For me, the best story teller is my mother, and her best story is all about the thread chain. She says that parents are pulling a thread connected to their kids; in some cases the thread is easy to pull, at times it goes wayward, and worst it gets cut along the way. The cut might be due to drugs, untimely serious relationship, pregnancy, destructive hobbies and many others. The story had a big impact in my life during my trying moments, I would often pray and promise myself that my thread will always be connected, and I would reach the finish line, - the graduation day, and so I did.
Now, that I work in the Field Office of the Department of Agriculture, I view the Regional Executive Director as the one pulling the thread, connected to his Assistant Directors, and from the assistants the thread is connected to the Division Chiefs and their respective staff. The thread chain becomes a symbol of interrelationship, power line, and systems. The people within the chain work to achieve one common goal. When there is resistance, emanated from an individual or a group whose goals are not in congruence with that of the agency or its head, the journey becomes tough, this divides or cut the thread and eventually affect the performance of the organization. Pulling the thread is a heavy task, but application of appropriate strategies which adapts to the environment and sensitive to the needs of the people within the chain makes it lighter and flowing.
The thread chain makes a system just like organization. A system composes of subsystems. When a subsystem malfunctioned the whole system is affected. This reflects the idea of Sharma (1990) as cited by Zaballa (2011) that “Systems” is an assemblage of interdependent elements or objects forming unified, organized whole. Thus, the sub-systems are interdependent and interrelated in terms of functions and activities mesh together as part of the process cycle to attain a pre-determined goal.
Reyes, J.C. 1995. Support Systems for R & D. University of the Philippines Open University.
Zaballa, M.C. 2011. Evaluation of PGMA in Masbate and Camarines Norte. Central Bicol State University of Agriculture.
Morgan, G. (1998). Images of Organization. Thousand Oaks, CA: Sage Publications. Walker Management Library: HD 31.M628
Monday, November 28, 2011
Saturday, October 8, 2011
HOW SUPPORT SYSTEMS COMPLEMENT WITH RDO - THE “BIARC” CASE
The Department of Agriculture, Regional Field Unit Number 5, has four major divisions, the Planning, Research (BIARC), Operations and Administrative division. The Administrative Division serve as the pin in the wheel of the research division as its main support system. It is composed of Personnel, Finance and General Administrative Office.
The Personnel Office has four sections which oversee the recruitment and trainings, appraisal and evaluation, compensation and loans and the Payroll Section wherein Reyes in her book Support Systems for R & D, included the payroll unit as part of the accounting system.
Under the Finance office are the accounting and budget sections. The accounting section take charge of accounting procedures namely: a) Certification and approval of ALOBS, vouchers, Jos, Pos, RIVs, PRFs, etc as to the availability of funds as per Special Order no. 67 dated 07/24/2002, b) Preparation of statement of unliquidated Fund transfers to various recipient LGUs of the six provinces of Bicol and, c) Preparation of demand letters to various officers and employees with unliquidated cash advances.
The General Services Office oversee the physical upkeep of the buildings and facilities and take charge of procurement and bidding details such as review submitted documents of bidders to verify their qualifications and competence to bid and undertake government project, review minutes and other documents prior to release of notice of award and other processes, prepare corresponding contracts with the winning bidders, and prepare demands and notices to bidders with outstanding obligations to deliver items and other communications relating to their performance. Motorpool is also a part of the general services office which is responsible in releasing approved request for gasoline, while the dispatching of drivers and vehicles are given to division heads and their authorized staff all the documents are still required to pass the General Services Offices for recommendation and record purposes.
Meanwhile, the R & D Support Section covers the Bicol Experiment Station (BES is located within the compound of the regional office in Cam. Sur), Research Outreach Stations (located in Albay, Cam. Norte, Catanduanes, Masbate & Sorsogon), Regional Integrated Laboratory, Information Technology and knowledge laboratories, and Technology Commercialization and Income Generating Projects.
The BIARC manager is also acting as BEST Superintendent and has the following diverse managerial functions from manpower management, physical resource, program implementation and extension services. The staff house are also under the BES superintendent. Each personnel perform multi tasking from the manger to the Junior assistants. The technical staffs also perform support functions at one time and as need arise, assist in the actual conduct of research.
Junior research assistants are tasked to assist in the conduct of R D & E projects, conduct statistical analysis, prepare and analyze data, assist in the preparation of terminal reports and conduct research proposal preparation.
The sub-systems of FASS and TSS are interrelated with each other. As part of the organization structure, the subsystems are the parts which when put together become whole. This reflects the idea of Sharma (1990) as cited by Zaballa (2011) that “Systems” is an assemblage of interdependent elements or objects forming unified, organized whole. Thus, the sub-systems are interdependent and interrelated in terms of functions and activities mesh together as part of the process cycle to attain a pre-determined goal.
The FASS as a support system of RDO focus on the administrative support services of research, where personnel varies from Attorney, Accountant, auditor, budget officers, HRD experts etcetera who provide various types of administrative services. The TSS personnel on the other hand vary from scientist, managers, technical staff, information officer, statistician, food technologist etcetera who provides relevant data and information imperative to the conduct of research. One junior assistant in BIARC work as technical support staff but in the absence of researcher, she is required to assist in the conduct of research.
Although FASS and TSS have different specific functions, both are providing support functions to R & D. Each sub-system has an important role to complete the process and produce effective and efficient R & D Output. If one sub-system malfunctioned there will be a deterrent effect in the overall output of the project or would cause a delay in the research activities. Dr. Madrid, the Regional Technical Director for Research, says a research output is nothing when it is past due and no longer required and needed.
References
Reyes, J.C. 1995. Support Systems for R & D. University of the Philippines Open University.
Zaballa, M.C. 2011. Evaluation of PGMA in Masbate and Camarines Norte. Central Bicol State University of Agriculture.
The Personnel Office has four sections which oversee the recruitment and trainings, appraisal and evaluation, compensation and loans and the Payroll Section wherein Reyes in her book Support Systems for R & D, included the payroll unit as part of the accounting system.
Under the Finance office are the accounting and budget sections. The accounting section take charge of accounting procedures namely: a) Certification and approval of ALOBS, vouchers, Jos, Pos, RIVs, PRFs, etc as to the availability of funds as per Special Order no. 67 dated 07/24/2002, b) Preparation of statement of unliquidated Fund transfers to various recipient LGUs of the six provinces of Bicol and, c) Preparation of demand letters to various officers and employees with unliquidated cash advances.
The General Services Office oversee the physical upkeep of the buildings and facilities and take charge of procurement and bidding details such as review submitted documents of bidders to verify their qualifications and competence to bid and undertake government project, review minutes and other documents prior to release of notice of award and other processes, prepare corresponding contracts with the winning bidders, and prepare demands and notices to bidders with outstanding obligations to deliver items and other communications relating to their performance. Motorpool is also a part of the general services office which is responsible in releasing approved request for gasoline, while the dispatching of drivers and vehicles are given to division heads and their authorized staff all the documents are still required to pass the General Services Offices for recommendation and record purposes.
Meanwhile, the R & D Support Section covers the Bicol Experiment Station (BES is located within the compound of the regional office in Cam. Sur), Research Outreach Stations (located in Albay, Cam. Norte, Catanduanes, Masbate & Sorsogon), Regional Integrated Laboratory, Information Technology and knowledge laboratories, and Technology Commercialization and Income Generating Projects.
The BIARC manager is also acting as BEST Superintendent and has the following diverse managerial functions from manpower management, physical resource, program implementation and extension services. The staff house are also under the BES superintendent. Each personnel perform multi tasking from the manger to the Junior assistants. The technical staffs also perform support functions at one time and as need arise, assist in the actual conduct of research.
Junior research assistants are tasked to assist in the conduct of R D & E projects, conduct statistical analysis, prepare and analyze data, assist in the preparation of terminal reports and conduct research proposal preparation.
The sub-systems of FASS and TSS are interrelated with each other. As part of the organization structure, the subsystems are the parts which when put together become whole. This reflects the idea of Sharma (1990) as cited by Zaballa (2011) that “Systems” is an assemblage of interdependent elements or objects forming unified, organized whole. Thus, the sub-systems are interdependent and interrelated in terms of functions and activities mesh together as part of the process cycle to attain a pre-determined goal.
The FASS as a support system of RDO focus on the administrative support services of research, where personnel varies from Attorney, Accountant, auditor, budget officers, HRD experts etcetera who provide various types of administrative services. The TSS personnel on the other hand vary from scientist, managers, technical staff, information officer, statistician, food technologist etcetera who provides relevant data and information imperative to the conduct of research. One junior assistant in BIARC work as technical support staff but in the absence of researcher, she is required to assist in the conduct of research.
Although FASS and TSS have different specific functions, both are providing support functions to R & D. Each sub-system has an important role to complete the process and produce effective and efficient R & D Output. If one sub-system malfunctioned there will be a deterrent effect in the overall output of the project or would cause a delay in the research activities. Dr. Madrid, the Regional Technical Director for Research, says a research output is nothing when it is past due and no longer required and needed.
References
Reyes, J.C. 1995. Support Systems for R & D. University of the Philippines Open University.
Zaballa, M.C. 2011. Evaluation of PGMA in Masbate and Camarines Norte. Central Bicol State University of Agriculture.
Wednesday, August 3, 2011
Comment on "Some Truths About Leadership"
Warren Bennis’ article entitled Some Truths About Leadership is like a Mirror of Truth. During the process of reading it, bits and pieces of events happened and existed in the Department of Agriculture, Regional Field Unit Number 5, flashed in my mind. His discovery which he calls Bennis’s First Law of Academic Pseudodynamics which states that routine work drives out nonroutine work and smothers all creative planning, all fundamental change in the university or any institution, is evidently occurring in every corner and office of the DA RFU 5 from the Unit Chiefs, Section Chiefs, Division Chiefs, Assistant Directors up to the Regional Executive Director.
My boss who serves as the Regional High Value Crops Development Program (HVCDP) Coordinator and sometimes act as Officer-In-Charge of the Operations Division in the absence of the Division Chief, would often complain that she cannot think clearly on how to fine tune implementation of HVCDP programs, draft strategies, conceptualize new ideas, coordinate and consult with key stakeholders due to the paper works which ties her to her desk and inquiring clients which consumes most of her time. She has to recommend, approve or make recommendation for every letter request, vouchers for job orders and input supplies, memorandum of agreements for various projects and many others. On top of that, she has to attend one meeting to another, consultations, dialogue, workshop, bidding, training and orientation with LGU and other partners. These entire routinary tasks consume her, until she is dead tired and weak to inject new ideas.
Leaders must be conceptualist, Bennis says, which I totally agree. I imagine myriad great ideas that probably floating in our Regional Executive Director’s mind but in the end he cannot have much flexibility because of political and upper management pressure. He might have fresh ideas on implementing strategies but what about existing strategies which he is bound to follow, which took years before it was approved, would he dare create new one and rock the boat, or choose the easy way, the routinary way.
Thus it takes courage to be a leader and an open mind to be a manager. Organization tends to be overmanaged because there are people who are open minded enough to accept existing systems and move with the flow, but then organizations are often underled because only few has the courage to stand up, do the right thing whatever it takes and inject changes to fine-tune the system.
I appreciate the four competencies Bennies observed as common to some extent among his subjects: management of attention, management of meaning, management of trust, and management of self.
There is one senior personnel in our division whom most of the drivers and colleagues dislike to be with, for the sake of discussion I will call him Mr Z. Mr. Z has the reputation to be always late in his appointments, personal itineraries mixed during official travel time, unreliable information and poor public speaking quality. Then again Mr. Z is very kind and soft spoken that his flaws is often covered with his too good to be true attitude. He is the type who will not argue and just get along, he is cool headed and always manage to smile even in the midst of heated discussion or offensive comment, I am not sure if he is just too kind or he has nothing to say, in the end he makes you feel guilty for being upfront. By reading the module, I realize why many dislike him- he wastes other people’s time.
Speaking of the ability to translate ideas into tangible things using metaphor, this reminds me of our previous Technical Director for Operations & Extension. She is one of the few people I admire for being both a leader and a manager. I often describe her as CC: cool and clever. She would always explain complicated targets in simple and attainable ways, she would patiently discuss options, and coolly mediates to heated arguments and end up having her way. Always focus and output oriented she exemplify management of meaning and trust.
Management of self is what I am trying to master. I try to analyze my performance in objective manner, acknowledge failure and convert it into challenge and consider mistake as opportunity to troubleshoot. I believe that no project from planning to implementation is ever perfect, something wrong will always arise along the way, and a manager must know how to troubleshoot to make things work than blame people and myself for the things gone wrong.
Someway or another in the organization, positive things such as empowerment, belongingness and work motivations are being felt but sadly you cannot have it in just one corner, you can only enjoy it piece by piece for the people in top management are moulded as agriculturist, researchers, veterinarians, scientist, etcetera but not as managers more not as leaders.
My boss who serves as the Regional High Value Crops Development Program (HVCDP) Coordinator and sometimes act as Officer-In-Charge of the Operations Division in the absence of the Division Chief, would often complain that she cannot think clearly on how to fine tune implementation of HVCDP programs, draft strategies, conceptualize new ideas, coordinate and consult with key stakeholders due to the paper works which ties her to her desk and inquiring clients which consumes most of her time. She has to recommend, approve or make recommendation for every letter request, vouchers for job orders and input supplies, memorandum of agreements for various projects and many others. On top of that, she has to attend one meeting to another, consultations, dialogue, workshop, bidding, training and orientation with LGU and other partners. These entire routinary tasks consume her, until she is dead tired and weak to inject new ideas.
Leaders must be conceptualist, Bennis says, which I totally agree. I imagine myriad great ideas that probably floating in our Regional Executive Director’s mind but in the end he cannot have much flexibility because of political and upper management pressure. He might have fresh ideas on implementing strategies but what about existing strategies which he is bound to follow, which took years before it was approved, would he dare create new one and rock the boat, or choose the easy way, the routinary way.
Thus it takes courage to be a leader and an open mind to be a manager. Organization tends to be overmanaged because there are people who are open minded enough to accept existing systems and move with the flow, but then organizations are often underled because only few has the courage to stand up, do the right thing whatever it takes and inject changes to fine-tune the system.
I appreciate the four competencies Bennies observed as common to some extent among his subjects: management of attention, management of meaning, management of trust, and management of self.
There is one senior personnel in our division whom most of the drivers and colleagues dislike to be with, for the sake of discussion I will call him Mr Z. Mr. Z has the reputation to be always late in his appointments, personal itineraries mixed during official travel time, unreliable information and poor public speaking quality. Then again Mr. Z is very kind and soft spoken that his flaws is often covered with his too good to be true attitude. He is the type who will not argue and just get along, he is cool headed and always manage to smile even in the midst of heated discussion or offensive comment, I am not sure if he is just too kind or he has nothing to say, in the end he makes you feel guilty for being upfront. By reading the module, I realize why many dislike him- he wastes other people’s time.
Speaking of the ability to translate ideas into tangible things using metaphor, this reminds me of our previous Technical Director for Operations & Extension. She is one of the few people I admire for being both a leader and a manager. I often describe her as CC: cool and clever. She would always explain complicated targets in simple and attainable ways, she would patiently discuss options, and coolly mediates to heated arguments and end up having her way. Always focus and output oriented she exemplify management of meaning and trust.
Management of self is what I am trying to master. I try to analyze my performance in objective manner, acknowledge failure and convert it into challenge and consider mistake as opportunity to troubleshoot. I believe that no project from planning to implementation is ever perfect, something wrong will always arise along the way, and a manager must know how to troubleshoot to make things work than blame people and myself for the things gone wrong.
Someway or another in the organization, positive things such as empowerment, belongingness and work motivations are being felt but sadly you cannot have it in just one corner, you can only enjoy it piece by piece for the people in top management are moulded as agriculturist, researchers, veterinarians, scientist, etcetera but not as managers more not as leaders.
Tuesday, April 5, 2011
Bicol's Weed Recipes
Bicol’s Weed Recipes
Winner National Best Paper Award
Pest Management Council, 2004
L.R Marcelino, A.I. Inocencio, C.C. Zaballa, and EC Paller
ABSTRACT
Tests were conducted at the Food Utilization Laboratory of the Bicol Integrated Agricultural Research Center, San Agustin, Pili, Camarines Sur to develop recipes of weed species commonly found in the area. Five weed recipes namely: Kulites or slender amaranth (Amaranthus viridis L.) express, gooseweed (Spenoclea zeylanica Gaertn.) noodles, pickled dayflower (Commelina benghalinsis L.), tossed Olasiman or Common Purslane (Portulaca Olarecea L.), and common Purslane croquette were developed and assessed by 50 employees of the Department of Agriculture RFU 5, for aroma, taste, odor anjavascript:void(0)d acceptability. Ninety-two percent of the evaluators like very much the taste of Kulites express. Kulites express has been commercialized and is now a part of the combo meal for the Department of Agriculture employees in the center.
INTRODUCTION
Weeds are plants that are ubiquitous components of agroecosystems and are considered out of place because of man’s desire to grow crops in this kinds of environment. However, Zimdahl (1999) pointed out that when we consider the natural community of plants, the introduced crops in fact turned out to be the ones that are out of place. Moreover, plants the are considered weeds in agroecosystems can be useful to man in other situations. They can serve as food or feed for animals; medicine; biological filters in aquatic environments; as sources of fertilizer, botanical pesticides and germplasm for domesticated plants; materials for roofing and cottage industry, for pest management and soil erosion control (Paller, 2004; Paller, 1999) Some of weed species commonly found in farms and around households are rich in vitamins and minerals as reported by the Food and Nutrition Institute (FNRI, 1980) and may be explored as cheap and readily available sources of these plant substances to enrich the Filipino diet.
The general objective of this study is to continuously explore and develop food products from weeds as cheap sources of minerals and vitamins and income generation in the Bicol Region. The specific objectives are (a) to create awareness on the importance of weeds as nutritious food and (b) to develop various weed products though food processing techniques.
MATERIALS AND METHODS
Various tests were conducted at the Food Utilization Laboratory of the Bicol Integrated Agricultural Research (BIARC), San Agustin, Pili, Camarines Sur, to develop recipes of weed species commonly found in the area from March to July 2003. The promising recipes were assessed by 50 employees of the Department of Agriculture as to aroma, taste, odor, and general acceptability. Evaluation of the acceptability of the various food preparations was done at three different times namely: March, May, and July 2003.
RESULTS AND DISCUSSION
Five promising wee food preparations finally came out of the various initial preparations. These were Kulites (Amaranthus viridis), express, gooseweed (Sphenoclea zeylanica) noodles, pickled dayflower (Commelina benghalinsis) and purslane (Portulaca oleracea) croquette. The description of these weed species in the various food preparations are found in Moody et al. (1984), and ingredients and detailed procedure in preparing the weed dishes are shown in Tables 1 and 5.
Kulites express was generally to the 50 employees of the Department of Agriculture at Pili, Camarines Sur who evaluated the dish (Table 6). Ninety-two percent of the evaluators liked very much the taste of this recipe. 82.0% its aroma and 50.0% its appearance. Eighty-two percent liked its texture.
Slender amaranth is more nutritious than malunggay (Moringa Oleifera) leaves, pechay and cabbage. Based on the nutritive content of Kulites and some common vegetables reported by the Food and Nutrition Research Institute (1980), Paller and Villamayor (2003) estimated that slender amaranth had 1.5 times calcium and 2 times as much iron as malunggay leaves, a little more vitamin C and almost 2 times calcium and 3 times iron as pechay. It had 2 times as much vitamin A, 5 times as much calcium and 16 times as much iron as cabbage. Kulites leaves have been used in the preparation of a weed dish together with leaves of three lobe morning glory (Ipome triloba L.) common purslane (Portulaca olarecea) and white beans, pork or beef (Paller and Villamayor, 2003) The Kulites express has been introduced as part of the combo meal together with rice, fish or meat; an income generating project of the Food and Utilization Laboratory of BIARC. The laboratory prepares 25 bottles of Kulites express every week.
LITERATURE CITED
FOOD AND NUTRITION INSTITUTE. 1980. Food Component tables recommended for use in the Philippines. Handbook. 15th revision.
MOODY, K.C. MUNROE, R.T. LUBIGAN and E.C. PALLER. 1984 Major weeds of the Philippines Weed Science Soc. Phil. College, Laguna. 328p.
PALLER, E.C. and F.Q. VILLAMAYOR. 2003 Weed salads and main dishes Paper presented at the 34th Annual Scientific Conference of the Pest Management Council of the Philippines, May 6-9, 2003, Cebu Business Hotel, Cebu City.
PALLER, E.C. 2004. Weed Utilization. Proc. 35th Anniversary and Scientific Conference, Pest and Management Council of the Philippines, 328p.
PALLER E.C. 1999. Weed utilization: An emerging frontier in weed science. UP Endowment Professional Chair Lecture. UP Los Banos. 16p.
ZIMDAHL, RL. 1999. Fundamentals of weed science. Second edition. Academic Press, New York, 556p.
Winner National Best Paper Award
Pest Management Council, 2004
L.R Marcelino, A.I. Inocencio, C.C. Zaballa, and EC Paller
ABSTRACT
Tests were conducted at the Food Utilization Laboratory of the Bicol Integrated Agricultural Research Center, San Agustin, Pili, Camarines Sur to develop recipes of weed species commonly found in the area. Five weed recipes namely: Kulites or slender amaranth (Amaranthus viridis L.) express, gooseweed (Spenoclea zeylanica Gaertn.) noodles, pickled dayflower (Commelina benghalinsis L.), tossed Olasiman or Common Purslane (Portulaca Olarecea L.), and common Purslane croquette were developed and assessed by 50 employees of the Department of Agriculture RFU 5, for aroma, taste, odor anjavascript:void(0)d acceptability. Ninety-two percent of the evaluators like very much the taste of Kulites express. Kulites express has been commercialized and is now a part of the combo meal for the Department of Agriculture employees in the center.
INTRODUCTION
Weeds are plants that are ubiquitous components of agroecosystems and are considered out of place because of man’s desire to grow crops in this kinds of environment. However, Zimdahl (1999) pointed out that when we consider the natural community of plants, the introduced crops in fact turned out to be the ones that are out of place. Moreover, plants the are considered weeds in agroecosystems can be useful to man in other situations. They can serve as food or feed for animals; medicine; biological filters in aquatic environments; as sources of fertilizer, botanical pesticides and germplasm for domesticated plants; materials for roofing and cottage industry, for pest management and soil erosion control (Paller, 2004; Paller, 1999) Some of weed species commonly found in farms and around households are rich in vitamins and minerals as reported by the Food and Nutrition Institute (FNRI, 1980) and may be explored as cheap and readily available sources of these plant substances to enrich the Filipino diet.
The general objective of this study is to continuously explore and develop food products from weeds as cheap sources of minerals and vitamins and income generation in the Bicol Region. The specific objectives are (a) to create awareness on the importance of weeds as nutritious food and (b) to develop various weed products though food processing techniques.
MATERIALS AND METHODS
Various tests were conducted at the Food Utilization Laboratory of the Bicol Integrated Agricultural Research (BIARC), San Agustin, Pili, Camarines Sur, to develop recipes of weed species commonly found in the area from March to July 2003. The promising recipes were assessed by 50 employees of the Department of Agriculture as to aroma, taste, odor, and general acceptability. Evaluation of the acceptability of the various food preparations was done at three different times namely: March, May, and July 2003.
RESULTS AND DISCUSSION
Five promising wee food preparations finally came out of the various initial preparations. These were Kulites (Amaranthus viridis), express, gooseweed (Sphenoclea zeylanica) noodles, pickled dayflower (Commelina benghalinsis) and purslane (Portulaca oleracea) croquette. The description of these weed species in the various food preparations are found in Moody et al. (1984), and ingredients and detailed procedure in preparing the weed dishes are shown in Tables 1 and 5.
Kulites express was generally to the 50 employees of the Department of Agriculture at Pili, Camarines Sur who evaluated the dish (Table 6). Ninety-two percent of the evaluators liked very much the taste of this recipe. 82.0% its aroma and 50.0% its appearance. Eighty-two percent liked its texture.
Slender amaranth is more nutritious than malunggay (Moringa Oleifera) leaves, pechay and cabbage. Based on the nutritive content of Kulites and some common vegetables reported by the Food and Nutrition Research Institute (1980), Paller and Villamayor (2003) estimated that slender amaranth had 1.5 times calcium and 2 times as much iron as malunggay leaves, a little more vitamin C and almost 2 times calcium and 3 times iron as pechay. It had 2 times as much vitamin A, 5 times as much calcium and 16 times as much iron as cabbage. Kulites leaves have been used in the preparation of a weed dish together with leaves of three lobe morning glory (Ipome triloba L.) common purslane (Portulaca olarecea) and white beans, pork or beef (Paller and Villamayor, 2003) The Kulites express has been introduced as part of the combo meal together with rice, fish or meat; an income generating project of the Food and Utilization Laboratory of BIARC. The laboratory prepares 25 bottles of Kulites express every week.
LITERATURE CITED
FOOD AND NUTRITION INSTITUTE. 1980. Food Component tables recommended for use in the Philippines. Handbook. 15th revision.
MOODY, K.C. MUNROE, R.T. LUBIGAN and E.C. PALLER. 1984 Major weeds of the Philippines Weed Science Soc. Phil. College, Laguna. 328p.
PALLER, E.C. and F.Q. VILLAMAYOR. 2003 Weed salads and main dishes Paper presented at the 34th Annual Scientific Conference of the Pest Management Council of the Philippines, May 6-9, 2003, Cebu Business Hotel, Cebu City.
PALLER, E.C. 2004. Weed Utilization. Proc. 35th Anniversary and Scientific Conference, Pest and Management Council of the Philippines, 328p.
PALLER E.C. 1999. Weed utilization: An emerging frontier in weed science. UP Endowment Professional Chair Lecture. UP Los Banos. 16p.
ZIMDAHL, RL. 1999. Fundamentals of weed science. Second edition. Academic Press, New York, 556p.
Wednesday, March 23, 2011
Evaluation of Programang Gulayan ng Masa In Masbate & Camarines Norte
ABSTRACT
ZABALLA, MARIA CHRISTINA Y CAMPITA, Central Bicol State University of Agriculture, March 2011. EVALUATION OF PROGRAMANG GULAYAN NG MASA IN MASBATE AND CAMARINES NORTE.
Major Adviser: Dr. Gloria B. Osea
This study aimed to evaluate the Programang Gulayan ng Masa in the provinces of Masbate and Camarines Norte from 2006-2009. The Descriptive and process-outcome evaluation approach were employed using basic statistical treatment namely; mean, frequency, average and weighted mean in analyzing and interpreting the data gathered through personal interview, questionnaire, focus group discussion and documentary review.
Results of the study revealed that Programang Gulayan ng Masa was effectively implemented and proved to be beneficial to household beneficiaries but found to be less effective in mitigating hunger and reducing malnutrition. Tie-up with LGU proved to be an effective strategy in food production program implementation. Constraints encountered include long procurement and bidding process, political interventions, pest and diseases due to varying weather condition and far location of beneficiaries.
It is recommended that a study on quantifiable indicators and impact of agricultural programs to reduction of hunger and malnutrition be further examined.
ZABALLA, MARIA CHRISTINA Y CAMPITA, Central Bicol State University of Agriculture, March 2011. EVALUATION OF PROGRAMANG GULAYAN NG MASA IN MASBATE AND CAMARINES NORTE.
Major Adviser: Dr. Gloria B. Osea
This study aimed to evaluate the Programang Gulayan ng Masa in the provinces of Masbate and Camarines Norte from 2006-2009. The Descriptive and process-outcome evaluation approach were employed using basic statistical treatment namely; mean, frequency, average and weighted mean in analyzing and interpreting the data gathered through personal interview, questionnaire, focus group discussion and documentary review.
Results of the study revealed that Programang Gulayan ng Masa was effectively implemented and proved to be beneficial to household beneficiaries but found to be less effective in mitigating hunger and reducing malnutrition. Tie-up with LGU proved to be an effective strategy in food production program implementation. Constraints encountered include long procurement and bidding process, political interventions, pest and diseases due to varying weather condition and far location of beneficiaries.
It is recommended that a study on quantifiable indicators and impact of agricultural programs to reduction of hunger and malnutrition be further examined.
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