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Options in the 80s for Philippine Agriculture and Resources Research in Support of Rural Development
Dissertation Abstract:
This study was conceived mainly to determine what lies in the 1980s for the national agricultural and resources research system (NARS). Ten evaluation parameters were used, namely: functions, scope, priorities, present resource and responsibilities, autonomy, facilities, staffing, coordination, liaison with extension and development-oriented services, and international linkages.
Seventy-one agency heads of selected members of NARS, both at the central office (CO) and eight randomly selected regional offices (RO), were interviewed using an interview schedule. They represented three sectors, namely: development planning, research implementation, and research users/beneficiaries. The findings of this study were analyzed in conjunction with the findings of eight review programs/studies previously conducted on NARS by the Philippine Council for Agriculture and Resources Research (PCARR) and by other agencies during the period 1972-81. During this time, PCARR was mandated by Philippine laws to act as the overall manager of NARS. Under the leadership of PCARR, NARS undertook a number of organizational innovations.
The findings of this study support those of the studies conducted on the functions of NARS under the PCARR's leadership. In general, the respondents of this study indicated that the functions of NARS under PCARR's leadership extended from research identification/generation to research validation/technology packaging to technology dissemination/use. Thus, under PCARR's leadership, NARS had to take a more assertive and aggressive role in ensuring that the research/technology continuum is indeed completed and, at the same time, avoid duplication of existing agency functions.
Under PCARR's leadership, NARS had to give priority to the strengthening of the last two phases of the research/technology continuum, to applied research, social science, and research-related activities of the PCARR network members.
Findings indicated that uner PCARR's leadership, NARS had to intensify working linkages with the extension arm of the government; secondly, the PCARR network of national, regional, and local research centers/stations/consortia had to be activated to meet the felt need for extending PCARR's role in regional and local agriculture and resources research management; and with due consideration for limited funding support, the overall management and operation of NARS under PCARR's leadership needed improvement, particularly in its policies on research planning and priority setting of goals and resources.
On the whole, the research information and technology packages generated by NARS can be productively used in hastening the successful completion of agricultural, rural, and national development undertakings. The organization of NARS itself, including its research management technologies, may prove useful to development planners and implementors in a mutually beneficial manner. Management-wise, PCARR's coordinative role requires further examination to determine whether it is suitable, given the functions it was mandated to discharge.