members on basic life skills & entrepreneurship, S&T, & livelihood

The Facilitation Points

The Entry, Partnership & Convergence Points Area Strategy/Tactic

Expected Results and Outcomes Results & Outcomes Objectively Verifiable Indicators (OVI) Presence or absence, completeness & applicability of plans. Number of executed schemes Enterprise profitability by scheme. Improvement on the nature, cost & benefits on the negotiated terms.

1.2 Promote economic characteristics 1.2a. Positioning Optimax farm within farm size, utilization tenurial status & farm type to maximum advantage.

Deliberate & rational advantage-mode agri-enterprise planning across farm & farming scenarios.

Agri-enterprise plan Agri-enterprise schemes

Stabilizing tenurial status

Negotiation for fair (legal, practical & mutually beneficial) arrangement. Inclusion of specific subjects on this matter in the HP. Terms provided in the conduct of HP trainings. Promotion of community-based livelihood and/or employment opportunities.

Negotiated tenurial agreement/ arrangement Secondary work as source of income Additional income generated from secondary sources. New or additional incomegenerating investment

Number of negotiated terms Improvement of farming activities Number by type of additional incomegenerating work. Amount of additional income generated. Proportion & amount of additional income set aside for incomegenerating investment. Number & type of investment & amount invested.

1.2b. Promote income generation & investment

Trainings

Post-training follow-through

Enlistment of financial & investment advisers/coaches.

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The Facilitation Points

The Entry, Partnership & Convergence Points Area Strategy/Tactic

Expected Results and Outcomes Results & Outcomes Objectively Verifiable Indicators (OVI) Aspiration level along the aspiration measure across domains before & after training and in a series measure after training upon becoming & while an agripreneur. Indicative value & perception change and manifestation before & after training and over time after training situated along period of engagement in agri-enterprise. Level of performance of agri-enterprise Number of new & functional organizations. Number of activated/ reactivated and functional organizations. Level of functionality, effectiveness & success of the organizations. Number, nature of affiliation &degree of engagement of members. A-8

1.3 Enhance/promote the social characteristics 1.3a.Enhance/ Trainings Integration of these Align concerns in the conduct of HP Aspirations trainings. Value system Farming perceptions Information access

Enhanced and/or aligned aspirations, value system, farming perceptions, and information access of farmers.

1.3b. Promote organizational affiliation & leadership

Community organizing & mobilization

Rational formation and or activation/reactivatio n of community organizations.

Relevant and functional community organizations.

The Facilitation Points

The Entry, Partnership & Convergence Points Area Strategy/Tactic

Expected Results and Outcomes Results & Outcomes Objectively Verifiable Indicators (OVI) Number, applicability, reliability, cost, and profitability.

2. Confronting the Extrinsic Factors 2.1 Adjusting along & within cultural elements Internal/local adjustment to prevailing marketing policies. Establishment or reestablishment & strengthening of advantage marketing approaches & strategies, e.g., individual & group marketing, volume marketing, network marketing, direct marketing, value adding, etc. Incorporating a marketing plan/feasibility on business plan. Advocacy for the formulation or reformulation of marketing policies. Marketing assistance in the form of linkaging, incentives, subsidies, marketing information system, etc. Lobbying, position papers, agencysponsored marketing schemes. Advantage marketing schemes & options

Marketing plan of enterprise

Applicability

Marketing assistance schemes

New or amended policies

Number, workability, cost, & profitability, effectiveness, reliability. Number& responsiveness

2.2 Positioning along & within institutional situations & conditions Improving Designing & More effective Extension extension delivery redesigning extension delivery delivery system approaches, (EDS) methods, strategies & tactics according to specific needs of partners. Use of paraprofessionals.

Objective-based effectiveness of extension delivery across and between partners and enterprises according to approaches, methods, strategies & tactics. A-9

The Facilitation Points

The Entry, Partnership & Convergence Points Area Strategy/Tactic

Expected Results and Outcomes Results & Outcomes More accessible& responsive formal credit facilities. Objectively Verifiable Indicators (OVI) Available amount, difficulty & time element of availment, cost, number of granted applications over number of applicants. Number of new & improved marketing facilities Number, type, quantity & quality of value-adding products Market response Developed & improved farm to market road networks. Linkages and networks Number, length, status, accessibility, Number by type, relevance & responsiveness, effectiveness, efficiency, reliability, cost.

Credit

Improving formal credit access

Formulation & reformulation of methods, approaches & strategies in providing more accessible & more responsive credit.

Market

Improving market access

Specified under cultural adjustments & accommodation. Installation of product quality systems: handling, processing, valueadding, packaging

Marketing facilities & support system.

Transportation

Improving farm to market roads.

Linkages/networ ks

Providing bridges for expanding relevant linkages/networks

Continuing development & improvement of farm to market roads Network meetings & other function facilitation to bring together potential partners. Developing & sharing of directories of potential linkages Construction of more community-based storage & processing facilities.

Storage & processing facilities

Providing accessible storage & processing facilities.

More & improved storage & processing facilities.

Number, type, capacity, accessibility, operational effectiveness & efficiency, profitability. Improved & sustained product quantity and quality. A-10

The Help Agripreneurship Intermediation (HAPI) Vehicle and Pathway Matrix

Help Pathway Help Starter Service Provider Identification & Selection of Farmer-Partners (ISFP) Assessment instrument Partner-Farmer Self-motivation & interest Help Engine Service Provider Assessment activity PartnerFarmer Assessment information Service Provider Assessment fund & team Help Fuel PartnerFarmer Participation time & effort Service Provider Official mandate, assessment plan, official agreement Training plan & module Help Driver Partner-Farmer Shared experiences; family/househol d involvement Help Destination Service Provider Selected FPs Partner-Farmer Selected as FP

Basic Life Skills Re-orientation & Strengthening (BLiS ReSt) Basic Needs Stabilization (BaNS)

Training Needs Assessment (TNA)

Need recognition

Training

Selfmotivation & interest

Training fund & impact training team

Family/ Personal Resource-Need Assessment (F/PRNA) Focused Enterprise Assessment (FEA)

Need recognition

Advisory/ Counseling

Assessment information

Impact counselor/ adviser

Participation time, effort, expenses & foregone income Trade-offs, foregone pleasures

Personal & family/househol d plan

Trainings Conducted

Strong & persevering agripreneurship character

Counseling/ advising plan

Agri-enterprise Re-orientation & Focusing (ARF)

Need recognition

Re-orientation & focusing workshop/ assistance

Selfmotivation & interest; enterprise status Selfmotivation & interest

Fund, impact counselor, focusing workshop/ Activities Training fund & impact training team

Trade-offs, foregone engagements

Re-orientation & focusing plan

Personal & family/ household resources & needs Agri-enterprise plan

Number of partners whose basic needs are stabilized Number of agrienterprise refocused

Stable basic needs; sets aside part of income for investment

Focused agri-enterprise venture

Agripreneurial Skills Development & Strengthening (ASDS)

Training Needs Assessment (TNA)

Need recognition

Training

Participation time, effort, expenses & foregone income

Training plan & module

Personal & family/househol d plan

Number of agripreneurs (new & old) trained

Re-oriented & strengthened agripreneurial skills ontop & complementary to strong basic like skills

Agri-enterprise Start-Up & Incubation (ASI)

Technology

Own or selfobtained/develo ped technology

Impact technical advising / consulting/ coaching; PTD

Selfmotivation; openness to risk; coleadership in PTD role

Technology Acquisition Fund (TAF); Business Priming Fund (BPF)

Counterpart capital (all resources)

ASI Plan

Number of startup & incubation enterprise assisted

Installed & incubated agri-enterprise ready for teake-off

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Help Pathway

Help Starter Service Provider Partner-Farmer Cumulating Learning experiences

Help Engine Service Provider Impact technical advising/ consulting/ coaching; networking Impact technical advising/ consulting/ coaching; networking Impact technical advising/ consulting/ coaching; networking PartnerFarmer Continuing self-drive & motivation Service Provider Added technology options

Help Fuel PartnerFarmer Additional reinvestment/ca pital infusions Service Provider

Help Driver Partner-Farmer

Help Destination Service Provider Number of thriving enterprise assisted Partner-Farmer Thriving enterprise; little above break-even operations; little part of income available & set aside for growth. Growing enterprise; some part of income available & set-aside for enterprise expansion

Agri-enterprise Take-Off (ATO)

Added technology

ATO Plan

Agri-enterprise Stabilization (AgES)

Added technology

Cumulating Learning experiences

Continuing self-drive & motivation

Added technology options; financial aid

Sustained reinvestment/ca pital infusions

AgES Plan

Number of growing enterprise assisted

Agri-enterprise Expansion (AgrEE)

Added technology

Cumulating Learning experiences

Continuing self-drive & motivation

Added technology options; financial aid

Sustained reinvestment/ca pital infusions

AgrEE Plan

Number of progressing & expanding enterprise assisted

Progressing & expanding enterprise; big part of income available & set-aside for re-investment for in& out-expansion

Prepared By: Marivic M Alimbuyuguen Carmelo James Esteban

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