The Dumingag Experience

THE DUMINGAG EXPERIENCE: A REFLECTION By Alfonso A. Tan I never had much information about organic agriculture and the principles behind it, until in October 2012 when I joined the conduct of ARC Level of Development Assessment (ALDA) in Dumingag town in Zamboanga del Sur. As a member of the regional monitoring team who is conducting ALDA, I came across two Agrarian Reform Beneficiaries (ARB) organizations that discuss authoritatively about organic farming like it is the palm of their hands.The two organizations — the Dumingag Organic Farmers Association (DOFA) and the Dumingag Organic Farmers Credit and Savings Cooperative (DOFCSC) – turned out to be just two of the several farmer organizations in Dumingag who are organic farming practitioners. And the technology has been gaining ground since this particular local government innovation was introduced by the municipal mayor more than five years ago. My layman’s understanding of organic farming then, was simply fa rming without the use of pesticides, herbicides or any artificial fertilizers.I know it has good health benefits for our body because the farm produce are all-natural. It is environment-friendly too. Later on, I learned that there are also so-called â€Å"organic animals† or those that are not kept in cages and not fed with commercial available feeds, which are generally by-products of other animals. The internet offers several helpful definitions of Organic Agriculture. The Bureau of Plant Industry in Australia defines organic farming as â€Å"the production of food and fibre without the use of synthetic chemical fertilisers, pesticides, herbicides or genetically modified organisms (GMOs).The Certified Organic Associations of British Columbia says, organic farming promotes the sustainable health and productivity of the ecosystem – soil, plants, animals and people. Organic foods are farmed in an environmentally sustainable and socially responsible way, focusing on soi l regeneration, water conservation and animal welfare. As far as local government innovations are concerned, I believe the organic farming technology as revolutionalized in the town of Dumingag, Zamboanga del Sur is one for the books.Last year, the International Federation of Organic Agriculture Movements (IFOAM) awarded Dumingag as one of the five recipients of the â€Å"One World Award† for its organic farming program. IFOAM is a leading world coalition on sustainable agriculture mainly composed of civil society organizations and social movements Dumingag town is its only local government member. Started in 2008, the IFOAM award runs every two years to recognize organic farming initiatives that have made a difference in the area of sustainable development.Dumingag is a second class municipality in the eastern part of the province of Zamboanga del Sur. It is composed of forty four –11 lowland and 33 upland– barangays, with a total land area of 618. 50 square ki lometers and a population of 46,039 per 2007 census. Situated in the heartland of the Zamboanga peninsula and on the northwest portion of the fertile Salug Valley, Dumingag is bounded on the North by the municipality of Sergio Omena, Sr. ; on the East by the municipality of Mahayag; on the South by the municipalities of Sominot and Midsalip; and on the West by the municipality of Siayan, Zambonga del Norte.Dumingag was part of the municipality of Molave when it was created into a barrio in 1950. Dumingag was once a vast expanse of jungle and marshland, the favorite habitat of wildlife. Its first inhabitants were the Subanens who came from coastal areas of Misamis Occidental and Zamboanga del Sur. The success of Dumingag started with the revolutionary idea of Mayor Nacianceno M. Pacalioga Jr. , a former Maoist rebel in the 1980’s who almost singlehandedly transform Dumingag town into what it is now.After returning to the folds of law, Jun Pacalioga went tilling their family-ow ned upland farm in 1995. His former comrades introduced him to organic farming, but at first, he was not persuaded. In the year 2000, a seminar on sustainable agriculture had somehow convinced him the beauty of organic farming. Pacalioga’s visit to his former comrades’ farms in Davao City has particularly impressed upon him the natural fertility of the soil that organic farming brings. Minus inorganic inputs, the farms produce crops free from pass-on toxicity.The positive result from his own practice drove Pacalioga to advocate organic agriculture to other farmers, finding kindred spirits among local leaders of the Catholic Church. According to Mayor Pacalioga, bringing back the natural fertility of the farms and putting premium on maintaining soil health are central goals of Dumingag’s organic agriculture program. Long years of agrichemical use had tied farm productivity to the application of costly fertilizers, pesticides and herbicides that, in turn, killed e arthworms and degraded soil fertility.Likewise, the high cost of farming and declining farm production resulted in poor income for tillers. â€Å"People could barely meet basic necessities, such as food, clothing and shelter and hardly pay for basic social services, such as education and health,† Mayor Nacianceno Pacalioga said. After he was elected mayor in 2007, Pacalioga aggressively promoted organic farming. He also caused the passage of a local measure encouraging and endorsing the widespread adoption of the technology. The policy was not an easy-sell. Even some municipal officials did not buy the program at once.It took them several months to be convinced of the merits of organic farming. Soon, Dumingag leaders were up against the national policy design that promoted instead the use of chemical fertilizers and the cultivation of genetically modified crops. To illustrate his point, Pacalioga turned down P2 million worth of chemical fertilizers offered by the Department o f Agriculture (DA) for distribution to the farmers. At one time, he also rejected a grant of genetically modified rice seeds for dispersal in his municipality.As one of his first priorities, Mayor Jun organized the Organic Farming (OF) team which is tasked to lead in the implementation of the organic farming program, especially education and advocacy. Likewise, he introduced community immersion wherein local officials, community leaders and different stakeholders went to the 44 barangays to campaign for the economic program on Sustainable Organic farming. Initially, those who shifted to organic farming grappled with a steep reduction in yield, although this was cushioned by the radical decrease in cost.Several croppings later, as natural soil fertility improved, output went up. For rice, yield per hectare was at par with farms still applying agrichemicals at 95 65-kilo bags during the dry season, and 70 to 80 bags during the wet season. But net earnings are higher with organic farmi ng because cost has been reduced by at least a third. From only 20 organic farmers in 2007, the number of organic agriculture practitioners in the municipality rose to about 500 by 2011, increasing by tenfold the size of farmlands cultivated along sustainable agriculture methods—from close to hundred hectares before to some 1,000 hectares.In upland villages, organic farming is gaining adherents among vegetable cultivators and livestock raisers. Today, rice farmers have produced 55 local organic varieties that ensure a stable seed bank. The Dumingag Organic Farming System Practitioners Association (DOFSPA) composed of active organic farming practitioners was also organized. They also formed a credit cooperative that could help better in raising capital for farming or in sharing the cost of farming failures due to calamities.Their cooperative initially started in providing production loan to the organic farming practitioners and helps in accessing good market. The mayor’ s brainchild, the so-called Genuine People’s Agenda (GPA) was also institutionalized. Mayor Jun described the GPA as a product of collective discussion and leadership; a comprehensive program of government; a solution to the challenges; and it assures the better future of the people. In September 2010, the local government established the Dumingag Institute of Sustainable Organic Agriculture (DISOA), a school that trains farmers on organic farming principles and technology.Though DISOA started with modular courses as a vocational school, it aims to become a regular college later offering special and ladderized courses on organic agriculture. Moreover, all public and private school teachers in all levels in the municipality were educated on Sustainable Organic Agriculture and Climate Change. The never say die attitude of a veteran cadre like Mayor Pacalioga is the major attribute to the success of his local innovations. He displayed strong political will despite the initial lu kewarm response of the people.The municipality’s aggressive push for organic farming was the bedrock of a bigger program to bring socioeconomic uplift to the residents. The story of Mayor Pacalioga and the municipality of Dumingag is no different from the Curitiba experience with Mayor Jamie Lerner. It only goes to say that local innovations and governance works in any environment, people and culture. Mayor Lerner, a city planner has transformed Curitiba into a healthy and liveable city through modernizing transport system, environment-friendly parks and systematic garbage disposal.Conversely, Mayor Pacalioga, a former rebel leader has reinvented Dumingag into a sustainable rural community by introducing not only organic agriculture, but also optimize agricultural land use by having it planted with high value trees and crops; and empowered the women to venture into livelihood programs. Dumingag or Curitiba; Philippines or Brazil, the concept towards sustainable development th rough local governance innovations are the same. Alternatively, local civil society also plays an important role in the transparent and participative process that the local government is introducing.The efforts of the local government, be it in Brazil or Philippines would not have taken off had the people’s organizations, non-government organizations and the civil society did not cooperate. The success behind the local innovations and programs in any community, for that matter was a classic example of local convergence at work. Dumingag achievements were not limited to agricultural statistics. Politically, the municipality also managed to improve in terms of increase in local taxes and business. Based on the LGU data, the municipal income increased tremendously at an average of P3M per annum, swelling from P4. 5M in 2007 to P13. M in 2010. Likewise, business establishments rose from 180 in 2007 to 324 in 2010. The estimated Average Money Circulation in the market vicinity als o climbed from P100,000 in 2007 to P2. 5 Million in 2010. These achievements are phenomenal for a second class town like Dumingag which 84% of its people are considered poor according to NSCB standards. Now, the municipality of Dumingag is implementing its master plan on organic agriculture. It is a specific blueprint of the town’s courses of action and scientific approach towards sustainable development. The Dumingag LGU has also established partnerships with Assisi Development Foundation, Inc. ADFI), for partnership in Sustainable Agriculture, Water System, and Lumad Education; Xavier University- Sustainable Agriculture Center for education and advocacy for Sustainable Agriculture and Climate Change; Philippine Agrarian Reform Fund (PARFUND) for Rice-Duck Farming and Technology; Department of Agriculture, for various programs and projects for livelihood and support infra services; and the JH Cerilles State College, for research and documentation wherein the LGU has entered into a MOA to transform 100% the 43 hectares rice fields owned by the school into organic farming model in support of the organic agriculture drive of the municipality. In 2010, as recognition of its innovative practices on sustainable organic agriculture, the Dumingag LGU, through Mayor Jun Pacalioga was conferred with the prestigious Galing Pook Award as one of the Ten Outstanding Local Governance Programs in the Philippines. This was personally conferred to the proud mayor by His Excellency Benigno Simeon C. Aquino III.The Galing Pook award is a national search of local governance programs, evaluated through a multilevel screening process based on positive results and impact; promotion of people participation and empowerment; transferability and sustainability; and efficiency of program service delivery. Beyond the awards, winning programs become models of good governance promoted for adoption in other communities. They provide useful insights and strategies to find innovative so lutions to common problems. More importantly, they affirm the community and the local government’s commitment to good governance. The efforts of the visionary mayor really paid off.It is evident that Mayor Pacalioga made use of his skills in community organizing, together with his strong personality in pursuing his reform programs for the poor. Dumingag is now generating and storing its own seed varieties of rice so that they will not be at the mercy of big agrichemical firms in the future. The campaign of Mayor Jun also resulted in the increase of farming and planting activities in the municipality, all of these are geared towards sustainable livelihood and economic development. These developments are apparent in the extent of plantation areas compared to 2007 data. For example, Cassava areas increased from 350 to 2000 hectares; Abaca fields rose from 5 to 500 hectares; rubber areas goes up from 10 hectares to 1,100; and Falcata plantation climbed from 5 hectares to 200 hect ares.It is remarkable to note that the local government innovation that started in the simple town has now gone international. Recently, through the facilitation of SAC-Xavier University, the Dumingag LGU was able to send three delegates to South Korea for three-month training on Natural Farming Systems. The recipients were the Municipal Agriculture Officer, a municipal agricultural technician and a Sangguniang Bayan member. Sources: Organic farming  takes root in Zamboanga del Sur Retrieved from: http://www. newsinfo. inquirer. net Sustainable  Organic Agriculture. pdf Retrieved from http://www. bswm. da. gov. ph Dumingag, Zamboanga del Sur, Philippines Retrieved from: http://www. ugnayan. com/ph/ZamboangadelSur/Dumingag

Haverwood Case Analysis Essay

Haverwood Furniture Individual Summary Introduction: In 2008, Haverwood Furniture and Lea-Meadows Inc. merged into one company. The issue at hand involves merging the selling efforts of the two companies. They both go about selling their products differently and the best plan of action is uncertain. John Bott, of Haverwood, believes that Haverwood sales representatives implement the best selling strategy whereas Martin Moorman, the national sales manager at Lea-Meadows believes that they have the superior strategy. Haverwood is a manufacturing company that makes medium-high priced furniture made out of wood. Net sales for Haverwood was 75 million in 2007 with a before tax profit of 3.7 million. They employ their own sales representatives who represent 1000 different retail accounts for the company. These representatives earn an annual salary of 70,000 (plus expenses) and receive a commission of .5% of the company’s net sales. Haverwood believes that their sales personnel are highly regarded in the furniture industry, knowledgeab le about wood furniture, and willing to work with buyers and retail sales personnel. The only negative aspect about Haverwood’s selling strategy is that all of the retail accounts that the merger will create do not carry the complete Haverwood line. In order to combat this, Botts was instructed to push the sales reps, urging them to make 10 sales calls per week and increasing the call frequency to seven calls per year. On the other hand, Lea-Meadows is a small, privately owned manufacturer of upholstered furniture for living and family rooms. The company is known for using some of the finest fabrics and frame construction. Their net sales in 2007 were 5 million. Total industry sales for upholstered furniture manufacturers were 15.5 billion. This number is expected to increase 3% annually in the future. Lea- Meadows employs 15 sales agents. These agents also represent several manufacturers of noncompeting furniture and home furnishings. Sales agents are paying 5% of net company sales. The agents call on specialty furniture and department stores. They called an estimated 1000 retail accounts in 2006 and 2007. All of the agents had relationships with and worked closely with their retail  accounts. Alternatives: Option 1: Assign Lea-Meadows Line to Haverwood Sales Force Botts believes that assigning the line to Haverwood sales force was the correct decision because they have a professional, adaptable and knowledgeable sales force and they know many of the buyers personally who were responsible for upholstered furniture. In addition the Haverwood sales team has a 5% higher profit margin than that of Lea-Meadows. In addition, taking on the Lea-Meadows line would require only about 15% of current sales call time, making it relatively easy for the sales force to take on. Botts also called on the company motto that â€Å"only our people are able and willing to give†, meaning that Lea-Meadows salespeople would not represent the principles the company was founded on. His final reason was that it wouldn’t look favorably on the company if representatives and agents called on the same stores and buyers, which would also mean that Haverwood would possibly be paying commission twice on one sale. However Bates knows that it would be difficult to train the Haverwood sales representatives on all of the different aspects of the Lea-Meadows line. Break Even Analysis: Costs: $700,000 in salaries $130,000 in sales administration Total: $830,000 Break Even Equation $830,000+(.005x)=.05x X= $18,444,444.44 This number means that if the expected sales volume is greater than $18,444,444.44 then the company’s sales force should be used. If the expected sales volume is less than $18,444,444.44 then the independent sales agents should be used. For Haverwood, since their projected sales is equal to 78 million [((12,900,000-12,400,000)/12,400,000) industry growth is 4%, applied that to Haverwood sales], it signifies that Bates should use the Haverwood Sales force to sell the Lea-Meadows line. Option 2: Keep Lea-Meadows Sales Agents Moorman believes keeping the sales agents for the Lea-Meadows line is the right decision. He called upon the fact that the agents (and he, himself) have already established contacts and were highly regarded with years of experience. The sales agents would also be a very small cost beyond commission. In addition he believes that the agents are committed to the line. Moreover he argued that some of the Lea-Meadows agents called upon buyers that were not contacted by the Haverwood sales reps. Finally, he disagreed that the Haverwood sales reps could easily learn about the Lea-Meadows line. With the combinations of fabric, skirts, pillows, springs, and fringes the company has, the sales rep would have to be knowledgeable about over 1 billion possibilities. However, as shown by the break even analysis, it is not economically justifiable for these two companies to operate separately any longer. Just by the economics, it is an easy decision for Bates to just use the Haverwood sales agents. Bates, However has personal ties with Moorman which affects his decision. If they do not use the Lea-Meadows sales agents, then Moorman will lose his job. Although this is a significant factor for Bates, it is obvious that using Haverwood sales representatives if the right decision for the company in terms of profitability. Option 3: Hire More Sales Reps The third option that Bates is considering is hiring additional sales representatives. These sales representatives would be trained to understand Haverwood and Lea-Meadows furniture. However, doing so would require restructuring the sales territories and would possibly take commissions away from existing sales representatives. It also does not seem necessary to take on additional sales reps after conducting the break even analysis. Recommendation Because of the break-even analysis, it is easy to see that Bates should decide to solely use Haverwood, Inc. sales representatives. It is more profitable for the company to give these accounts to the Haverwood sales reps. It would also allow Bates to have more control over the sales representatives as they would all be Haverwood reps and not Lea-Meadows.

An interview with a small firm about talent management to find the gap Assignment

An interview with a small firm about talent management to find the gap between academic and practitioners - Assignment Example However, recent scientific research established that the generic teamwork skills are more than an individual’s personal skills and abilities. Another gap is in the approaches to composition of teams in organizations. Most organizations take the average of team members on a particular trait and treat the score as the teams mean composition. However, recent scientific research suggest that the most appropriate approach to measure team composition traits depend on many other circumstances. Scientific research therefore, suggest that the mean score is not the best approach for Human resource managers to use to evaluate team composition Demographic diversity in teams also presents certain gaps between research in human resource development and actual practice of human resource development. Diversity in the workforce is changing over time with increased involvement of gender, age, and cultural diversity in the organization. There are also changes in management of a diverse workforce for organizations. In many firms, there is a perception that demographic diversity increases team performance. However, according to research, more demographic diversity does not always result in increased team performance. Other studies suggest that demographic diversity does not influence team performance especially on long term basis. (Hollenbeck, DeRue, & Guzzo, 2004) To solve the gap in choosing the best people to form a team, it is important for organizations to develop a foundation of knowledge, skills, and abilities. The firm can examine a number of factors based on theoretical and methodological background. Organizations should develop teams depending on feedback, cooperation, team spirit, morale and adaptability of the employees. Choosing a team should not focus on individual skills. The choice should be comprehensive in nature In order integrate between human resource

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Health Status in the United States and Contemporary Models of Health Care - Essay Example Usually older women are more likely to develop heart disease compared to younger women, though the condition can occur in all age groups (Medline Plus, 2011). Coronary artery disease is a condition that affects the arteries that supply the heart and is caused by plaque build up in the inner walls of the coronary arteries. These plaques are made of fat, cholesterol, minerals such as calcium and other substances. Several serious heart problems arise as a result of coronary artery disease including myocardial infarction (heart attack). heart failures, cardiac arrhythmias, cardiac arrest, etc. The plaques in the coronary artery wall can narrow the lumen through which the blood flows to the cardiac muscles resulting in angina (Chest discomfort). Besides, in some instances, the plaques disintegrate causing the dislodgement of blood clots, which may in turn blocks the flow of blood to various parts of the heart (National Heart, Lung and Blood Institute, 2009). Professional practice model (PPM) is a system of practice that consists of certain structures, processes, and values, which can enable the nurse to have greater control over the delivery of nursing care in the appropriate environment for the patient. It has 5 subsets including relationships, values, delivery model, management approach and a mean of compensating and rewarding. Values include provision of high-quality healthcare, nursing responsibility, professional development and greater autonomy. In the professional relationships, greater teamwork, partnership and collaboration should be developed. In the delivery model, the decision-making should be decentralised. In order to support professional development as well as organisation growth, an appropriate compensation and reward system should be programmed (Hoffart, 1996). The professional practice model is ideal for nursing practice meant for women with heart disease. It is ideal as it gives greater

Macro econoics Essay Example | Topics and Well Written Essays - 500 words

Macro econoics - Essay Example Local small business owners will also be happy because it will attract tourists. These tourists will play a significant role in increasing the sales of small business owners and therefore they will appreciate the plans for rebuilding World Trade Center. Rich landowners will also benefit from the rebuilding of World Trade Center because it will increase the property prices of the whole area. Especially land which is near the World Trade Center will become extremely valuable and therefore rich landowners will benefit from World Trade Center. Property prices of commercial areas in the region will also go up because many businesses will end up in the region. World Trade Center was a business hub which was why it was so famous and many businesses operated in the region. This makes property extremely attractive from the commercial point of view and therefore rich landowners will benefit greatly from the rebuilding of World Trade Center. Labor unions will also be happy because rebuilding of World Trade Center will generate employment. The building of World Trade Center will require services of all kinds of labor and therefore employment opportunities will be immense. Also after the rebuilding of World Trade Center hiring will increase in the region which will again benefit the labor unions significantly. The current situation employment in the country is not very good and therefore plans for rebuilding of World Trade Center will be taken with great joy by the labor unions of the region. Former residents would also like the plans for rebuilding of World Trade Center because it will allow them to restart their operations. Former residents will also hope that they will get office space in the new World Trade Center on concessional rates. Also it is important for a business to locate itself in a geographical location that benefits its business interests. Former residents had established their business in the World Trade Center and therefore would like to continue

Feminism shown throughout the book called Frankenstein by Mary Shelley Essay

Feminism shown throughout the book called Frankenstein by Mary Shelley - Essay Example Some have considered it quite ironic for a person like Mary Shelley to write a novel in which all female characters have marginal representation compared to the male characters. Shelley was born to a very notable Victorian feminist named Mary Wollstonecraft. Yet, she has portrayed women as creatures of little wisdom or independence in her most distinguished novel. For example, when the text says that â€Å"He came like a protecting spirit to the poor girl, who committed herself to his care;† (Shelley 26), it is suggested by Viktor that Caroline, his mother, had no capacity to look after herself and looked up to his father to be taken care of. She clearly has no means to support herself financially and so, marries Viktor’s father for survival. This possessibility of women, depicted in the novel, could be due to the fact that Shelley wrote in a time when women were expected to abide by some rules which were set for them by the conservative society in which they lived. Her novel does not speak of women with spirited enthusiasm, rather they are described in a very ordinary way which makes the readers perceive them as ordinary and powerless. For example, at one point, Viktor speaking of his mother says that in his childhood, â€Å"she presented Elizabeth to me as her promised gift† (Shelley 30). Here, it is clear how powerless women then were because Elizabeth, while being unaware herself, is promised by another woman to his child. Elizabeth has no say in this important matter of her life, rather she is treated like an object and handed over to a child. There is a huge gender gap which is clearly noticeable in Frankenstein. This is even considered a sexist book by many critics. Negative portrayal of women in the novel is traced back by some to the time in which Shelley lived when women were brought up in a such a way that they could not think of

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Corporate soical responsibility CSR - Essay Example The objective of this paper is to discuss the responsibilities as perceived by Milton Friedman (1970) and to counter his views by attributing the different view points of for and against the businesses assuming social responsibilities. The economic responsibilities of a business organisation covers the expectations of the society that the organisations will manufacture goods and services which are needed by the customers and offer these goods and services to the customers at reasonable and affordable prices. The organisations have the additional responsibility of functioning more efficiently to be more profitable keeping the interests of the shareholders in mind (Carroll A.B, 1979). The legal responsibilities of the business organisations focuses on the behaviour of the organizations to follow the various laws and regulations framed by the government with respect to the monitoring of the competition among different business entities. These regulations may relate to the rights of the consumers and product quality, environmental laws and employment laws concerning the conduct of the business. In 2003 Schwartz and Carroll further sub-divided the legal domain. They argued that there are three types of legal responsibilities: 1) compliance, 2) avoidance of civil litigation, and 3) anticipation of the law. (Schwarz and Carroll, 2003) There are certain ethical responsibilities, which stretches the expectations from the organizations beyond those thrust by the legal provisions. This implies that the organizations have to undertake not only the responsibilities entrusted by the legal provisions but also extend the scope of their responsibilities to encompass proactive and positive efforts to meet the general norms of the society even if such norms are not prescribed by any law (Carroll and Buchholtz 2003). There is yet another responsibility which the organizations have to undertake. These are the discretionary responsibilities which expect that the corporations behave as good citizens of the community by undertaking such activities which support social causes. Friedman View of Social Responsibility of Businesses According to Milton Friedman (1983) in a capitalist economy, there is the only responsibility of the business. It is related to engage in activities designed to maximize the revenues of the organisation - within the legal frameworks. This implies that the organisation have to compete in open and free competition without deception of fraud. The directors of a company have a fiduciary responsibility to safeguard the interests of the shareholders. However, because of the reasoning to enhance the economic benefits of the stockholders, the board of directors and the executives of the company can act in an unethical manner. According to Friedman (1970) the managers has a direct responsibility to his employer to conduct the business of the company to maximize the profits. Thus the managers become the agent of the individual who is the owner of the business and their main responsibility is to execute things in the same order, as the owners want them to be. View of Friedman to managing business can be regarded as having a classical perspective. In this approach along with the purpose of an