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Province of Oriental Mindoro

PROVINCIAL COMMODITY INVESTMENT PLAN

I. Development Background/Context

Oriental Mindoro is

one of the five provinces of

MIMAROPA Region. It

consists of one city and 14

municipalities and has a

total land area of 436,472

hectares representing

14.67% of the region’s total

jurisdictional area.

Forestland in the province

measures about 202,587

hectares or 46% of its total

land area and the rest is

Alienable and Disposable

(A&D) land which

constitutes the remaining

54% or 233,885 hectares.

The total agricultural area

of Oriental Mindoro

consists of 146,172 hectares. The topography of the province is characterized by various land

forms of upland interior areas ranging from rolling to undulating plains, hills and mountains.

There are two climate types: Type I and Type III. Type I is characterized by two pronounced

seasons, dry and wet; and Type III has no pronounced season, relatively dry from November to

April and wet during the rest of the year. There are approximately 53 creeks and rivers of

varying length and width. The longest is the Aglubang – Mag-Asawang Tubig River flowing

towards the north, and the Bongabong River in the south. The freshwater ecosystems consist

of swamps, mangroves, rivers and lakes.

The NSO 2010 survey recorded a total provincial population of 785,602 increasing at an

average annual growth rate of 1.06%. Population density is averaged at 185 persons per square

kilometer.

Poverty incidence in Oriental Mindoro (Table 1 below) increased from 24% in 2003 to

34.2% in 2006. Most of these poor households reside in the rural areas and are headed by

Figure 1. Map 0f Oriental Mindoro,

PHILIPPINES


either small farmers or marginalized fishermen. Between 2006 to 2009, there were positive

events that significantly contributed to the decrease of poverty incidence in the province.

These included the poor families’ availment of the government’s conditional cash transfer, the

implementation of Salary Standardization Law and the absence of natural calamities for the

past several years.

Table 1.Annual Per Capita Poverty Threshold, Poverty Incidence and Magnitude of Poor Families, by Province: MIMAROPA Region, 2003, 2006 and 2009

Region/ Province

Annual Per Capita Poverty

Threshold

Poverty Incidence

Among Families Magnitude of Poor Families

(in Pesos) Estimates (%) Estimates

2003 2006 2009 2003 2006 2009 2003 2006 2009

PHILIPPINES 10,976 13,348 16,841 20 21.1 20.9 3,293,096 3,670,791 855,730

Region IV-B 10,398 12,610 15,769 29.8 34.3 27.6 148,924 186,838 162,609

Marinduque 10,682 12,838 15,911 32.8 31.4 28.6 15,109 15,840 15,853

Occidental Mindoro

10,725 12,806 16,169 32.6 40.6 25.4 27,602 37,172 23,551

Oriental Mindoro 11,009 13,285 16,480 24 34.2 26 34,483 53,900 45,876

Palawan 9,395 11,317 14,038 30.4 29.8 24 51,554 54,567 46,045

Romblon 11,278 13,583 16,877 35.8 40.6 43 20,177 25,358 31,285

Source: National Statistical Coordination Board

Figure 2 shows that the municipality of Bulalacao, followed by Baco recorded the

highest poverty incidence; while Calapan City has the lowest (NSCB, 2009).

Figure 2. Poverty incidence by municipality, Oriental Mindoro, 2009


As an agricultural province, 54% of Oriental Mindoro’s total land area is utilized for

agriculture. Its major commodities include grains, fruits particularly calamansi, banana,

rambutan and lanzones, vegetables and coconut. Fifty-four percent of its total households are

engaged solely in farming. Likewise, according to the 2010 BAS data, out of the 157,120 total

households in the province, 54% are farmers, eight percent are fishermen and four percent are

engaged in both means of livelihood (Figure 3 below). These basic sectors however, find

difficulty in accessing credit for their inputs due to high interest rates. Likewise, they could not

avail of appropriate facilities due to high cost. This constraint naturally lowers their

productivity since their goods lose competitiveness as they reach the market. This ultimately

results in low family income and profitability.

Source: BAS, 2010

Figure 3. Percentage of Household by Type of Economic Activity,

Oriental Mindoro, 2010

The latest livestock data provided by the Provincial Veterinary Office show that the

province is self-sufficient in pork, beef, carabeef and chevon. Although the province has a

consistently remarkable deficit in terms of fishery production over the past five years (2008-

2012) based on BAS data, the LGUs are aggressively engaged in coastal resource management

programs in partnership with the national government and non-government organizations.

Twenty-one marine protected areas (MPAs) have been established and are managed by 12

coastal municipalities and Calapan City.

The key development issues and concerns that would possibly limit or inhibit the

province’s economic progress and development include: low level of productivity resulting in

low income and poverty; land use conflicts such as conversion of prime agricultural lands for

residential and urban uses, encroachment and proliferation of informal settlers within


protection lands; depletion and degradation of natural resources and physical cultural heritage.

The province is also a vast natural hazard-prone area. Its bio-physical characteristics and

geographic location contribute much to its being highly susceptible to climate change and other

geo-related disturbances. Flooding and poor drainage, steep slopes, moderate to severe

erosion, shallow soils and presence of rock outcrops pose constraints to agricultural production.

The most extensive among these four are moderate to severe erosion and steep to very steep

slopes affecting about 50% and 51% of the province, respectively. Natural calamities such as

typhoons and earthquake remain to be the leading threats to the province’s development.

Despite the development issues and constraints identified above, the development of the

agricultural resource is still seen by the province as the major source of livelihood that will

alleviate poverty in Oriental Mindoro.

II. Development Vision and Framework of the Province

By the year 2020, the people of Oriental Mindoro envision the province as the principal

source of food for Luzon and the Visayas Regions; providing a reliable and stable supply of agri-

based aquaculture, marine products and livestock to CALABARZON, the National Capital Region

and the provinces of Aklan, Iloilo, Capiz, Guimaras, Negros Oriental and Antique. While the

current situation of Oriental Mindoro in terms of food sufficiency and security is relatively

established, the focus of development efforts of the province is how this food supply to the

local communities and its neighboring regions will be sustained even beyond 2020.

It is therefore the desire of their sector that the poor farmers and fishermen be provided access

to support services particularly credit while they learn to adopt sustainable agri-fishery

practices.

Oriental Mindoro is likewise foreseen in 2020 as a province more attractive than the

rest of the country. Hence, it is the first place to be considered by tourists when making travel

plans. By then, agricultural and tourism activities are made more vibrant by the rapidly

increasing skilled manpower, the quality services and facilities for life and leisure, and the

province’s well-managed environment and natural resources. It is a desired characteristic of

Oriental Mindoro to be a place better than the rest of the country for making a living. There

are at present three economic growth centers in the province – Calapan City, Pinamalayan and

Roxas. They are the localities where business thrives, trade and industry is growing and

infrastructure and utilities are more reliable and affordable than other areas in the province.

Investment promotion centers are to be established in Calapan, Pinamalayan, Roxas and Puerto

Galera (one of the tourism centers of MIMAROPA Region). Likewise, the economy of the

municipality of Victoria is seen to be fast growing so that by 2020 it is expected to be converted


from small town (secondary urban centre B) to medium town (primary urban centre A) status

based on the draft Provincial Development Physical Framework Plan (PDPFP) hierarchy of urban

centers.

III. Priority Commodity Chains Development

A. Commodity Profile

The Province of Oriental Mindoro is the primary source of calamansi in Luzon,

particularly in the MIMAROPA Region. Ninety-two percent of the region’s calamansi area

belongs to the province with almost 99 percent production output. A total of 7,325 hectares

were planted with calamansi in 2011 with 104,416.27 MT production, based on BAS data. The

average production volume per hectare is recorded at 17.46 MT, which surpassed the region’s

average of 13.74 MT.

For 2012 the total calamansi production of Oriental Mindoro reached 19,435.027 metric

tons (as reported by municipal offices). The biggest producer in the province is the municipality

of Victoria with a total yield of 14,763.57 metric tons and the municipality of Bansud as the

least producer with 14.28 M.T. Figure 4 below, shows the rank of municipalities according to

the number of farmers, production volume and area planted on calamansi. It indicates that in

terms of the parameters considered, the municipalities of Victoria, Calapan City, Pola, Socorro

and Naujan are the priority areas to focus investment on for the development of calamansi to

generate impact.

Figure 4. Prioritization of Calamansi using eVSA Ranking of Municipalities, Oriental Mindoro

The PRDP is using the tools Expanded Vulnerability and Suitability Assessment (eVSA)

and GeoCommons in prioritizing municipalities for project allocation and funding, wherein the


result is supported by geospatial data for scientific decision making. The parameters used are

the VSA from the BSWM, Poverty Incidence (NSCB, 2009), Calamansi Production Volume (PLGU-

VCA), Calamansi Area Planted (PLGU-VCA) and Number of Calamansi Farmers.

Based on the composite result (combined all the parameters), the LGU of Victoria have

ranked one (1) together with LGUs Calapan City, Pola, Socorro and Naujan under the top 5 rank.

And have the same result when it comes to three (3) parameters combined, Calamansi

Production Volume (PLGU-VCA), Calamansi Area Planted (PLGU-VCA) and Number of Calamansi

Farmers.

Calamansi produced in the province are distributed outside the province in various drop

points – Divisoria, Marikina, Batangas, Pasig and Calamba. The retained volume are locally

consumed and processed into calamansi ready-to-mix by six (6) village level processors.

Records show that there are 3,187,655 calamansi trees in the province, (PAgO, 2012).

On the average, there are 625 calamansi trees planted per hectare of land. The average

production cost which include planting materials, fertilizers, insecticides, land preparations, and

clearing is estimated to reach PhP 22,500 per hectare on the first year. Succeeding years’

production cost is placed at PhP 15,000/year. Calamansi tree starts bearing fruits on its third

year and said to be most productive from that year until it reaches 14th year of age, after which,

it starts to decline in production. There are three (3) harvest seasons for calamansi in a year;

one peak season (August-October) and two lean seasons (November-January and May-July).

Average production during the peak season is estimated at 60 kilos per tree and during lean

seasons 7.0 kilos per tree. In year 2012, the recorded total production volume during peak

season reached 13,788.561 MT and 5,646.466 MT for the two lean seasons with an annual

average yield of 7.505 MT per hectare.

B. Investment Plan

Value chain refers to the full range of activities required to bring a product or service

from its conception to delivery to its final customer. Along the chain, additional benefits can be

distributed among the participating actors, and this is done through an approach known as

value chain analysis (VCA).

The Provincial Commodity Investment Plan (PCIP) is prepared using the VCA to primarily

determine the value that is created in calamansi from input provision until it is consumed by

end-users as fresh commodity or in processed form. Through the VCA, the interventions

needed are identified to enhance the competitiveness and productivity of calamansi as one of

the major agricultural commodities of Oriental Mindoro. These interventions are translated


into projects and activities to respond to the identified challenges in each segment of the

calamansi value chain. The VCA also enables the government to efficiently allocate its

resources by providing funds only to identified priority projects after having them validated

with the chain actors. Government subsidy lowers the farmers’ production cost which

redounds to increased profit. Such partnership provides opportunity for the private sector

investors to make calamansi industry in the province a more viable business in the next years.

The calamansi value chain involves several stages/services – from inputs provision,

production, assembly, processing to final marketing of the product, either fresh or processed.

In the VCA, values are created or added to the commodity in all stages, and reasonable

benefits, are apportioned among all participating sectors in the chain. This is to make the

commodity more competitive and its comparative advantage over the rest is retained.

The industry, however, is highly fragmented. There are no significant interfirm

relations. There are no effective vertical relations. Buyers are not sharing market and

technical information, nor are they generally providing support services to their suppliers to

improve the volume and quality of fresh calamansi supply. Incentives are not provided to

encourage upgrading.

There are also no effective horizontal relations. No calamansi farmers’ organizations

disseminate best practices in calamansi production or facilitate bulk purchasing of inputs.

Traders and processors are also unorganized and do not share market or technical information

that will help them access bigger and more lucrative markets. Institutionalization of farmers,

traders and processors should be undertaken through organizational development activities.

The private sector should design and provide incentives for suppliers committed to upgrading

(better quality, bigger volumes). On the other hand, the government should support the

organization of farmers, traders and processors associations and facilitate the formalization of

supply agreements between buyers and suppliers.

Value Chain Segments

The following discussion indicates the situation, potential strategies and the

interventions identified by the various players in the calamansi value chain segments that will

support the development of the calamansi industry:

Input Supply

Input supply involves the sourcing and provision of agricultural products such as

seeds/seedlings, fertilizers and pesticides. Calamansi processors are also confronted with


constraints brought about by the producers’ inability of supplying the needed raw materials in

conformity with the standard specifications to produce quality processed products.

Farmers shifted or converted their existing calamansi farms to other crops like palay,

rambutan, lanzones, banana, coconut, and other income generating crops. The local

government has to sustain the implementation of Calamansi Development Project under the

Agricultural Development Program and livelihood assistance project of PTIEDO. In collaboration

with the DA Regional Field Unit IV-B, several assistance were already extended to the calamansi

producers through trainings and capability building such as Hazard Analysis Critical Control

Points and Good Manufacturing Practices, packaging and labeling, product promotion and

market linkage through organized trade fairs and exhibits. Likewise, promotion was catered by

the Agribusiness Development Center of the DA Central Office through the DA-Agribusiness and

Marketing Assistance Services (AMAS). Assistance to local processors was also extended by the

provincial DOST and DTI through their institutional support development program on product

development projects and market promotion activities.

Inputs may be purchased locally or abroad. The total value of all inputs includes all

costs incurred for purchasing raw materials, direct labor, overhead costs and taxes. The more

efficient the supply system in a locality, the lower is the cost of production. A lower cost of

production generally increases profits. Also, calamansi growers could hardly afford the high-

cost of fertilizer so that the establishment of organic fertilizer plant is considered as potential

intervention. The plant that will supply the needed input at fair price may also be managed by

farmers and compliant with GAP certification. By so doing, farmers could avail of the

benefits/privileges provided for in EO 376 which include tax-free imported fertilizers,

insecticide, machinery and low-priced farm inputs procured in large volume.

Production

Production is concerned with the transformation of farm inputs into an agricultural

product or commodity which the farmer sells to the next participant in the chain. In the case of

calamansi, it may be sold as fresh fruit or processed such as calamansi concentrate, ready-to-

mix juice or puree.

For a variety of reasons, calamansi production has been steadily declining. Despite the

discrepancies in the production statistics from various sources, all data are consistently showing

that the production volume and area planted for calamansi in Oriental Mindoro have been

decreasing in the past years. Oriental Mindoro is slowly losing its market share to calamansi

suppliers from Batangas and Nueva Ecija.


Oriental Mindoro being considered as calamansi king, its production has not been given

priority or direct focus that resulted to inadequate information dissemination on farm

technology and pricing. The government has to harness the potential of calamansi industry

through expansion of existing area, approximately 1,000 hectares; engage small farmers in

setting up nurseries for calamansi seedlings; invest on demo farms/practice off season

production and pest and disease surveillance, monitoring and control measures.

Recommended cultural management by DA-ATI should be adopted by capacitating

“Magsasakang Kaagapay” or barefoot technicians to complement agri extension workers.

Further, the government has to pass and approve legislative measures regulating farm

conversion and design Plant Now Pay Later Program.

Meanwhile, pest infestation of calamansi farms can be prevented/controlled through

strict enforcement of Quarantine Regulation of the BPI under EO #2 series of 1969.

During peak season, price is low and unsold volume is high due to oversupply of

calamansi prompting calamansi growers not to harvest. Farmers and calamansi processors

have difficulty in accessing credit due to high interest rates and tedious documentation.

Calamansi traders and assemblers also dictate the price considering that 60 percent of

calamansi farmers with small landholdings are indebted to them, thus making farmers

financially incapable to replace ageing calamansi trees and practice appropriate soil fertilization

management. These concerns can be addressed by developing credit facility for calamansi

farming based on specific production requirement.

Farmers are also unable to practice standard sorting, grading and postharvest handling

that resulted to poor marketing system. To address this, standard-compliant shared service

facility should be established and operated by clustered farmers.

During lean months, calamansi processors lack needed fresh calamansi due to

insufficient knowledge in off-season production practices. The private sector should then assist

in securing equity for financing for irrigation facilities to promote off-season production which

could not be afforded by small calamansi farmers. Through the implementation of Agricultural

Development Program, the PAgO, in coordination with the local government units, Bureau of

Plant Industry and partner agencies, should intensify its technical and extension services on

production efficiencies in line with “climate-smart technology” and pest and disease control

and management through trainings, technology consultancies, research and development,

demonstration farms, among others.

There is a need to strictly impose Good Agricultural Practices (GAP) and establish and

sustain direct market linkage to buyers. To improve the post-harvest handling practices of


farmers in order to increase farm productivity, buying stations or trading centers will be

established to accommodate the volume of production per cluster. Buying stations and trading

centers will be established in strategic areas to be managed by the farmer or trader groups.

This is necessary to provide effective and efficient marketing system, increase income of

farmers and improve the quality of products.

The inadequacy of farm to market roads (FMRs) and/or their poor condition which leads

to high transport cost is identified as one major constraint in value chain development in the

province, direct intervention of which is construction, rehabilitation or improvement of FMRs

which can be jointly undertaken by the DA and the local government.

Calamansi farm owners may conduct inventory of existing calamansi trees under the

Farmers Registry Program to identify appropriate interventions that may be taken such as but

not limited to replanting or rejuvenation. Technical support may also focus on improving

harvest, post-harvest handling practices to increase farm productivity.

The establishment of National Calamansi Research and Development Center (NCRDC) in

Oriental Mindoro is envisioned to enhance research, development and extension services. It

will also help the development of climate resilient variety, introduce/adopt climate-smart

production technology and farm management and related research undertakings in partnership

with research institutions.

Furthermore, the Department of Agriculture should provide technical and financial

assistance for the registration of the Mindoro Calamansi Geographical Indication (GI) with the

Intellectual Property Office. The Mindoro Calamansi stakeholders should elaborate the

reputation of the Mindoro Calamansi in relation to the quality of the product and the

contributing factors from the origin; develop a code of practice; organize stakeholders

association to own the Mindoro Calamansi GI; and promote and develop the Mindoro

Calamansi as a brand at the local and international markets.

Calamansi processors need upgrading of facilities and processing techniques to increase

absorptive capacity of the plant, thereby producing more quality products other than extracts

and juices like calamansi powder, condiments and other herbal products.

Assembly

Assembly involves the collection of a particular agriculture commodity from many

farmers and delivery of the raw material to a factory for processing or packaging. In the case of

calamansi, it may be assembled in its raw state for packaging to be delivered to market where it


will be sold fresh to its final consumers. It may also be assembled for delivery to a facility for

processing as calamansi concentrate ready for market.

The absence of appropriate storage facility to prolong shelf life of calamansi contributes

to higher fruit spoilage and rejects thus lead to poor quality and pricing and lesser profit of

farmers. The local government unit in coordination with DOST, PCARRD, BAR, MinSCAT and

other concerned agencies should conduct research and development studies.

On the other hand, calamansi farmers/traders complain of informal transport fees or

“kotong” amounting from PhP500 per shipment. This is not to mention discrimination of

shipping lines to prioritize loading of passenger buses as against agricultural products.

Suppliers are encouraged to have their hauling vehicles accredited under the Food Lane Project

so as not to fall victims to illegal pass-thru fees per shipment.

Processing

In the processing segment of the calamansi value chain, the seasonality and quality of

the commodity stand out as primary constraints. The product’s consistent supply throughout

the year cannot be assured. This is attributed to insufficient supply and high price of calamansi

during lean season. Further, processors have insufficient trainings on Hazard Analysis Critical

Control Point (HACCP), Good Manufacturing Practices (GMP), product packaging and

labelling/design services with no standard definition on the final product form (Ready-to-Mix),

and high cost of product certification with FDA. These may be addressed by providing various

technical support related to off-season production and processing technology upgrading. To

ensure the maximum volume of production and stable prices for the benefit of the farmers,

processing and laboratory facilities for testing and product safety should be established. To

address the high cost of electricity, alternative renewable and reliable power sources should be

adopted.

All the calamansi processors in Oriental Mindoro are not operating at optimum capacity

even during the peak season. Majority are still engaged in small – scale, manual extraction.

Those who have invested on a mechanical extractor are still dealing with some technical issues

on specific equipment or a flawed design in the processing line. Hence, the processors are not

generating substantial income since they are not considered major market of calamansi

producers.

All the processors are not yet able to get their FDA licenses and permits (calculation of

the Nutri Facts of the processed calamansi product on the label). This has limited their market


since groceries, supermarkets and other major retail outlets require FDA registration and

barcodes.

In support for the potential upgrading of the six (6) village level processing facilities, the

DTI and DOST shall be tapped to take the lead in its assessment and providing for technical

assistance on technology upgrading and development.

Marketing

Marketing involves the trading of either the raw or processed agricultural commodity,

either for further processing or for final consumption on either wholesale or retail basis.

Market outlets may be the locality or the entire country, or the world.

For Oriental Mindoro, calamansi producers rely mostly on walk-in buyers and Metro

Manila through local traders. This is brought about by the absence of market plans and

unreliable volume of production. Concerned government agencies such as DA and DTI should

provide information and assistance in trade and investment promotion and linkages. This must

be supported by strict enforcement of Quarantine Regulation: BPI EO # 2 Series of 1969 (NO

ENTRY of any calamansi planting materials and parts) to improve the quality of calamansi

produce. On the other hand, the local government units should organize the farmer groups

into clusters and directly link them to institutional buyers. This is also to remedy the farmers’

problem of their being forced to sell their commodity even at a very low price during peak

season and to meet the quality and volume requirement of institutional buyers.

Access to local and international market for Philippine calamansi has to be improved by

identifying the premium factors to the competitiveness of calamansi for beverages, health

products, cosmetics, etc. The product should be promoted through market linkage,

information campaign and trade fair which are expected to increase volume of demand for

fresh and processed calamansi. Its market destination should also be identified to assure

calamansi producers and buyers of sustainable marketing contract. This is to avoid unfulfilled

marketing contract in terms of volume, quality and timeliness of delivery which greatly affects

the relationship with producers due to weak farmers’ values, loose commitment and absence of

penalty clause in marketing contract. Values reorientation should be conducted to strengthen

commitment to the marketing contract. Stiffer penalty clause should be adopted and

practiced.

The government should provide farmers information on market prices updates through

intensified local communication network using mobile phones, local radio stations and internet.


With regards to conflicting data on calamansi production and marketing, the PAgO will

adopt the Farmers’ Registry System such as profiling farmers’ area, number and ages of trees,

production, market access information and other related data for future analysis.

The local chief executives (LCEs) and sanggunians should pass and approve a resolution

and enact ordinances to support policies on shipping cost, tariff, business fees, etc. supportive

of the development of calamansi industry in the province. Through an executive issuance, the

governor will enjoin the local government executives to have calamansi juice served during

official functions of the local government.

With regard to conflicting baseline data on calamansi, the PAgO, in coordination with

concerned agencies will establish/maintain a database system to have accurate and reliable

information on the calamansi industry for related statistical studies.

For additional details regarding the above strategies and intervention, please refer to

the PCIP Matrix of Interventions (attached).

IV. Institutional Arrangements for PRDP-funding

A. Implementation/ implementation supervision

To effectively and efficiently implement PRDP PCIP, the Provincial Government of

Oriental Mindoro through the Provincial Agriculture Office shall take the lead role in the

implementation, monitoring and evaluation of the specific programs, projects and activities

identified under the PCIP in coordination with concerned agencies. Other departments of the

provincial government and lower LGUs shall be tapped to provide support and feedback

mechanism in the course of its implementation.

B. Organization and Management

The effective implementation of the PRDP Provincial Commodity Investment Plan (PCIP)

of the Province of Oriental Mindoro entails the following stakeholders to undertake their

respective tasks:

1. National Program Coordination Office (NPCO), headed by the DA Undersecretary for

Operations, shall handle overall coordination and support, particularly in information

and external communications. It shall coordinate Program management information

and monitoring and evaluation and shall serve as the interim Program Support Office

(PSO) for Luzon B Cluster.

2. Regional Program Advisory Board, headed by the DA 4B Regional Executive Director,

shall provide guidance to the Regional Program Coordination Office (RPCO) and ensure

that policy directions are carried out in project planning and implementation. It shall

review and approve for funding I-Build and I-Reap subprojects endorsed by RPCO and

shall review, approve and endorse PRDP annual regional work and financial plan to the

National Program Coordination Office.


3. Program Support Office (PSO) shall oversee the regional cluster operations and support

services, disburse funds and prepare reports related to fund management and support

the NPCO in ensuring achievement of Program milestones.

4. Regional Program Coordination Office (RPCO), established in DA-RFU 4B with guidance

and support from PSO and NPCO, is the key implementing unit of Philippine Rural

Development Program (PRDP) for Luzon B Cluster. It shall ensure full play of RFU,

including mobilization of DA-related agencies. It shall review, evaluate and validate

subproject proposals submitted by Local Government Units (LGUs) for endorsement to

RPAB. RPCO shall monitor the physical and financial progress of PRDP components

following reporting arrangements prescribed in the Program Monitoring and Evaluation

System.

5. Philippine Rural Development Program Management Unit (PRDP-MU) of the Province of

Oriental Mindoro, created through Provincial Executive Order No. 12-2013, shall

oversee the implementation of the Program in the Province. It shall determine the

necessary interventions to ensure timely delivery of government commitments to the

Program. It shall coordinate program requirements with concerned national

government offices, LGUs and the private sector, if necessary PRDP-MU shall resolve

issues and concerns relative to the implementation of the Program and shall require

regular submission to appropriate authorities of accomplishment reports by the

Program Action Teams.

There shall also be organized Action Teams that shall spearhead all activities of

the Program components.

I-Plan Team shall lead the formulation of the Provincial Commodity Investment

Plan and prepare other related documents.

I-Build Team shall implement the PRDP infrastructure projects.

I-Reap Team shall carry out the investment plan in rural enterprises and agri-

fisheries productivity.

I-Support Team shall ascertain sufficient allocation, timely disbursement and

proper utilization of the local counterpart funds for the Program. It shall also ensure

that the Program components and objectives are implemented and achieved and DRR-

CCA dimensions are integrated in the PRDP plan of the Province.

6. The project proponents shall be responsible for timely submission of required reports

and documents pertinent to project performance and operation status.

C. Monitoring & Evaluation

The PRDP standard monitoring and evaluation system shall be utilized by the Provincial

Planning and Development Office through the Monitoring and Evaluation Division. There shall


be periodic submission of web-based monitoring reports to concerned agencies. Results and

recommendations shall be used in the improvement or modification necessary to enhance

project management.

D. Social and Environmental Safeguards (SES)

The social and environmental safeguards (SES) is one of the support activities that will

be undertaken to ensure that all subprojects to be implemented are not only technically,

economically and financially viable, but are also environmentally and socially sound and

sustainable.

The SES will operate according to the provisions of the existing Philippine Government

policies, framework and guidelines (including local policies) as well as other Donor governing

policies concerning the sub-project implementation. SES consideration will ensure that the

people and the environment will not be adversely affected by any sub-projects implementation.

Thus, all PRDP sub-projects under the I-BUILD and I-REAP components shall undergo

environmental screening conforming to the environmental guidelines. Project implementation

will also determine if construction activities cause to displace and affect persons such that

appropriate resettlement, compensation and rehabilitation plans in accordance to land

acquisition, resettlement and rehabilitation framework are to be formulated for sub-project

affected persons. Moreover, affected rural communities, particularly involving the indigenous

peoples and communities will be involved at the start of the planning and design stage of sub-

project in accordance with the provisions in the IP policy framework.

All necessary compliance concerning the social and environmental assessment will be

adopted and will be discussed in detail in the social and environmental section of each sub-

project Feasibility Study or Business Plan.


V. PDC and/or SP Resolution endorsing the PCIP and the PLGU commitment for

budget counterparting.


PCIP Matrix of Intervention Province of Oriental Mindoro

Key Gap/ Constraint in VC Development in the

Province (from the national & regional VCA

results)

Brief Description of Potential Intervention

(subprojects: enterprise or infrastructure, business enabling

program, etc.)

Target Result/ Outcome, including # of farmers/

fisherfolk reached, if applicable

Target Areas to be covered (Mun.

&Brgys.)

Proposed Lead & Other Players for

subproject Implementation

Estimated Project Cost (PhP)

Risk & Risk Management

Remarks Rank

Note: identify the lead player

INPUT PROVISIONS

Calamansi farmers’ inability of supplying the needed raw materials in conformity with the standard specifications to produce quality processed products

provision of off-season planting materials and technology

provided and planted good quality planting materials equivalent to 1000 hectares (625,000 planting materials); quality planting materials means GAP-certified and BPI-accredited nursery, preferred variety

14 municipalities & 1 city; 225 barangays

PLGU-PAgO (lead); DA, private plant nurseries operators; calamansi growers

12,500,000.00 NA LGU-1M DA – 5M Priv. Nurseries – 2M FFS – 3.5M

Crop conversion from calamansi to other crops like rice, rambutan, lanzones, banana, coconut and other income generating crops

strengthen market linkage promoting calamansi and other complementary intercrop

Sustained production of calamansi with established market outlets benefitting 1,887 calamansi farmers

2,147 hectares; all municipalities and 1 city

PLGU-PAgO (lead); PLGU-PTIEDO, DA, calamansi growers/OMFFA, NaFA, MESAFFED, DOST, DTI

1,000,000.00 LGU – 1M

High cost of inputs Establishment of 5 organic fertilizer plants in Victoria, Naujan, Socorro, Pola and Calapan City to be managed by organized farmers; adopt GAP

Low cost fertilizers available to 1,887 calamansi farmers

14 municipalities & 1 city

PLGU-PAgO (lead); DOST, DA, AEWs, calamansi growers/OMFFA, NaFA, MESAFFED, agri dealers and suppliers

2,500,000.00 DA – 2.5M




results)



program, etc.)




&Brgys.)





Remarks Rank


PRODUCTION

Inadequate information dissemination on farm technology and pricing

Agri Development Program - Agro-Technology Services (link with Agriculture and Fisheries Market Information System);

Price stability during peak (PhP8/kg) and lean (PhP15/kg) seasons; 1,887 calamansi farmers practicing off-season fruiting technology and GAP; 6 processors practicing the latest processing technology

14 municipalities & 1 city; 225 barangays; 6 processors (Babangonan, Pakyas, Pob. 3, Victoria; Matulatula, Pola; San Miguel, Roxas; Paitan, Naujan)

DA (lead); PLGU-PAgO, calamansi growers/ OMFFA, NaFA, MESAFED, AEWs, AMAS/AMAD, ATI, DOST, SUC

500,000.00 DA

Capacitate Agricultural Extension Workers on calamansi technology production, management and marketing;

300,000.00 LGU

Provide technology updates/ conduct of seminars on calamansi production, climate resilient technology, and off-season fruiting, GAP

3,240,000.00 FFS




results)



program, etc.)




&Brgys.)





Remarks Rank


Occurrence of pests and diseases

Pest and disease surveillance, strict enforcement of Quarantine Regulation of the BPI under EO #2 series of 1969; creation of Provincial Pest and Disease Advisory Council; institutionalization of Bantay Peste Volunteer Brigade per municipality; upgrading of equipment and facilities of Provincial Pest Clinic

Surveillance team organized and mobilized; controlled occurrence of pest and diseases; warning mechanism on pest and diseases in place; good quality planting materials produced; prolonged productive years of calamansi trees


PLGU-PAgO (lead); MinSCAT, DA, RCPC,NCPC, BPI, AEWs, Trained bantay peste volunteer brigade

3,000,000.00 sudden outbreak of pest and diseases - active participation of all concerned stakeholders

DA-RCPC

Very low price during peak season

Establishment of Buying Station and Trading Post and sustain direct market linkage to buyers

1 buying station, 1 trading post established benefitting 1,887 farmers; signed agreement with at least 5 institutional buyers per year (Pob. 3, Victoria)


calamansi growers/ OMFFA, NaFA, MESAFFEd, 6 processors

2,312,600.00 land ownership - procurement

lease contract must be 15 years above; proposed for DA-PRDP funding

1




results)



program, etc.)




&Brgys.)





Remarks Rank


low supply and high price of fresh calamansi during lean season

Sustain implementation of Calamansi Development Project under the Agricultural Development Program (financial and technical assistance for off-season fruiting technologies), Provision of Drip Irrigation System; Market Support Services (linking with institutional buyers with marketing contract)

Sustained production of calamansi and needed supply of 6 calamansi processors provided in whole year round basis

Babangonan, Pakyas, Pob. 3, Victoria; Matulatula, Pola; San Miguel, Roxas; Paitan, Naujan

DA (lead); PLGU-PAgO , DA - BAR, BPI, calamansi growers/OMFFA NaFA, MESAFFED, 6 processors

4,300,000.00

proposed for DA-PRDP funding

3

60% of calamansi farmers are indebted to traders/ assemblers and difficulty in accessing credit due to high interest rates and tedious documentation

develop socialized credit facility for calamansi farming based on specific production requirement; Conduct a credit forum with stakeholder and lending institution (District I &II); technical assistance on credit facilitation for calamansi farmers through conduct of agri credit ugnayan

Socialized credit facility availed by calamansi farmers; increased net income of 16,807 calamansi farmers by 10%; Increased yield of 1,887 calamansi farmers by 10%; Increased income of 6 calamansi processors by 15 %

14 municipalities & 1 city; 225 barangays; processors (Babangonan, Pakyas, Pob. 3, Victoria; Matulatula, Pola; San Miguel, Roxas; Paitan, Naujan)

LBP, DBP, ACPC, PCIC (lead); PLGU-PAgO , PLGU-PTIEDO, DA, calamansi growers/OMFFA, NaFA, MESAFFED, 6 processors

504,210,000.00 high rate of delinquency - values formation, specialized repayment scheme

FFS




results)



program, etc.)




&Brgys.)





Remarks Rank


Inadequate farm to market road/ poor road conditions resulting to high transport cost

Concreting of FMRs 40.17 kms FMR concreted benefitting 989 farmers: Y1: Bagong Silang-Macatoc, Victoria (2.394 km);

5 municipalities; 1 city Y1- Victoria

PLGU-PEO (lead); DA 20,821,552.73

spoilage of products and delayed delivery of inputs and produce

proposed for DA-PRDP funding 1

Y2: Mabuhay I & II- Lapog, Matulatula Road, Socorro; Tigkan-Gen.Esco-Mahabang Parang Road, Naujan; Sta Cruz-Bacungan- Gamao-NagIba I & II Road, Naujan (20 km); Sampaguita-Loyal-Bagong Silang

Socorro and Naujan

220,000,000.00


Y3: Dulangan I , II & III Road, Baco; Kaligtasan-San Mariano Road, Roxas; Gutad-Nag Iba I & II Road, Calapan City (17.78km)

Baco, Roxas, Calapan City

177,800,000.00


Ageing calamansi trees conduct inventory of existing calamansi trees thru Farmers Registry Program;

Accurate and reliable database on calamansi industry established and maintained


PLGU-PAgO (lead); DA, calamansi growers/ OMFFA

700,000.00 competence of existing staff - train or hire new staff

FFS

planting of new production areas

planted 1,118,750 trees 14 municipalities & 1 city; 225 barangays

PLGU-PAgO (lead); DA, calamansi growers/ OMFFA

16,781,250.00 climate change

FFS




results)



program, etc.)




&Brgys.)





Remarks Rank


rejuvenation program (conduct technical training on rejuvenation for farmers)

25% of ageing calamansi trees every 6 months

Victoria, Calapan City, Naujan, Pola (e-VSA)

DA (lead);PLGU-PAgO, MLGU-MAgO, calamansi growers

9,389,587.50 FFS

Absence of RD & E for calamansi

Establishment of National Calamansi Research and Development Center in Oriental Mindoro - development of climate resilient variety, introduce/adopt climate-smart production technology and farm management and related research undertakings in partnership with research institutions

Improved calamansi Mindoro variety; Designated focal persons for calamansi; improved calamansi processed product

14 municipalities & 1 city; 225 barangays; 6 calamansi processors

PLGU-PAgO (lead); MinSCAT, DA, DOST

3,000,000.00 proposed for DA regular/ PRDP funding

2

registration of the Mindoro Calamansi variety with the Intellectual Property Office

Mindoro Calamansi brand DA, IPO (lead); PLGU-PAgO

3,000,000.00 proposed for DA regular/PRDP funding

2




results)



program, etc.)




&Brgys.)





Remarks Rank


ASSEMBLY

limited shelf life of calamansi product

Assist proponent in evaluating the best available financing for setting up a spray drying facility, and in complying with the corresponding requirements such as business plans or proposals

Diversified calamansi processed products like powder, soap, herbal supplements, and the like developed/ produced


PLGU-PAgO (lead); DA, calamansi processors; DOST, PCARRD, BAR, MinSCAT and other concerned agencies

3,000,000.00 product quality - RD&E; improve quality control

DOST – 3M

‘Kotong” of up to Php500 per shipment

Accredit hauling vehicles under the Food Lane Project

Increased income of farmers by PhP48,000/farmer in a year; facilitated the flow of commodity


AMAS, AMAD (lead); DA, PPA, PNP, PCG, PLGU-PAgO, truckers/ suppliers, DILG, MMDA

proposed for DA regular/PRDP funding 2

Discrimination against agri product in shipping

Food Lane Project Less spoilage/reduced losses by 20%


PLGU-PAgO (lead); DA, PPA, PNP, PCG

PROCESSING

Intermittent production Promotion of off-season production; installation of irrigation facilities

Increased income for off-season production by 50%; year round availability of calamansi for buyers and processors


PLGU-PAgO (lead); DA, DOST, NIA

16,000,000.00 DA -8M NIA – 8M




results)



program, etc.)




&Brgys.)





Remarks Rank


Insufficient training on HACCP, GMP, packaging and labelling technology

Capacity Development/Skills Training/ product upgrading

Competitive products Matulala, Pola, San Miguel, Roxas, Paitan, Naujan, Pakyas & Poblacion III, Victoria

DTI (lead); PLGU-PTIEDO, DOST, PLGU-PAgO, DA, AMAS, AMAD

3,000,000.00 DTI

high cost of electricity adoption of alternative renewable and reliable power sources

affordable and reliable power supply


NPC, ORMECO, DOE, IPPs

FFS

Inefficient or defective processing equipment

assessment of existing processing facilities to identify those needing upgrading; fabrication and utilization of generally acceptable sorting, grading and packaging equipment/ containers

Increased income of processors by 15%; increase in fresh calamansi purchases by 50% per year; available and functional standard sorting, grading and packaging equipment/ containers utilized

Matulala, Pola, San Miguel, Roxas, Paitan, Naujan, Pakyas & Poblacion III, Victoria,

DOST (lead); DTI, PLGU-PTIEDO, PLGU-PAgO, DA, PhilMech, AMAS, AMAD, OMFFA, NaFA, MESAFFED

11,000,000.00 Unreliable power supply - development of renewable energy sources

proposed for DTI, DOST or DA-PRDP funding

3

No FDA license Coordination with DOST for microbial analysis, nutrifacts, packaging and label design

Competitive processed products produced and sold in open market


PLGU-PAgO (lead); DA, DOST, calamansi processors

500,000.00

DOST




results)



program, etc.)




&Brgys.)





Remarks Rank


MARKETING

Weak marketing system (i.e. rely on walk-in buyers, absence of market plans)

Market Support Services; Issue Executive Order enjoining all Mayors to serve calamansi during meetings and other official functions; participation in trade fairs

Market trends and prospects identified; local and international market linkage established


PLGU-PAgO - (lead); PLGU-PTIEDO, DA, DTI, AMAS, AMAD,PCAI, Market Vendors

1,000,000.00

PLGU – PAgO/PTIEDO

Unfulfilled marketing contract in terms of volume, quality and timeliness of delivery

Institutional Development (cluster producers and processors); Provision of sorting, grading and packaging equipment/ containers; Prioritized shipping of agri products

Organized producers and processors; institutionalized interfirm relationship


PLGU-PAgO - (lead); PLGU-PTIEDO, DA, DTI, AMAS, AMAD, PNP, PPA, PCG, traders, shipping companies, OMFFA, NaFA, MESAFFED

1,000,000.00 PLGU – PAgO/PTIEDO

conflicting baseline data on calamansi

establishment/maintenance of a database system

accurate and reliable information on the calamansi industry for related statistical studies

14 municipalities & 1 city

PLGU-PAgO (lead); MLGU-MAgO, PLGU-PPDO

300,000.00 PLGU-PAgO




results)



program, etc.)




&Brgys.)





Remarks Rank


Fragmented Industry (weak interfirm relations/ ineffective vertical and horizontal relations)

Institutional Development/ establishment of inter-firm collaboration (link farmers to buyers & processors; organize calamansi farmers; establish trading center)

Institutionalized Oriental Mindoro Calamansi Industry; 2,802 calamansi farmers organized; 6 calamansi processors organized and collaborating with each other


PLGU-PTIEDO (lead); DA, PLGU-PAgO, calamansi growers/processors/traders, OMFFA, NaFA, MESAFED, Roxas Calamansi Growers, PCAI, Distilleria Limtuaco, PHILFOODEX

50,000,000.00 inflation - establishment of sound financial management system; competition with other calamansi producing provinces - GAP certification, continuous RD&E; political instability - qualitative and quantitative business management practices; resistance of some industry players

FFS

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