WVCFIDP-EDC Latest As of July 07

WESTERN VISAYAS
COCONUT FARMERS AND

INDUSTRY DEVELOPMENT PLAN
1| WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

TABLE OF CONTENTS
List of Figures _____________________________________________________________ 3

List of Tables ______________________________________________________________ 4
Definition of Terms _________________________________________________________ 5
Acronyms ________________________________________________________________ 6
CHAPTER 1. INTRODUCTION _______________________________________________ 7

Coconut Levy Trust Fund Law ________________________________________________ 8
CHAPTER 2. REGIONAL COCONUT INDUSTRY ________________________________ 9

2.1. Issues and Challenges __________________________________________________ 13
2.2. Prospects/Opportunities _________________________________________________ 13
2.3. Corridors of Agri-business Development ____________________________________ 14
CHAPTER 3. COCONUT FARMERS AND INDUSTRY DEVELOPMENT

PLAN: 2022-2026 OVERALL FRAMEWORK _______________________ 20
3.1. Vision _______________________________________________________________ 21
3.2. Mission ______________________________________________________________ 21
3.3. Objectives ____________________________________________________________ 21
3.4. Goals________________________________________________________________ 21
3.5. Overall Framework _____________________________________________________ 21
CHAPTER 4. STRATEGIC PROGRAMS AND FIVE-YEAR TARGETS _______________ 23

4.1. Inter-Agency Program Planning ___________________________________________ 24
4.2. Logical Framework ____________________________________________________ 25
4.3. Program Targets (2022-2026) ____________________________________________ 27
CHAPTER 5. FIVE-YEAR INVESTMENT REQUIREMENT AND FINANCING __________ 40
CHAPTER 6. PROGRAM MONITORING AND EVALUATION ______________________ 43
CHAPTER 7. PROGRAM MANAGEMENT _____________________________________ 46

7.1. Regional Coordination __________________________________________________ 47
7.2. Implementation Mechanism ______________________________________________ 47
CHAPTER 8. ENDORSEMENT ______________________________________________ 50
ANNEXES ______________________________________________________________ 52
2 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

LIST OF FIGURES
Figure 1 - Region VI Coconut Density Map

Figure 2 - Region VI Coconut Planting Data
Figure 3 - Regional Statistics
Figure 4 - Region VI Volume of Production vs Utilization
Figure 5 - 2021 Registered Coconut Processors and Traders
Figure 6 - Oil Millers in the Region
Figure 7 - Copra Price Trend 2017-2020
Figure 8 - Value-Chain Map of Coconut Products in Western Visayas
Figure 9 - CFIDP Operating Framework
Figure 10 - Timeline for the creation of WVCFIDP
Figure 11 - Coconut Farmers and Industry Development Plan Logical Framework
Figure 12 - Proposed Systems Framework for Monitoring, Evaluation and Impact
Assessment
Figure 13 - Five-Year Trend of PCA Extension Workers

LIST OF TABLES
Table 1 - Provincial Coconut Profile

Table 2 - Estimated Percentage Distribution of Coconut-Related Economic Drivers in
Western Visayas’ Economy
Table 3 - Five-Year Financial Investment
Table 4 - Mode of Monitoring and Evaluation
Table 4 - Proposed Mode of Monitoring and Evaluation
Annex A - Physical and Financial Targets
Annex B - Target Sites and Beneficiaries
Annex C - Summary of Beneficiaries (2022-2026)
Annex D - Value Chain Analysis
Annex E - Criteria Setting for CFIDP Programs
Annex F - Stakeholders Consultation Meetings

DEFINITION OF TERMS
Coconut Farm - refers to area planted to at least 50 coconut trees
Coconut Farmer - refers to the owner of a coconut farm; tills the land (owner-
cultivator); does not till the land but has control and supervision over
the cultivation of the coconut farm; a leaseholder or tenant who tills or
supervises the cultivation of the coconut farm and a farm worker or
laborer, whether seasonal or itinerant, engaged in the harvesting of
the nuts and processing of copra as a major means of livelihood
Coconut Area - cocal area; refers to compact plantations of coconut within a specific
location with minimum area of 0.5 hectare
Coconut Levy Fund - refers to various funds generated from levies, taxes, charges and
other fees exacted or imposed pursuant to or in connection with the
sale of copra or its equivalent in other coconut products and collected
from coconut farmers, planters, millers, refiners, processors,
exporters, desiccators and other end users.

ACRONYMS
CFIDP - Coconut Farmers and Industry Development Plan

KEDP - KAANIB Enterprise Development Project
CHP - Coconut Hub Project
DCMP - Direct Coconut Marketing Project
NCFRS - National Coconut Farmers Registry System
SCFO - Small Coconut Farmers Organization
VCO - Virgin Coconut Oil
CME - Coco Methyl Ester
DA - Department of Agriculture
PCA - Philippine Coconut Authority
NDA - National Dairy Authority
PCC - Philippine Carabao Center
BAI - Bureau of Animal Industry
PCIC - Philippine Crop Insurance Corporation
PhilMech - Philippine Center for Postharvest Development and Mechanization
ATI - Agricultural Training Institute
DOST - Department of Science and Technology
PCAARRD - Philippine Council for Agriculture, Aquatic and Natural Resources
Research and Development
TESDA - Technical Education and Skills Development Authority
DTI - Department of Trade and Industry
CDA - Cooperative Development Authority
LBP - Land Bank of the Philippines
DBP - Development Bank of the Philippines
DPWH - Department of Public Works and Highways
CHED - Commission on Higher Education
LGU - Local Government Unit
MSME - Micro, Small and Medium Enterprise

CHAPTER 1
INTRODUCTION

COCONUT LEVY TRUST FUND LAW
Coconut Levy Trust Fund Law was passed by the Senate of the Philippines as Senate
Bill No. 1396 on October 5, 2020. Adapted by the House of Representatives as an
Amendment to the House Bill No. 8136 on December 16, 2020 and signed into Law by the
Honorable President Rodrigo R. Duterte on February 26, 2021
The RA 11524 or Coconut Farmers and Industry Trust Fund Act is an act creating the
Coconut Farmers and Industry Trust Fund, providing for its management and utilization,
reconstituting for the purpose of the Philippine Coconut Authority Board, and for other purposes.
The Act stipulates the Formulation of the Coconut Farmers and Industry Development Plan
(CFIDP) that will serve as guide for the development and rehabilitation of the coconut industry, the
reconstitution and strengthening of Philippine Coconut Authority, reconveyance of the Coconut Levy
assets and/or funds, the creation of Coconut Farmers and Industry Trust Fund and dispositions of
Non-cash Coconut Levy assets.
The utilization of the Trust Fund created under the RA 11524 shall be in accordance with the
Coconut Farmers and Industry Development Plan. The plan will set the directions and policies for
the development and rehabilitation of the coconut industry within fifty (50) years and shall provide
the criteria for targeting beneficiaries, the indicators in determining the attainment of the objectives
and the mechanisms for monitoring and evaluating the impact of the different components of the
program. The CFIDP shall also provide indicative funding requirement or allocation for the
implementation of any and all of the programs and projects to be funded by the Trust Fund which
funding or allocation shall be itemized or broken down on a project-to-project basis.

CHAPTER 2
REGIONAL COCONUT
INDUSTRY

Figure 1. Region VI Coconut Density Map
Western Visayas has 205,892.41 hectares coconut area or 9.87% of its total land area
planted with 20,866,592 coconut trees, 52% of which are bearing, 43% non-bearing and 5% senile
trees1. Coconut tree population is generally composed of local tall varieties, a mixture of Laguna,
Tagnanan or San Ramon. “Dahili” or local dwarf is also observed in some areas of Aklan identified
as “Banga” dwarf. In the 1980s, PCA also introduced “MAWA” hybrid. A collection of 67 talls, dwarfs
and accession can be found in the Coconut Breeding Testing Station, Capiz State University in
Mambusao, Capiz.
The average nut production in the region is 65 nuts/tree/year or 699,479,105 nuts converted
into copra that is 155,440 metric tons. The region has 181,161 hectares available for coconut
expansion with 8,047 hectares plantable coastal areas2. Most numbered of coconuts are located in
Aklan and in southern and northern portion of Negros Occidental as shown in Figure 1.
1
2019 PCA Regional Statistics
2
PCA Research and Development Branch

Figure 2. Region VI Coconut Planting Data

Figure 3. Regional Statistics
As of December 2020, there are 237,393 listed3 coconut farmers, 58% are farm owners and
owner-tillers while the rest are tenants and farm workers. About 998 Coconut Farmers
Organizations and Cooperatives4 are actively participating in different projects and activities of the
Philippine Coconut Authority and other National Government Agencies.
Only a few young engaging farmers opt to work on the coconut farm. With an aging
population the average age of which is 55 years old5 and average coconut farm size in the region is
1.4 hectares. Coconut still grown traditionally in most areas by these, the economic impact in terms
of farm productivity and income generation is relatively low.
Table 1. Provincial Coconut Profile6
The Province of Aklan ranked number one in terms of coconut area (50,821.37 hectares),
second is Negros Occidental (48,170.30 hectares), third is Iloilo (37,818.14 hectares), followed by
Capiz (31,211.86 hectares), Antique (29,549.03 hectares) and Guimaras (8,321.71 hectares).
There are about 2,584 (64%) cocal barangays in the region. These are barangays having
atleast 10% of the land area planted to coconut. The region’s average annual nut production is 65
nuts per tree per year, way below than the average nut production of the local tall variety which is 85
3
2020 PCA National Coconut Farmers Registry System
4
PCA Regional Inventory of Active CFOs/Cooperatives, December 2020
5
2021 PCA NCFRS Database
6
2019 PCA Coconut Statistics

nuts per tree per year given the optimum agro-climatic condition. The low productivity is attributed
by the age of coconut (senile), agro-climatic condition, lack of nutrients and coconut varietal factor.
ISSUES AND CHALLENGES
The coconut industry is being challenged by different factors affecting its development. With
regards to the production, it has been affected by the increasing number of senile trees at the rate of
3% annually7, some illegal cutting practices and also conversions of coconut areas into commercial
and residential land uses. Other factors are typhoons and droughts and the occurrence of pests like
Coconut Leaf Beetle (Brontispa longissima), Asiatic Palm Weevil (Rhynchophorus ferrugineus) and
the Coconut Scale Insects (Aspidiotus destructor and Aspidiotus rigidus) or “Cocolisap” and some
coconut diseases that bring minimal to moderate damage to coconuts and its production.
Moreover, the subsistence manner of farming coupled with lack of value adding operations
due to lack of post harvest and processing facilities plus the multi-layered marketing systems put
most of the coconut farmers at the disadvantaged position. Not only that, the lack of operating
capital and limited access to financial institutions immobilize the farmers’ organizations to expand or
even start-up a business. In addition, there are product quality standards and restrictive market
requirements that are difficult to meet with the absence of standard compliant-facilities and
adequate mechanization.
This situation is further aggravated by the ageing coconut farmers (average age is 55 years
old) resulting to lack of labor force in the farming communities. At the same time, the lack of PCA
personnel who are responsible to catalyze the development in the countryside resulting to
fragmented program and project implementation and monitoring (see Figure 13).
PROSPECTS/OPPORTUNITIES
There is an increasing demand for coconut products (food and non-food) in the local and
international market. This can be met through clustering of farmers and products. The consolidation
effort should be coupled with activities that would increase their capacities as an association
through the creation of business and investment portfolios.
The current clinical test for Virgin Coconut Oil (VCO) by DOST that proved its effectiveness
against mild COVID-19 infection is a welcome development8. This health benefits will increase
domestic utilization of VCO and would trigger growth in the coconut value chain that would directly
benefit the coconut farmers and the industry. With the amazing properties of VCO, a lot of
promising products can be develop like VCO capsule food supplement, VCO soap, VCO Massage
Oil, VCO cream and hair products to name a few.
Other opportunities for coconut is the Coconut Methyl Ester (CME) as a Petroleum Diesel
Fuel (PDF) quality enhancing additive. In compliance with the Philippine Clean Air Act (RA 8749),
the law provided a window of opportunity for CME Application which demonstrates a cost-effective
solution in complying with the smoke emission specifications/standards of RA 8749.
The current Coconut Methyl Ester (CME) blend is 2% and by increasing it to 5% will
significantly impact the country’s coconut industry. The higher CME content would increase
utilization domestically and would lessen the country’s dependence on the unstable world market
7
PCA Regional Coconut Statistics (2017-2019)
8
“Virgin Coconut Oil results on COVID-19 suspect and probable cases” (2021). fnri.dost.gov.ph/index/programs-and-projects/800

price for copra, CNO and other coconut-based products. The increase in the domestic utilization
demand for coconut oil through the full implementation of B5 will definitely improve the farm gate
price of copra. An increase in coco biodiesel blend to five percent (5%) is seen to increase 350,000
metric tons of coconut oil consumption, which is about 29% of yearly coconut oil production9.
Another product that would stimulate economic growth is the production of white copra, a
high-grade copra produced using indirect heating system. The system dries the copra with only hot
air comes in contact with the coconut kernel thus producing white copra. With this method the end
product is white coconut oil with appearance almost like virgin coconut oil or this could be
considered as MCT (Medium Chain Triglycerides) oil. This kind of oil can be sold to the
manufacturers of household and cosmetic products which generates higher income than ordinary
copra production.
Coconut is called the “Tree of Life” because it can provide all the basic needs of human in
order to live. There are countless possibilities by which it can be utilized for food and non-food
products. Because of the promising products from coconut, this is considered as good investment
for value adding. The meat is used for the production of coconut oil, virgin coconut oil, copra meal,
flour, desiccated coconut and for culinary purposes. Coconut water at the same time is considered
as healthiest drink and has lots of health benefits to the body. Coir products are becoming popular
for agricultural and industrial uses such as geonets, cocologs, coco pots, etc. Coco peat at the
same time is a good soil conditioner because of its organic content and high water holding capacity.
These show that the potential uses of coconut extends from crown down to its roots. Such
parts that commonly become agricultural wastes needs to be explore and develop. Coconut shell,
fronds, lumber, leaves and husk have high potential as materials for other non-food products like
novelty items, dyes, furniture, fiber boards and a lot more. The opportunity for utilization and
development of value-added products in coconut is very extensive.
CORRIDORS OF AGRI-BUSINESS DEVELOPMENT
The coconut industry in Region VI is thriving as demands for coconut products particularly
copra remains to be high together with the increasing demands for young nuts (buko) and whole
matured nuts in the domestic market.
The region’s economic drivers are the Micro, Small and Medium Enterprises (MSMEs)
composed of traders, processors and Oil Mills distributed in strategic locations in the region. As of
2021, there are 122 registered coconut businesses excluding coco-lumber trading, categorized as
71 copra traders, 9 whole nut traders, 2 green nuts or “buko” traders and 1 shell charcoal trader.
Processors are the 3 Oil Millers, 19 Virgin Coconut Oil, 17 Coir and 4 Coconut sugar Processors10.
9
Simeon, LM (February 2021). Biodiesel blend to be hiked to 5%.http://www.philstar.com/business
10
2021 PCA Region VI Registrants

Figure 5. 2021 Registered Coconut Processors and Traders
Coconut products produce locally include vinegar, soap, virgin coconut oil, charcoal, sugar,
pickles, nata de coco, bread and pastries, “bukayo”, toddy, twine and coconet, and novelty items
which are sold locally though some find their way to the international market.
Figure 6. Oil Millers in the Region
There are three (3) coconut oil mills in the Region, two (2) of them are owned and managed
by farmers’ cooperative. The Visayas Coco Development, Inc. oil mill in Jibao-an, Pavia, Iloilo has
an actual capacity of 50,000 L/year RBD oil with its product brand King’s Oil. The CASCOFAMCO
Oil Mill established on October 2019 located in Ondoy, Ivisan, Capiz is owned and managed by
Capiz Small Coconut Farmers Marketing Cooperative and is the first Coconut Hub Project of
Philippine Coconut Authority Region VI. It is operating at an actual capacity of 38,000 kgs crude oil
annually. Its products are refined cooking oil, crude oil and copra meal. Another farmers’
cooperative oil mill is located in Man-up, Altavas, owned and managed by Man-up Multi-Purpose
Cooperative with 300 kgs crude oil daily capacity. This milling facility started its operation on
September 2020 with funds from Philippine Rural Development Project. Refined oil and other

products from these two (2) mills are traded within the region. Crude oil and copra meals are traded
to the various animal feed mills.
It is estimated that coconut generates around P290 Million in revenue however, only a
portion ends in the regional treasury. Take the case of Negros Occidental wherein almost 95% of
their copra are traded in Negros Oriental or of Aklan which are sold to oil mills outside of the region.
The three (3) major local coconut industry contributors are: (1) Copra Buyer/Traders (2) Oil Mills
and (3) Coconut Processors (SMEs). The 71 registered (as of January 2021) copra buyer/traders
contribute around 57.26% on the local coconut economy.
Table 2. Estimated Percentage Distribution of Coconut-Related Economic Drivers

in Western Visayas’ Economy11
RA 8048 (Coconut Preservation Act) collection generates revenue of 4,170,192 on year

2020, this includes fees from coconut cutting, lumber trading and processing, transport of coconut
products such as lumber, seedlings, copra, nuts, etc. but still continuous cutting whether legal or
indiscriminate pose a threat and detriment to the coconut industry.
COPRA PRICE INDEX
The dependency of the coconut economy to the export market, in which 80% of country’s
coconut products are being exported with only 20% is being utilize domestically is very much
affected with the glut of vegetable oils in the international market in the previous years. The palm oil
supplies 35% of the need of the international market, followed by soybean oil which is 29% and
coconut accounts for only 2%. As a result, price of copra in the country is very erratic, adversely
affecting the income of the small coconut farmers.
11
Data based on Actual Capacity of the Enterprises and current commodity price.

Figure 7. Copra Price Trend 2017-202012
Traditionally, coconut farmers sell their copra to local traders within their Barangays in a far
lesser price. The current multi-layered market structure of copra is disadvantageous to the coconut
farmers. The middlemen often take the huge chunk on the price because they are the one who
dictate the prevailing price and copra farmers cannot complain because oftentimes these farmers
are already indebted to these traders.
COCONUT PRODUCTION AND UTILIZATION
A single nut is composed of 30% meat, 22% water, 33 % husk and 15% shell13. The coconut
husk can be disaggregated into two products: the coir/fiber and the coco peat/dust, 30% and 70% of
the husk respectively. In this, the 10,764,217 coconut bearing trees can produce 94,818 MT of
coconut oil, 62,953 MT of coco coir, 146,891 MT of coco peat and 153,885 MT of coconut water.
However, based on the existing processors only 2,867 MT (3.02%) of coconut oil is processed
within the Region, 6,048 MT (9.61%) of coco coir, 13,910 MT (9.47%) of coco peat and 15 MT
(0.01%) of coconut water annually.
Only 3% of coconut is being processed within the Region, the remaining 97% goes to other
Regions (4,5 and 7) in copra form. On the other hand, only 10% of husk is being processed into
different coir products such as geonets and geologs. Demand for geonets and geologs which is
used for slope protection by the Department of Public Works and Highways (DPWH) is being
sourced outside the region.
12
PCA Copra Price Monitoring 2017-2020
13
Banzon, et.al (1982). “Weight of various parts of Laguna Tall at 12 months maturity”. Coconut Handbook

180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
9.47%
20,000
3.02% 9.61% 1.51%
0.01%
0
CNO Coco Coir Coco Peat Coco Water VCO
PRODUCTION UTILIZATION
Figure 4. Region VI Volume of Production vs Utilization
There is a huge gap between supply and utilization of coconut in the region. The combined
processing capacities of three (3) oil mills, a big privately owned company and two cooperative
owned small oil mills is at 3% utilization of the regional coconut production. The rest are traded in
form of copra through numerous copra traders ending up to a big consolidator for shipment outside
the region. We see this as a lost opportunity in terms of processed products and jobs that could be
created.
This scenario is caused by lack of coconut processing facilities in the Region. Most of the
existing coconut processors are micro enterprises like the Community/Household-Level Coconut
Processing Project (CHCLPP) Facilities under the Kasaganaan sa Niyugan ay Kaunlaran ng
Bayan (KAANIB) Enterprise Development Project (KEDP) managed by Small Coconut Farmers
Organizations (SCFOs) or farmers’ cooperatives which majority of them are non-functional because
of the various reasons like; institutional capability and lack of operating capital, manpower, market
linkages, GMP compliant processing facilities and LTO-BFAD Certification for VCO Processors.
If the supply volume of coconut will be fully utilize (zero waste), this will generate an
estimated 33 billion pesos gross income to the economy of the region. This constitutes 12 billion
pesos from coconut oil, 800 million pesos from coco coir, 700 million pesos from coco peat and
around 20 billion pesos from coconut water.
The current business corridors and the value chain system of Region VI is mainly focused on
trading of traditional copra, the regional coconut development plan aims to address the gap
between production and utilization. Investments on shared facilities in strategic locations will be
considered for processing of high value products that will create jobs and increased sales and
income. The proposed shared service facilities (zero waste) will increase 10% on the utilization,
contributing approximately 2.97 billion pesos in the regional economy. Planting of hybrid coconuts in
suitable areas proximate to processing facilities will be prioritized to sustain the needed raw
materials and development of diversified coconut-based farming systems for increased productivity
and income.

Coconut farm Coconut
Profile Intermediaries Processors Markets
products Products
EXPORT MARKETS
Copra Traders Oil Millers 3 Crude Coconut Oil, RBD,
•Coconut Copra Refineries 2 Copra Meal, VCO-JAPAN
71
producing
barangays
2,584 Whole Nut Traders
Husked nuts 9 VCO Processors 19 Virgin Coconut Oil
•Hectares
planted with
coconut Buko
205,892.41 Traders/ Vendors Fresh young nut
Buko
2
•Registered
coconut
shell charcoal
farmers Shell/shell Shell charcoal
Trader 1
237,393 charcoal LOCAL/DOMESTIC
MARKET
•Coconut (WITHIN
bearing trees Coir Coco Coir, Fiber, REGION VI)
11,160,580 Husk Processors 17 Peat
•Nut
production per
year 683,334 Coconut sugar & syrup Coco Syrup, Coco
MT Sap processors 4 Sugar, Coco Wine,
Vinegar
PSA 2020 Statistics
Figure 8. Value Chain Map of Coconut Products in Western Visayas

CHAPTER 3
COCONUT FARMERS AND
INDUSTRY DEVELOPMENT
PLAN: 2022-2026 OVERALL
FRAMEWORK

3.1. VISION
A developed, modernized and globally competitive coconut industry that contributes to food
security, improved income and social equity of coconut farmers in Western Visayas by 2026.
3.2. MISSION
To promote and establish continued development of Western Visayas’ coconut industry

thru rehabilitation, modernization and economic transformation.
3.3. OBJECTIVES
o To increase productivity and increase income of coconut farmers

o To alleviate poverty, provide education and social equity
o To rehabilitate and modernize the coconut industry
3.4. GOALS
o To provide social protection for coconut farmers and their families

o To empower and strengthen coconut farmers organizations
o To develop diversified coconut-based farming systems for increased income and food
security
o To establish shared service facilities and provide improved on-farm and off-farm
mechanization for optimum production and processing of coconuts
o To establish climate-smart agriculture
o To create competitive, sustainable and resilient coconut industry
o To create employment in the coconut farming communities
o To develop and improve products and extend market reach
o To obtain inclusive growth for all stakeholders of the coconut industry
3.5 OVERALL FRAMEWORK
The over-all framework of the Coconut Farmers and Industry Development Plan is based
on the Philippine Development Plan which was anchored on Empowerment, Convergence,
Sustainability, Inclusive Growth and Development. Program focuses on the development of
diversified coconut farming, processing and marketing in consideration with the corridors of agro-
industries and supply and value chain of coconut products which is also in coherence with the One
DA: 12 Point Agenda, a 12 key strategies to increase farm productivity and increase income of
farmers as the twin goals. These strategies serve as guide to accelerate the transformation
towards modern and industrialized Philippine agriculture. Also, to enhance the development of the
plan the PCA Transformation Roadmap with technology loaded innovations was initially developed
alongside with the Farmers Welfare and Development Plan. The plan includes institutionalized
convergence and public-private partnership to stir up inclusive growth for all stakeholders in the
industry. The main goal of the plan is to improve and rehabilitate the industry through various
programs, deliver good services to come up with a secure and resilient coconut industry with
empowered and prosperous coconut farmers.

OPERATING FRAMEWORK
Philippine Development Plan
(Empowerment, Convergence, Sustainability, Inclusive Growth and Development)
ONE DA : 12-POINT AGENDA

(Masaganang Ani at Mataas na Kita)
LAWS AND POLICIES Secure and

Farming Processing Marketing resilient coconut
o Policy Guidance GOODS industry with
o Enforcement of Regulations Coconut Intercrops and livestock ecotowns empowered and
o Product Standards SERVICES prosperous
Corridors of Agro industries
coconut farmers
Supply Chain/Value Chain
TRANSFORMED PCA (PTR)

o Infrastructure TECH-LOADED INNOVATIONS
o Manpower PCA will be the prime mover of the supply chain/ value chain to the RIGHT DIRECTION
o Research and
Development/ Extension
o Empowerment of CFOs FARMERS’ WELFARE DEVELOPMENT PLAN
and cooperatives Institutionalized Convergence
o Social Protection /Public-Private Partnerships
Programs
IMPLEMENT CFIDP
Figure 9. CFIDP Operating Framework

CHAPTER 4
STRATEGIC PROGRAMS
AND FIVE-YEAR
TARGETS

4.1. INTER-AGENCY PROGRAM PLANNING
Crafting of the Coconut Farmers and Industry Development Plan calls for inter-agency
planning of different National Government Agencies such as:
 Department of Agriculture (DA)
 Philippine Coconut Authority (PCA)
 National Dairy Authority (NDA)
 Philippine Carabao Center (PCC)
 Bureau of Animal Industry (BAI)
 Philippine Crop Insurance Corporation (PCIC)
 Philippine Center for Postharvest Development and Mechanization(PhilMech)
 Agricultural Training Institute (ATI)
 Department of Science and Technology-Philippine Council for Agriculture,
Aquatic and Natural Resources Research and Development (DOST-PCAARRD)
 Technical Education and Skills Development Authority (TESDA)
 Department of Trade and Industry Bureau of Small and Medium Enterprise (DTI-
SME)
 Cooperative Development Authority (CDA)
 Land Bank of the Philippines (LBP)
 Development Bank of the Philippines (DBP)
 Department of Public Works and Highways (DPWH) and
 Commission on Higher Education (CHED)
Inter-Agency program planning is a holistic approach in the formulation of the

development plan. With the consideration of existing and future programs of each Agency, there
will be alignment of programs to create one common direction for the industry’s development.
The plan was substantiated with the series of stakeholders fora conducted from the second
semester of 2020 until first quarter of 2021 (see Annex G). The programs crafted are also
aligned to the Provincial Commodity and Investment Plan and Provincial Development Plan of
the six (6) provinces.
Figure 10. Timeline for the Creation of WV CFIDP

4.2. LOGICAL FRAMEWORK
The Coconut Farmers and Industry Development Plan following national programs include:
 Social Protection
 Organizing and Empowerment of Coconut Farmers
 Hybridization
 Coconut-based Farming Systems
 Shared Facilities
 Credit Program
 Research, Marketing and Promotion
 Infrastructure Development
The formulation of CFIDP is guided by the following strategic objectives: increased

productivity and income of coconut farmers; poverty alleviation, education and social equity and
rehabilitation and modernization of the coconut industry. To realize the plan, necessary inputs
such as coconut base Agro-technology, coconut industry development fund, Agri-inputs,
matured researches and commitments from National Government Agencies, Funding
Institutions and Local Government Units must be present. Priority programs focuses on hybrid
development, strengthening of farmers organization, consolidation and clustering of farm
products, provision of adequate farm mechanization, establishment of shared facilities , market
research and development, social protection and crop insurance and credit program. The
ultimate goals of the plan are to have an empowered coconut farmers and stakeholders and
resilient coconut industry (see Figure 11).

Coconut Farmers & Industry Development Plan
(Logical Framework)
Ultimate Empowered Coconut Farmers & Stakeholders Resilient Coconut Industry

Outcome
Intermediate Food Climate-smart Socio-economic Competitiveness Sustainable Industry

Outcome Security Agriculture Status
Immediate Increase raw Increased farm Increase Increase Coconut Job Generation Business Professional
outcome material production and Farmers’ Utilization Expansion Advancement
supply productivity Income
Outputs Hybrid Integrated/ Compact/ Value- Skilled & Direct Coconut Capital Crop
Added engaging Marketing/ Investment
Seednuts/ Seed Farm/ Organic insurance
Products farmers Coconut Hub/ Buko
seedlings farm Facilities
Scholarship
FMR/Trading Posts/ Centers
Program Hybrid Farms Farmers Consolidation Market Research Shared Credit Social Protection
Components Development Organization & Clustering & Development Facilities
Program Crop Insurance
Farm Trainings Infrastructure
Mechanization
Strategic Increase productivity and income of Rehabilitation and modernization of the Poverty alleviation, education
Objectives coconut farmers coconut industry and social equity
Inputs Coconut base Agro Technology Coconut Industry Agri-inputs (Coconut/ Matured Other NGAs/FIs/LGFUs
Development Fund Crop/Animal/Fertilizers/ Biologicals) Researches Commitments
PERIODIC PROGRAM MONITORING & EVALUATION

Figure 11. Coconut Farmers and Industry Development Plan Logical Framework

4.3. PROGRAM TARGETS (2022-2026)
The programs crafted in the development are the strategies to achieve the goals and
objectives of the industry. The five-year development plan strategic programs, physical targets
and beneficiaries are shown in the Annexes. (See Annex A for the Physical Targets and
Financial Requirements, Annex B for the Target Sites and Beneficiaries and Annex C for the
Summary of Beneficiaries). The programs are viable to bring development in the regional
Agricultural economy (see Annex D). This plan encourages coconut farmers and other industry
stakeholders to look coconut farming on a better perspective.
4.3.1 SOCIAL PROTECTION
Coconut farmers are considered the poorest in the Agriculture sector. With many are
situated in the far-flung areas, they have little access to technologies and government services.
Coconut farming is vital in the economy since coconut products are on the top exports of the
country. However, for the past years the number of coconut farmers continues to decline with its
ageing population. The need to safeguard these primary players in the value-chain should be
one of the main considerations in crafting plans for the development of the industry.
Social protection as defined by the United Nation Research Institute for Social
Development. is the set of policies and programs concerned with preventing, managing and
overcoming situations that affect people’s well-being. Programs to be implemented under social
protection of our coconut farmers and their families are:
1. Crop Insurance
2. Scholarship
3. Health and Medical Program
4.3.1.1. CROP INSURANCE
Region VI is often visited by typhoons and droughts which affects the coconut production
of the region. Typhoon Yolanda is one of the devastating natural phenomena that hit Region 6
leaving an estimated 6.8 million coconut trees either partially or totally damage, 45.5 millions in
nut losses valued at PhP 174.96 M not to mention losses to life and other properties which
resulted to temporary and permanent loss of livelihood or income. Aside from that, there are
coconut pests and diseases that causes minimal to large damages and farm losses. These
uncertainties contribute to the vulnerability of the coconut farmers that leaves negative impact to
the coconut industry.
With the inevitable natural calamities, farm as the major source of living should be
protected. This is where insurance emanates, to reduce the effects of particular risks to life and
properties. Crop Insurance indemnifies the insured coconut farmers against farm losses. This
will address not only the welfare aspect of the after-loss event but also in achieving the objective
of stabilizing farm income and reverse the “risk-averse” nature of farmers and push them to
invest more in new technologies that would help increase productivity.
For five-year target (2022-2026), there will be a total of 10,679 hectares coconut areas to
be insured. These will cover from 2019 Participatory Coconut Planting Project onwards. The
target areas will be harmonize with the PCIC’s Registry System for Basic Sector in Agriculture
(RSBSA) data (See Annex A. Table 1 for the Physical Target).

4.3.1.2. SCHOLARSHIP
Agriculture is becoming less popular profession to the current generation. Every year,
the number of students taking up Agriculture-related courses is getting smaller. The country is in
need of Agriculture graduates to manage the Agriculture industry. On the other hand, the ageing
and declining number of coconut farmers is becoming alarming with the food security of the
country at stake. The increasing population each year means parallel increase in food
consumption.
Moreover, mostly of our small coconut farmers cannot send their sons/daughters in the
tertiary level. Scholarship program for coconut farmers’ family members is one way to alleviate
the family from poverty. This program will aid the Agriculture industry by creating Agriculture-
professionals and help underprivileged but deserving coconut farmers’ family members to
become future pillars of the Agriculture.
Scholarship program will cover bachelor’s degree and vocational courses in Agriculture
which may include National Certification in Agriculture or informal farming courses for
Agricultural Technicians. The five-year plan incorporates 300 scholars, at 10 scholars per
province per year for PhP 135,000,000.00 total indicative investments (See Annex A. Table 2)
Qualification:
 Must be a coconut farmer or a family member
Course Preference:
 Agriculture-related courses
4.3.1.3. HEALTH AND MEDICAL PROGRAM
Majority of the coconut farmers are already in senility and with their meager income (as
stated in Chapter 2) they can’t afford health check-ups and medications. In addition, farming
livelihood is prone to accidents and many of our farmers are still non-PhilHealth members. That
is why, Health and Medical Program is a must for the coconut farmers and their families. This is
one way of protecting the most vulnerable but important sector of the industry. For five years the
total indicative investment for all the registered coconut farmers (237,393) is PhP
712,179,000.00 (see Annex A. Table 3).
How to Qualify?
 Must be a registered coconut farmer or his/her beneficiary
4.3.2. ORGANIZING AND EMPOWERMENT OF FARMERS’

ORGANIZATIONS
Community organizing and development is one of the roles in extension services.

Through organization there is a high level of public engagement thus, there is ease in
information dissemination, conducting trainings and community awareness on program
implementation. Also, this can develop community leaders, establish accountability and develop
cooperation and unity among the sectors in the community.

Coconut farmers’ organizations became the channel in efficient delivery of services.
However, many farmers’ organizations become inactive or defunct over a period of time. In
December 2020 the number of active SCFOs/Coops in the region decreases by 6.5% from
1,068 in December 2019. This is due to lack of economic activity, weak organizational structure,
less member participation and a lot more. That is why it is necessary to capacitate the
organizations through institutional capability trainings to enhance management and planning for
organizational development, business management trainings to prepare them to venture into
different coconut enterprises, various skills and technology trainings and also trainings for
values formation and mindset transformation for coconut farmers and young generation to look
deeper on the potential of coconut and the importance of coconut industry in the Agricultural
economy of the country. Trainings for coconut farmers’ organizations are categorized based on
the following:
o Capacity Building
o Business Management
o Skills Training
o Coconut Agro-Technology Training
4.3.2.1. CAPACITY BUILDING TRAINING
Conduct of Capacity Building Trainings to strengthen and capacitate Coconut–based

Organizations (CBOs), for five years there will be series of trainings, a total of 84 modules with
indicative budget of PhP 12,600,000 for 504 Coconut-Based Organizations or 2,520 individual
coconut farmers. (See Annex A. Table 4)
Capacity Building Training Module:

o Policy Development
o Leadership and Values Orientation
o Conflict Management
o Strategic Planning and Management
o Orientation on Labor and other Related Laws
o Cooperative Standards
o Rules Formulation
o Human Resource Management
o Effective Communication Skills
o Leadership Strength
o Robert’s Rule of Order
o Project monitoring and evaluation
4.3.2.2. BUSINESS MANAGEMENT TRAINING
Business Management Trainings will be given to Coconut–based Organizations engaging

on coconut enterprises, for five years there will be 84-module trainings with an indicative budget
of PhP 12,600,000 for 504 Coconut-Based Organizations or 2,520 individual coconut farmers.
(See Annex A. Table 5)
Business Management Training Module:

o Basic Accounting
o Financial Management
o Internal Control including Inventory System
o Record Management
o Economic Principles

o Marketing Management
o Global Marketing
o Supply Chain Management
o Total Quality Management
o Risk Management
o Investment and Banking Procedures
4.3.2.3. SKILLS TRAINING
Operation of different processing facilities will need knowledgeable and well-trained

operators. For five years there will be a total of 36 modules of training amounting to PhP
5,400,000 for 108 Coconut-based organizations or 1,080 beneficiaries. (See Annex A. Table 6)
Skills Training Module:

o Good Agricultural Practices
o Virgin Coconut Oil Processing
o Coconut Water and Vinegar Processing
o Coconut Oil Processing
o Coir and Geonet Processing
o Coconut-based Organic Fertilizer Processing
o Coconut Charcoal Processing
o Coir Dust Processing
o Coco Flour Processing
o Coir Twine Processing
o Coconut sugar production
o Toddy Collection Technologies
o Good Manufacturing Practices
o Hazard Analysis and Critical Control Points
o Product Packaging and Labelling
o PNS on Coconut products
4.3.2.4. COCONUT AGRO-TECHNOLOGY TRAINING
With the decreasing number of PCA extension workers, there is a need to train farmers
which will be considered as barefoot technicians to augment extension services in the field.
They will be considered after as professional farmers who can become trainers for their fellow
on the organization. For five years the region will have 10 modules of training with indicative
budget of PhP 1, 500,000.00 intended for 300 farmers coming from different CBOs. (See Annex
A. Table 7)
Coconut Agro-Technology Training Module:

o Coconut Morphology
o Coconut Varieties and Selection in Coconut
o Coconut Nursery Establishment and Management
o Coconut Planting and Replanting Systems
o Field Planting and Lay-outing
o Crop Nutrition and Management
o Coconut Based Farming Systems
o Pest and Diseases of Coconut
o Harvesting and Processing

4.3.3. HYBRIDIZATION
Hybrids are inter-varietal crosses between two morphological forms of coconut trees.
The hybrid crosses between dwarf and tall varieties have exhibited marked hybrid vigour by
having the advantages found in both palms. As such, hybrid coconut trees are resistant to
environmental stress, including drought and diseases. Hybrids also are high-yielding and are
more superior in terms of quality and quantity of copra compared to tall and dwarf varieties.
Hybridization aims to mass produce PCA recommended single cross (F1) hybrids using
Assisted Pollination (AP) technique. This is done by identifying contiguous areas planted to
OPV dwarf varieties (mother plant). For the year 2020, targets of the Region for hybrid planting
has been sourced out from Loay, Bohol and it entails high transport cost and stress to coconuts.
With the declining nut production due to existing low producing varieties, establishment of
hybrid farms in the region will address these issues.
Hybrids are early bearing varieties; they start to flower in 3 to 4.5 years and produces
harvestable nuts within 4 to 5 years. Its nut size ranges from medium to large and copra/nut of
237 to 310 grams. One (1) hectare of coconut farm planted with hybrid can produce 15,000 to
22,000 nuts or 4 to 6 tons of copra which is thrice the production of the existing varieties.
Hybridization Activities:
 Mother palm establishment/preparation
 Pollen collection and processing
 Assisted Pollination
 Hybrid seed nut selection, culling and dispersal
ECONOMIC BENEFITS/IMPACTS
 Increase Farm Productivity
 Access to quality planting materials for planting and replanting
 Increase income of coconut farmers
There are 5 target sites for the hybridization program with the total area of 57 hectares.
Total indicative investment for five years is PhP 28,500,000.00 (see Annex A. Table 8).
4.3.4. COCONUT-BASED FARMING SYSTEMS
The low productivity and low copra price triggered the unstable and depressive socio-
economic condition of the coconut farming households. Unpredictable movement of copra price
will not create a depressing situation if there are fall backs that will augment income from
coconut farming. Improving the Coconut-Based Farming Systems is the key to recuperate from
the current condition of the coconut farmers/households in rural communities.
Crop diversification in coconut farms is a well-studied strategy and battle cry of most
development and poverty reduction programs. Also, there is a need to provide appropriate
technologies, cropping patterns, water and nutrient management, changes in the traditional
practices and provision of post harvest and farm level processing. Integration of intercropping
and livestock are immediate source of income that will enhance the farm income sourcing with
the innovative participation of the coconut farming communities. This will spur the awareness of
the production sector in a reliable and sustainable source of farm income through intercropping

and animal integration and at same time providing the needed support in maintaining their
interest in taking care of the coconuts.
4.3.4.1. INTEGRATED COCONUT FARM DEVELOPMENT PROJECT
Majority of coconut farmers (landowner-tiller, tenants) own a farmland between 0.5 to

1.50 hectares only practiced in subsistence farming. Most of them are lack of entrepreneurial
knowledge to venture into business and seek appropriate financial institutions to finance the
needed post harvest facilities and capitalization and are highly dependent to usurers and traders
who take advantage of the situation. The lack of entrepreneurial and managerial skills, agro-
industrial technologies and skilled manpower incur higher overhead cost in terms of
administrative, operation and marketing.
Pursuant to One-DA strategies to increase productivity and income such expansion of

farm clustering of Bayanihan Agri-Clusters (BACs), upgrading of post-harvest, processing,
logistics and marketing support and mobilization and empowerment of partners.
This project aims to consolidate 30 hectares of coconut farm to one common coconut
production area and marketing, to establish an integrated processing facility with production
support and engage farmers-consolidators in coconut enterprise development and agri-tourism.
There are two (2) identified sites for the project at 30 hectares per site. This project will incur a
total of PhP 20,000,000.00 indicative investment for five years (see Annex A. Table 9).
4.3.4.2. COMPACT FARM DEVELOPMENT PROJECT
Compact Farm Development Project such as Kalubihan sa Kapunungan (coastal areas)

and Kalubihan sa Kamaisan (upland areas) is another coconut planting scheme to increase
coconut population in vacant but coconut suitable areas.
The coastal portions of the municipalities of Pontevedra, Panay, President Roxas, Pilar,
Sapian and Ivisan have lengths of fishponds. These areas are suitable for planting of coconuts
because of its saline water. The presence of chlorine in the soil found in these areas is good for
coconut.
On the other hand, upland areas of Dumalag, Maayon, Cuartero, Dumarao, Panitan and
Pilar are often planted to corn which are often monocropped. Planting of coconut on these areas
will help mitigate land denudation, prevent soil erosion, increase coconut population and
maximize land utilization.
Compact Farm Development Project will serve as additional raw material support to
different coconut processing facilities in Capiz and its neighboring provinces. These compact
farms have a tota area of 510 hectares for PhP 47,003,000.00 five-year indicative investment
(see Annex A. Table 10).
4.3.4.3. ORGANIC FARM DEVELOPMENT PROJECT
Nowadays, organic products have an increasing demand and it commands higher price.
Organically-grown produce are potential for exports because of the growing health-conscious
population. Organic Farm Development Project is the way to encourage coconut farmers’
organizations to practice organic farming. Organic certified organizations will have the

opportunity to recognize compliant organizations by becoming third party certifying body for the
issuance of organic certification. For initial sites, two have been identified (one in Iloilo and one
in Negros Occidental) at 1 million per site per year for a total of PhP 10,000,000.00 indicative
investment for five years (see Annex A. Table 11).
4.3.4.4. SEED FARM DEVELOPMENT PROJECT
Establishment of seed farms for early bearing and potential OPV dwarf varieties is one
way of increasing farm production. Seed Farms will serve as the source of raw materials for
planting and replanting programs to replace senile and local tall varieties. Setting up of seed
farms in each province will give easy access to all coconut farmers to good quality coconut
seedlings. There have been 4 target sites for the establishment of seed farms in the region, for a
total of 30 hectares at PhP 5,630,000.00 five-year indicative investment (see Annex A. Table
12).
4.3.4.5. INTERCROPPING
Intercropping of high value crops such as cacao, coffee and banana in coconut areas to
maximize farm productivity and increase income. This also will serve as cash crop and to
ensure food security. Intercrops may vary depending on farm suitability; preferred intercrops in
the region are coffee, cacao, ginger, banana and vegetables. This is also to support raw
materials source to local processing facility like cacao and coffee. A total of 2,830 hectares are
to be intercropped with various high value intercrops at PhP 17,688,000.00 estimated budget for
five years (see Annex A. Table 13).
4.3.4.6. ANIMAL INTEGRATION
Animal Integration is one of the means to maximize land utilization and increase farm
productivity and farmers income. It also aims for food security in the region and support to local
tourist destinations. This involves rearing of large ruminants, small ruminants for dairy and meat
purposes and poultry. Livestock are either for fattening or milk purposes and a free range and
egg production (layers) for the poultry. The target is given to every organization in a module (set
of male and female). For large ruminants there are 170 modules, each module comprises of 1
male and 4 female; for small ruminants a total of 300 modules (1 male and 11 female per
module) and 300 modules for poultry (10 male and 40 female per module) for a total five-year
investment of PhP 67,500,000.00 (see Annex A. Table 14).
4.3.5. SHARED FACILITIES
The Authority aims to develop community-based organizations and had been

implementing for several years different Community Enterprise Projects, these falls under the
KAANIB Enterprise Development Project, Coconut Hub Project, Coconut-Carabao Development
Project and the Convergence in Coconut Farming Communities towards Rural Enterprise
Development Project- VCO Processing Facility.
These projects aim to empower the Coconut Farmers Organizations/Cooperative and

venture into business of coconuts and other products in the coconut farm to improve their

economic status. By doing so, we are transforming the coconut farmers to become
cocopreneurs and treat coconut farming as a business.Coconut farming must become a viable
income-generating activity capable of supporting farmers’ needs and meeting market demands.
More community-based enterprises mean more economic activities that will help boosts the
industry.
Projects under shared facilities such as Coconut Hub Project, Direct Copra Marketing,
Buko Processing and KEDP Processing, Farm mechanization and Farm Services include
provision of building, equipment and logistical support and manpower services.
In addition, toll crushing/processing of products can be a potential business to these

facilities. Some household-level/micro scale processing can utilize the facility to do major
processing of their products.
With the establishment of different processing facilities, there should also be

development of local fabrication to address needs for machineries and equipment.
4.3.5.1. COCONUT HUB PROJECT
Low farm productivity is one of the major problems in the coconut industry. Low yield is
aggravated by low prices and lack of value added products which consequently result in low
income of the coconut farming sector and making them vulnerable to the manipulation and
control of traders and local financiers.
Within this context, the Coconut Hub Project emerges as a way forward for the coconut
farmers to improve their lives. The Project pursues agro-industrial strategy with the end in view
of addressing the problem and challenges faced by the coconut farming sector such as lack of
appropriate infrastructure, inadequacy of capital, lack of entrepreneurial environment, lack of
access to appropriate technologies and other enabling policies and support mechanism that
prevent them from achieving high productivity and economic empowerment.
The objective of the project is to establish coconut processing facility, encourage

consolidation of farm products for sustainable raw material supply, produce high-value coconut
products and by-products, engage coconut farmers association/cooperative for coconut
enterprise development, create convergence among National Government Agencies and
stakeholders and generate local employment.
Five year target for the hub is eight (8) sites with proposed location strategically located
throughout the region for PhP 150,000,000.00 total indicative investment for five years (see
Annex A. Table 15).
4.3.5.2. DIRECT COCONUT MARKETING PROJECT
The coconut oil is the country’s biggest traditional export. To date, coconut oil export
maintained its leadership in the global market. In 2017, exports volume of coconut oil amounted
to 911,392 MT with a value of USD 1.4 billion, the highest among the country’s agricultural
exports. This industry therefore is the leader among the coconut-based industries involving the
largest number of coconut farmers, on-farm workers, and plant workers. It provides raw
materials to related upstream and downstream industries such as coir, activated carbon,
coconut water and oleo-chemicals.

However, the industry’s competitiveness is low due to low coconut farms productivity
and low quality of copra. The production of quality copra being the main raw materials in oil
production has been a sustained challenge. Among the major factors that hindered coconut
farmers to produce and trade quality copra are: small sizes of coconut farms; decreasing
number of skilled farm workers to perform timely operation and farm maintenance works;
unorganized /unsynchronized harvesting, and being tied up to traders/financiers because of
cash advances due to low income resulting from low buying prices and production volume.
In the last 30 years, several interventions were provided to improve copra quality such
as catchment area production and direct copra marketing which were generally not sustained
due to some gaps:
1. Good quality copra produced and traded to oil mills were not sufficient to process a
batch so that the oil mills were forced to mix good with bad copra thereby rendering
useless the production of quality copra. Using good quality copra will produce cochin
quality oil at lower cost of production;
2. Due to the above, the oil mills were not willing to give premium or incentives for
quality copra because the volume of quality copra produced were not substantial to
significantly result in quality copra meal and oil which supposedly reduced
processing costs;
3. AO 002 series of 2003 was not favorable for coconut farmers because the penalties
for copra deterioration upon long storage in oil mill warehouses (particularly free fatty
acid contents) were shouldered by the coconut farmers by way of deduction;
4. Interventions were focused on assisting coconut farmers in terms of training and
dryer provision , neglecting the need to monitor and regulate the traders to comply
with standards despite the research results that copra deterioration happen at the
traders and that a piece of cup-size bad copra can contaminate a truckload;
5. PCA dryer design provided was not adoptive to the need of the small coconut farmers
which required a service area of 40 hectares;
6. Good Agricultural Practices (GAP), Food Safety, Fair Trade and other trade related
certification systems were not yet in place nor required which allowed the oil millers
to be just complacent in quality improvement. The traders (including farmer
cooperatives) did not have re-drying and warehousing facilities to ensure quality and
moisture determination was perceived as time-consuming and also unreliable in some
cases.
Therefore it is necessary to change strategy and re-design PCA’s and other

stakeholders’ or enablers’ interventions to provide the necessary logistics support, i.e., secure
provision for timely and organized farm operation and maintenance works, hauling of coconuts
to a designated or centralized processing area, coordinated consolidated/ synchronized
processing, consolidated warehousing and delivery to oil mills. Such interventions will be done
following these steps:
a) Identification of a partner oil mill as anchor firm to absorb buy and process the quality
copra produced and willing to share with farmers the savings on processing costs in
terms of premium pricing and other forms of benefits.
b) Based on the computed copra volume requirement, identify a cluster of coconut farmers
who would produce the volume and quality of copra required.
c) Organize the sequence & schedule of farm operations, i.e., harvesting, copra processing
and delivery to oil mills.
d) Provide the needed logistics support to each supply chain actor: appropriate dryers,
tractors and trucks for hauling, warehouse to store quality copra and volume and quality-
based incentive system.

e) Provide support for adequate moisture testers in strategic locations for fast and reliable
moisture content determination.
The system would involve a shift from an unsynchronized and poor quality copra
production and marketing with local traders/financiers to a synchronized production and
marketing of good quality copra to a partner oil mill. It will allow the coconut farmers to gain
control over their farm operations from traders. Long term increase in income will be derived
from additional prices of selling coconuts and copra that used to be profits of traders and a
pay-back incentive from oil millers as share of the savings on processing cost derived from
good quality copra. A total of 13 sites that will be considered as consolidator and processor will
be established in the region for a total investment of PhP 86,000,000.00 (see Annex A. Table
16).
4.3.5.3. BUKO PROCESSING PROJECT
Young coconuts or buko are nuts aged 6-9 months often harvested for its water as
refreshing beverage and its meat in creating different types of desserts like buko salad, buko
pie, bukayo and a lot more.
Coconut water is dubbed as “Mother Nature’s sports drink”. The coconut water can be
used as a high electrolyte beverage with low-medium glycemic index (54 ± 4) for hydration
purposes (PCA, Development of a High Electrolyte, Low Glycemic Index Coco Water Drink
2011). The primary minerals or electrolytes in coconut water are essentially the same as those
found in human blood. Thus, doctors have used it as an intravenous fluid for rehydration,
injecting it directly into the patient’s blood stream.
Coconut water has a normalizing effect and gives the body a boost of energy to
overcome a number of health-related conditions. It is effective in relieving dehydration, fatigue,
constipation, and other digestive disturbances, kidney and bladder disorders. It also has
alkalizing effect on the body, helping to counteract or balance the effects of acidifying foods
which are so common in our diets.
The objectives of this project is to establish buko processing facility, introduce value-
addition in the processing of young coconuts both meat and water, encourage more people to
drink coconut water and be aware of its many health benefit. Also this may create employment
in the community, increase farmers’ income and empower coconut based organization. This
project will be established in Pontevedra, Capiz for a total investment of PhP 6,200,000.00 (see
Annex A. Table 17).
ECONOMIC BENEFITS/IMPACTS:
 Develop economic enterprise in buko processing
 Create employment in the community
 Increase coconut farmers income
 Support tourism industry
 Promote health benefits of buko
 Proper handling and product standardization
4.3.5.4. KEDP PROCESSING FACILITY
KAANIB Enterprise Development Project (KEDP) aims to promote and institutionalize

coconut-baesd enterprises through an integrated resource-service convergence approach to

increase farm productivity and income of the small coconut farming communities. One
component of the KEDP is the Community/Household-Level Coconut Processing Project
(CHLCPP), a project which aims to develop village-level processing for food and non-food
coconut products.
The CHLCPP sites for Virgin Coconut Oil, Coconut Sugar, Coconut Coir and other allied
products does not have a GMP-compliant facility which is one of the requirement in obtaining
license certification. To resolve the prevailing problem of the organizations, a compliant facility
will be provided. A total of 28 sites for PhP 56,000,000.00 investment will be included in the
shared facilities (see Annex A. Table 18).
4.3.5.5. FARM MECHANIZATION
To enhance on-farm and off-farm operations, the right machineries and equipment is a
must. Provision of coconut farm tools like 8,000 dehusker, 8,000 mechanical climber at the
same time 275 improved dryers will improve efficiency of operations for a total of 16,275 units at
PhP 201,500,000.00 five-year indicative investment (see Annex A. Table 19).
4.3.5.6. FARM SERVICE CREW
To professionalize coconut farm workers into a farm service crew, that will be provided
with decent income, and elevate their status as skilled workers qualified for SSS and other
social benefits.
Services Offered:
 Harvesting, dehusking and transport of nuts to roadside
 Regular farm maintenance services such as weeding and clearing of undergrowth,
fertilization/mulching, removal of dried/diseased fronds, land preparation for
intercrops
 Service 2 ½ hectares/day, harvesting about 2100 nuts per day
 Special skills- harvesting at right maturity e.g., for copra and whole nuts for VCO
or DCN
Investment for the project will include logistical support and tools for farm
operations such as orchard tractor, truck, carts, farm tools, etc. for 1.815 million pesos
and tractor shed amounting to 0.30 million pesos, total investment cost is 2.115 Million
pesos per site. This will be provided to 42 processing sites all throughout the region for
a total of PhP 88,830,000.00 estimated financial requirement (see Annex A. Table 20).
4.3.6. RESEARCH, MARKETING AND PROMOTION
To boost the coconut industry, we need additional research to improve production,

processing and marketing. Conduct of marketing strategies and product promotion for possible
investment and market matching.
Coconut is called the “Tree of Life” because it can provide all the basic needs of human
in order to live. There are countless possibilities by which it can be utilized for food and non-food
products. Other coconut parts that commonly become agricultural wastes needs to be explore

and develop. Coconut shell, fronds, lumber, leaves and husk have high potential as materials
for other non-food products like novelty items. The opportunity for utilization and development of
value-added products in coconut is never ending.
4.3.6.1. TRADES AND INVESTMENT FORA
Conduct of Trades and Investment Forum provides platform for engagement and
investment to create sustainable development. It facilitates policy dialogue among stakeholders,
raising issues and concerns on enhancing services and creating long-term solutions. This will
serve also as venue to gather public and private sectors commitment for the development of the
coconut industry. For five years a total of 40 fora will be conducted, one (1) per province and 2
regional fora annually. This has a financial requirement of PhP 2,000,000.00 (see Annex A.
Table 21).
4.3.6.2. TRADE FAIRS
Promotion is essential to access market and expands product reach, the conduct of
Trade Fairs raise profiles of enterprises. This will generate awareness and open opportunities
to MSMEs for market opportunities. Through trade fairs, locally-produced products will be
showcase; at the same time this will open opportunities to meet industry partners and
customers and examine market trends. Annually there will be one provincial trade fair and 2
regional trade fairs. For five years a total of 40 trade fairs will be conducted for PhP
6,000,000.00 (see Annex A. Table 22).
4.3.6.3. RESEARCH AND DEVELOPMENT
To achieve industry growth, Research and Development must be taken into

consideration. Through research, new products will be conceptualize and develop to suit
society’s needs. Research spurs innovation, industry growth and investment opportunities.
Research activities on food and non-food coconut products can be tie up with State Universities
and Colleges within the Region. Every year two (2) researches (food and non-food) will be given
an estimated budget of one million pesos per research. A total of PhP 10,000,000.00 for five
years equivalent to 10 research activities is already a big contribution to the industry’s
development. (See Annex A. Table 23)
4.3.7. CREDIT PROGRAM
Creating Special Credit Line/Program for Coconut Farmers Organizations/Cooperatives

at low interest rate for coconut farming, processing and trading activities and for micro lending
or as condonement, amnesty or restructuring of delinquent agri-loans. A total of 51 processing
facilities needs working capital for start-up and business expansion, this needs an indicative
investment of PhP 60,000,000.00(see Annex A. Table 24).

4.3.8. INFRASTRUCTURE DEVELOPMENT
Infrastructure development are construction of different foundational services like farm to

market roads, trading posts and multi-purpose centers for the efficient delivery of goods and
services and improves productivity in the coconut farming communities.
4.3.8.1. FARM TO MARKET ROADS
Most of the coconut farms don’t have good all-weather roads. The difficulty in bringing
coconut products down to the market is the reason why farmers usually sell their product in
copra. By bringing only the coconut meat from their farm, they can have less hauling expenses
leaving behind other coconut parts like husk, shell and water. But by doing so, they are limiting
their income on copra alone.
Construction of FMRs will link production areas to markets and retain freshness of farm
produce. Area identification is with preference for coconut producing areas and processing
facilities. This is also in accordance with the Republic Act No. 8435 otherwise known as the
“Agriculture and Fishery Modernization Act of 1997 or AFMA” mandated the construction and
upgrading of Farm-to-Market Roads (FMR) as one of the priority infrastructure intervention with
significant impact in increasing agricultural productivity and reducing losses. FMR target for five
years is 61.7 kilometers for PhP 925,000,000.00. (See Annex A. Table 25)
ECONOMIC BENEFITS/IMPACTS:
 Provides better access to market
 Maintain product quality, better prices
 Increase income of coconut farmers due to lesser transportation cost
 Access to other development opportunities
4.3.8.2. TRADING POSTS
Trading post allows people from one geographic area to trade in and consolidate farm
produce. This will be the center of economic activities in the community. For a total of PhP
12,000,000.00, 12 trading posts will be established that will serve as consolidation point of
different farm products (see Annex A. Table 26).
4.3.8.3. MULTI-PURPOSE CENTERS
Multi-purpose Centers will serve as the common service point in far-flung cocal areas.
These Multipurpose Centers is for medical, educational or training venue for our coconut
farmers and their families. Each province has a target of one (1) multi-purpose center for a total
of PhP 12,000,000.00 indicative financial requirement (see Annex A. Table 27).

CHAPTER 5
FIVE-YEAR
INVESTMENT
REQUIREMENTS AND
FINANCING

The five-year development plan will serve as guide in improving industries,
sufficient supply, strengthen and capacitate organizations and develop competitiveness.
The developmental programs consist of production, processing, marketing, other
support services and programs in complementary to existing ones of different agencies
to achieve long-term goal of the coconut industry that is, to have a secure and resilient
industry with empowered coconut farmers.
INDICATIVE INVESTMENT ('000)

CFIDP PROGRAMS UNIT
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 TOTAL
SOCIAL PROTECTION 151,436 160,436 169,436 178,436 187,436 847,179
Crop Insurance hectare
Scholarship no. 9,000 18,000 27,000 36,000 45,000 135,000
Health And Medical Program no. 142,436 142,436 142,436 142,436 142,436 712,179
ORGANIZING AND EMPOWERMENT OF
7,650 7,050 6,750 5,250 5,400 32,100
FARMERS' ORGANIZATION
Trainings 7,650 7,050 6,750 5,250 5,400 32,100
Capacity Building module 2,700 2,700 2,700 2,250 2,250 12,600
Business Management module 2,700 2,700 2,700 2,250 2,250 12,600
Skills Training module 1,950 1,350 1,050 450 600 5,400
Coconut Agro-technology Training module 300 300 300 300 300 1,500
HYBRIDIZATION 5,700 5,700 5,700 5,700 5,700 28,500
COCONUT-BASED FARMING SYSTEMS 34,927 33,372 59,629 19,946 19,946 167,821
Integrated Coconut Farm Dev't Project hectare 10,000 10,000 20,000
Compact Farm Dev't Project hectare 4,300 14,031 28,672 47,003
Organic Farm Dev't Project site 2,000 2,000 2,000 2,000 2,000 10,000
Seed Farm Development Project hectare 664 535 2,151 1,140 1,140 5,630
Intercropping hectare 2,062.5 3,906.3 3,906.3 3,906.3 3,906.3 17,688
Animal Integration module 15,900 12,900 12,900 12,900 12,900 67,500
Large Ruminants 7,500 4,500 4,500 4,500 4,500 25,500
Small Ruminants 4,800 4,800 4,800 4,800 4,800 24,000
Poultry (free range) 3,600 3,600 3,600 3,600 3,600 18,000
SHARED FACILITIES 201,025 155,065 94,055 58,760 79,625 588,530
Coconut Hub Project site 75,000 37,500 18,750 18,750 150,000
Direct Coconut Marketing Project site 40,000 40,000 6,000 86,000
Buko Processing Project site 6,200 6,200
KEDP Processing Facility site 14,000 14,000 8,000 10,000 10,000 56,000
Farm Mechanization no. 40,300 40,300 40,300 40,300 40,300 201,500
Farm Services site 31,725 23,265 14,805 8,460 10,575 88,830
RESEARCH, MARKETING & PROMOTION 3,600 3,600 3,600 3,600 3,600 18,000
Trade and Investment Forum no. 400 400 400 400 400 2,000
Trade Fairs no. 1,200 1,200 1,200 1,200 1,200 6,000
Product R&D (food&non-food) no. 2,000 2,000 2,000 2,000 2,000 10,000
CREDIT PROGRAM no. 23,000 17,000 8,000 5,000 7,000 60,000
INFRASTRUCTURE DEVELOPMENT 201,000 255,000 145,500 198,000 150,000 949,500
Farm to Market Roads kilometer 195,000 255,000 127,500 198,000 150,000 925,500
Trading Posts site 6,000 6,000 12,000
Centers (Medical/Educational/Training) site 12,000 12,000
SUPPORT SERVICES 7,360 7,360 7,360 7,360 7,360 36,798
Manpower Requirement no. 7,360 7,360 7,360 7,360 7,360 36,798.3
TOTAL 635,697 644,583 500,030 482,052 466,067 2,728,428
Table 3. Five-Year Financial Investment

The indicative financial investment covers:
Social Protection
 Scholarship-miscellaneous fees, monthly stipend, book and uniform allowance, and
board and lodging
 Health and Medical Program- premium for health membership
Organizing and Empowerment of Farmers’ Organizations

 Trainings-training needs (food, venue, materials)
Hybridization
 Farm inputs, tools, equipment, labor and maintenance
Coconut-based Farming Systems

 Farm inputs, labor and maintenance, farm tools, processing facility and equipment
Shared Facilities
 Building, hauling truck, tractor, farm tools, machineries and equipment
Research, Marketing and Promotion

 Investment Fora- food, venue and materials
 Trade Fairs-food, venue and materials
 Research-research fund
Credit Program
 Working capital
Infrastructure Development
 Buildings and roads
Support Services
 Manpower Requirement- salaries and travelling expenses

CHAPTER 6
PROGRAM
MONITORING AND
EVALUATION

OPOSED SYSTEMS FRAMEWORK FOR MONITORING, EVALUATION, AND IMPACT ASSESSMENT OF THE
PROGRAM ACTIVITIES UNDER RA 11524
INPUTS:
(LGUs &Agencies’- Development Interventions)
PCA 15% Hybrid Coconut Development

(On top of major functions funded by regular budget)
PCA-PhilHealth 10% Medical Health Services

OUTCOMES IMPACTS
PCAARRD-DOST 5% Research on Coconut
POLICY/ Hybrids Rehabilitation and
INSTITUTIONAL Sustainable
SETTING TESDA-ATI (DA) 8% Trainings/Farm Schools Modernization of Increase in farmers’
Coconut Industry for Income
OUTPUTS (DIRECT EFFECTS)
Current State Bureau of SME
5%
Research, Marketing & (Empowered Coconut Farmers)
Higher Farm
of Development (DTI) Promotion Productivity & Value
Development Coconut Farmers Adding Activities More Equitable
in the 4% Crop Insurance Access and
PCIC and their
Coconut Distribution of Basic
Industry
Families, Farmers Enhanced health,
BAI, NDA, HVCC Coconut-based Farming Social Services
Sector 10% Systems/ Diversification organization & education and social
(DA) services
Cooperatives Global
10% Shared Processing Facilities
Competitiveness
PHilMech (DA) Market Access of
Farmers Cooperatives/Associations Farmers-based MSMEs
CDA 5% Development
for Coconut Products
DBP / LBP 10% Credit Programs
DPWH 10% Infrastructure Development
CHED 8% Scholarships
Continuous Monitoring and Feedback Mechanism

(Local Government Units and Interagency Program Monitoring Office)
Source: Adapted from International Center, Office of Global Research Engagement, University of Florida, 2018
Figure 12. Proposed Systems Framework for Monitoring, Evaluation and Impact Assessment

Monitoring and evaluation is crucial in the implementation of the programs. This is to
ensure that all the programs are very well implemented and with considerable impact in the
socio-economic status of the coconut farmers and their families.
COMPOSITION/ EVALUATION/ TYPE OF HIGHLIGHT OF SCHEDULE OF

STRUCTURE ASSESSMENT EVALUATION EVALUATION REPORTS
 PCA Regional Manager

 Site visit vs  In-house review  Physical  Monthly
 Provincial Division Chief
Reportorial  Field/Site Visit Accomplishment  Quarterly
 Provincial Composite
 Geotagging  Accomplishment  Timetable of  Semestral
Project Monitoring Team
 Quarterly Reports Activities  Annual
o PCA Agriculturist
 Focused Group  Budget  Terminal
o Agencies Involved
Discussion
o LGUs Involved
 Meetings and
Dialogues
Table 4. Proposed Mode of Monitoring and Evaluation
Monitoring and evaluation plan including database will be concretize upon the
Memorandum of Agreement/Understanding of the involved Agencies. Simultaneously, the initial
criteria (see Annex E) for different program interventions will be finalize by the involved
Agencies and LGUs. The said entities will craft the necessary measures to deliver all the
interventions deserved by the coconut farmers.
Coconut farming is a sustainable and viable business. This industry transformation

presses the conversion of coconut farmers from being the raw material supplier to becoming
cocopreneurs. In the pursuit of industry development, all interventions for the development of
the coconut industry will be assess as to its impact in the coconut farming families. In the
program evaluation, assessment of the over-all socio-economic impact, pre-project and post-
project assessment, baseline survey, increase income assessment, job generation, increase in
production will be conducted. Regular monitoring and feedback mechanism will also be used to
collect ideas for better programs and services in the future.

CHAPTER 7
PROGRAM
MANAGEMENT

6.1. REGIONAL COORDINATION
Regional Coordination involves regular inter-agency meetings with different National

Government Agencies’ regional offices to harmonize plans for the Regional Coconut Farmers
and Industry Development Plan. These agencies will serve as catalyst, facilitator and enabler to
develop more strategic and focused plans in pursuit of long term coconut industry development.
Other activities for Regional Coordination are selection of farmers’ representative to the
PCA Board, regional and provincial stakeholders’ fora, Regional Development Council,
Regional Management Committee Meetings and DTI Regional Coconut Cluster.
6.2. IMPLEMENTATION MECHANISM
To implement the programs indicated in the CFIDP, a list of coconut farmers that will be
the recipients of these programs is needed. The National Coconut Farmers Registry System
(NCFRS) serves as a tool to ensure effective and efficient planning, delivery and monitoring of
developmental programs and proper allocation and prioritization of government resources.
The NCFRS is done through a national survey and complete enumeration or listing of
landowners, tenants, leaseholders and farm workers through the NCFRS Enrollment Form (see
Annex F). Coconut farmers listed in the NCFRS with not more than five (5) hectares coconut
farm will be the recipients of various programs indicated in the CFIDP to ensure that the
programs will benefit the poor and marginalized as stated in the policy of RA 11524.
The Local Government Units (LGUs) play a significant role in the implementation the
programs. Initially, they have been part in rolling out the registration and validation of the
NCFRS and ensuring that no coconut farmer will be left behind through the continuing
enrollment.
CONVERGENCE APPROACH
Using the Convergence approach is one of the transformation strategies to

harness inclusive growth and development on different sector of the coconut industry.
This is done through coordination with different National Government Agencies, Local
Government Units and State Universities/Colleges including private sectors to create
greater community impact. Program implementation, monitoring and evaluation will be
done in collaborative efforts to deliver goods and services to achieve secured and
developed industry with empowered coconut farmers.
MANDANAS RULING
The most salient feature of the Mandanas Ruling is the increase in the national revenue
share of the Local Government Units (not limited to national internal revenue taxes collected by
the Bureau of Internal Revenue but includes collections (customs duties) by the Bureau of
Customs). This is expected to increase the IRA of LGUs to P234.4 billion in 2022, significantly
boosting the delivery of devolved functions.
The LGUs will play a vital role in the implementation and monitoring of the programs
crafted in the CFIDP. Termed as “full devolution,” the ruling mandates that devolved functions
must be permanently taken out from national government agencies, and empowers LGUs to

assume these. This was anchored on the premise that LGUs are in a better position to address
the needs of their constituents and can therefore deliver better services.
TESTING CENTER FOR PRODUCT QUALITY
Development of coconut products will be advance by the presence of Testing Centers

within the Region. This can be done through collaboration with the Department of Science and
Technology and State Universities like West Visayas State University in Iloilo and Central
Philippine State University in Negros Occidental.
MANPOWER REQUIREMENT
No. of Extension Workers

60
50 53
40
38 38
30
20 27 28
10
0
2017 2018 2019 2020 2021
Year
Figure 13. Five-Year Trend of PCA Extension Workers
For 2021, PCA Region VI has only 28 Coconut Development Officers (CDOs) /
extension workers. The Programs crafted in the CFIDP should be complemented with the
equivalent manpower requirement for efficient implementation and monitoring. PCA Region VI
needs additional 21 CDOs for a budgetary requirement of 36,798,300 (salaries and travelling
expenses).
REGIONAL PARTNER AGENCIES’ COMMITMENT
The Regional Coconut Farmers and Industry Development Plan is the output of several
stakeholders’ consultations in the region involving various concerns. Such concerns were
properly addressed by the development interventions from partner agencies both under the
CFIDP and Agency’s locally funded projects.
CFIDP PROGRAMS AGENCY INVOLVEMENT
SOCIAL PROTECTION PCIC, CHED, PCA-Phil Health  Agencies conducted regular meeting for the
ORGANIZING AND EMPOWERMENT OF briefing, program setting and strategic planning.
CDA, TESDA & ATI  Collaborative efforts for the crafting of the
FARMERS' ORGANIZATION
HYBRIDIZATION DOST-PCAARRD Regional Coconut Farmers and Industry
Development Plan
COCONUT-BASED FARMING SYSTEMS DA-HVCC, NDA, BAI
 Convergence approach in the implementation,
SHARED FACILITIES PHILMECH
monitoring and evaluation of different programs
RESEARCH, MARKETING & PROMOTION SME (DTI)  MOA/MOU to concretize commitments
CREDIT PROGRAM DBP & LBP
INFRASTRUCTURE DEVELOPMENT DPWH

FARMERS REPRESENTATIVES’ COMMITMENT
 Farmers’ representatives are consulted through institutionalized stakeholders meetings.

 Regional Stakeholders will be organized to include functional committees that will focus
on relevant concerns of industry players in collaboration with the implementing agencies
PRIVATE SECTOR INDUSTRY PARTNERS’ COMMITMENT
 In the course of stakeholder’s consultation, Private Sector Industry Partners will be

consulted and engaged on possible collaboration (public, private partnership) and
investments.

CHAPTER 8
ENDORSEMENT

ENDORSEMENT
May we seek for the favorable endorsement of the Regional Development Council
Chaired by the Hon. Governor Rhodora Cadiao thru the Economic Development Committee
Chaired by Engr. Gilberto Altura of the National Economic and Development Authority (NEDA)
of indicative programs and projects covering the period CY 2022-2026 for the coconut sector in
the total amount of PhP 2,728,428,000.00

ANNEXES

ANNEX A. PHYSICAL AND FINANCIAL TARGETS
Table 1. Crop Insurance

PROVINCE FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
AKLAN 800 1200 1500 1,800 2,100
ANTIQUE 318 718 1,018 1,318 1,618
CAPIZ 563 988 1,188 1,388 1,588
GUIMARAS 62 256 406 506 606
ILOILO 440 890 1,190 1,490 1,890
NEGROS OCC. 1527 1,977 2,277 2,577 2,877
TOTAL 3,710 6,029 7,579 9,079 10,679
Table 2. Scholarship
PROVINCE Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial
Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
AKLAN 10 1,500 10 3,000 10 4,500 10 6,000 10 7,500 50 22,500
ANTIQUE 10 1,500 10 3,000 10 4,500 10 6,000 10 7,500 50 22,500
CAPIZ 10 1,500 10 3,000 10 4,500 10 6,000 10 7,500 50 22,500
GUIMARAS 10 1,500 10 3,000 10 4,500 10 6,000 10 7,500 50 22,500
ILOILO 10 1,500 10 3,000 10 4,500 10 6,000 10 7,500 50 22,500
NEGROS OCC. 10 1,500 10 3,000 10 4,500 10 6,000 10 7,500 50 22,500
TOTAL 60 9,000 60 18,000 60 27,000 60 36,000 60 45,000 300 135,000
Table 3. Health and Medical Program

PROVINCE Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
AKLAN 50,672 30,403 50,672 30,403 50,672 30,403 50,672 30,403 50,672 30,403 50,672 152,016
ANTIQUE 39,404 23,642 39,404 23,642 39,404 23,642 39,404 23,642 39,404 23,642 39,404 118,212
CAPIZ 55,586 33,352 55,586 33,352 55,586 33,352 55,586 33,352 55,586 33,352 55,586 166,758
GUIMARAS 17,247 10,348 17,247 10,348 17,247 10,348 17,247 10,348 17,247 10,348 17,247 51,741
ILOILO 36,845 22,107 36,845 22,107 36,845 22,107 36,845 22,107 36,845 22,107 36,845 110,535
NEGROS OCC. 37,639 22,583 37,639 22,583 37,639 22,583 37,639 22,583 37,639 22,583 37,639 112,917
TOTAL 237,393 142,436 237,393 142,436 237,393 142,436 237,393 142,436 237,393 142,436 237,393 712,179
Table 4. Capacity Building Training

Physical Physical Physical Physical Physical Physical
PROVINCE Target Financial Target Financial Target Financial Target Financial Target Financial Target Financial
Requirement Requirement Requirement Requirement Requirement Requirement
(module) (‘000) (module) (‘000) (module) (‘000) (module) (‘000) (module) (‘000) (module) (‘000)
AKLAN 3 450 3 450 3 450 3 450 3 450 15 2,250

ANTIQUE 3 450 3 450 3 450 2 300 2 300 13 1,950
CAPIZ 3 450 3 450 3 450 3 450 3 450 15 2,250
GUIMARAS 3 450 3 450 3 450 1 150 1 150 11 1,650
ILOILO 3 450 3 450 3 450 3 450 3 450 15 2,250
NEGROS OCC. 3 450 3 450 3 450 3 450 3 450 15 2,250
TOTAL 18 2,700 18 2,700 18 2,700 15 2,250 15 2,250 84 12,600

Table 5. Business Management Training
(module) (‘000) (module) (‘000) (module) (‘000) (module (‘000) (module) (‘000) (module) (‘000)
AKLAN 3 450 3 450 3 450 3 450 3 450 15 2,250
ANTIQUE 3 450 3 450 3 450 2 300 2 300 13 1,950
CAPIZ 3 450 3 450 3 450 3 450 3 450 15 2,250
GUIMARAS 3 450 3 450 3 450 1 150 1 150 11 1,650
ILOILO 3 450 3 450 3 450 3 450 3 450 15 2,250
NEGROS OCC. 3 450 3 450 3 450 3 450 3 450 15 2,250
TOTAL 18 2,700 18 2,700 18 2,700 15 2,250 15 2,250 84 12,600
Table 6. Skills Training

AKLAN 3 450 2 300 1 150 1 150 1 150 8 1,200

ANTIQUE 2 300 1 150 1 150 1 150 1 150 6 900
CAPIZ 2 300 1 150 1 150 1 150 5 750
GUIMARAS 1 150 1 150 1 150 3 450
ILOILO 2 300 2 300 1 150 1 150 6 900
NEGROS OCC. 3 450 2 300 2 300 1 150 8 1,200
TOTAL 13 1,950 9 1,350 7 1,050 3 450 4 600 36 5,400
Table 7. Coconut Agro-Technology Training

REGION Target Financial Target Financial Target Financial Target Financial Target Financial Target Financial
REGION VI 2 300 2 300 2 300 2 300 2 300 10 1,500
Table 8. Hybridization
Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial
PROVINCE
(ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000)
CAPIZ 20 2,000 20 2,000 20 2,000 20 2,000 20 2,000 20 10,000

ILOILO 17 1,700 17 1,700 17 1,700 17 1,700 17 1,700 17 8,500
NEGROS OCC. 20 2,000 20 2,000 20 2,000 20 2,000 20 2,000 20 10,000
TOTAL 57 5,700 57 5,700 57 5,700 57 5,700 57 5,700 57 28,500
Table 9. Integrated Coconut Farm Development Project

2022 2024 TOTAL
Physical Financial Physical Financial Physical Financial
Province Target Requirement Target Requirement Target Requirement
(ha) (‘000) (ha) (‘000) (ha) (‘000)
Aklan 30 10,000 30 10,000

Iloilo 30 10,000 30 10,000
TOTAL 30 10,000 30 10,000 60 20,000

Table 10. Compact Farm Development Project
2022 2023 2024 2025 2026 TOTAL
Province Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement
(ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000)
40 2,800 2,810 2,830 2,855 2,875 40 14,170
KK-Coastal 60 4,200 4,230 4,290 4,310 60 17,030
50 3,500 3,530 3,580 50 10,610
Sub-total 40 2,800 60 7,010 50 10,560 0 10,675 0 10,765 150 41,810
30 1,500 1,521 1,549 1,577 1,598 30 7,745
KK-Upland 110 5,500 5,563 5,647 5,731 110 22,441
220 11,000 11,084 11,168 220 33,252
Sub-total 30 1,500 110 7,021 220 18,112 0 18,308 0 18,497 360 63,438
TOTAL 70 4,300 170 14,031 270 28,672 0 28,983 0 29,262 510 105,248
Table 11. Organic Farm Development Project

PROVINCE TARGET AREA INDICATIVE INVESTMENT (‘000)
(site) FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 TOTAL

Iloilo 1 1,000 1,000 1,000 1,000 1,000 5,000
Negros Occ. 1 1,000 1,000 1,000 1,000 1,000 5,000
TOTAL 2 2,000 2,000 2,000 2,000 2,000 10,000
Table 12. Seed Farm Development Project

PROVINCE
(ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000) (ha) (‘000)
AKLAN 5 318 116 116 5 550
CAPIZ 8* 266 214 225 225 225 8 1155
GUIMARAS 5 318 116 116 5 550

NEGROS OCC. 12* 399 321 337 337 337 12 1731
TOTAL 20 665 535 10 1198 794 794 30 3986
Table 13. Intercropping

R-VI Financial 2022 2023 2024 2025 2026 TOTAL
Physical Physical Financial Financial Physical PhysicalFinancial Physical Financial Physical Financial FinancialPhysical Financial
Target Province Physical
Requirement
Target Requirement
Target
Physical
Requirement
Target
Financial
Target
Requirement Requirement
Target
Financial
Requirement
Physical
Target
Target
Financial
Requirement
Requirement
Physical
Target
Financial
Target
Requirement
Physical
Requirement
Target RequirementTarget Requirement
(‘000)
(Ha) (Ha) (‘000) (Ha) (‘000) (Ha) (‘000) (Ha) (‘000) (Ha) (‘000)
(‘000) (‘000) (‘000) (‘000) (‘000) (‘000)
TOTAL 330 Aklan 2,062.5 625 3,906.25 625 5 3,906.25

318 625 1163,906.25 116
625 5
3,906.25550 2,860 17,875
Capiz 8* 266 214 225 225 225 8 1,155
Guimaras 5 318 116 116 5 550
Iloilo 17 1,017 747 859 942 942 17 4,507
Negros Occ. 12* 399 321 337 337 337 12 1,731
TOTAL 37 1,682 1,282 10 2,057 1,736 1,736 47 8,493

INTERCROP DISTRIBUTION:
PROVINCE Physical Financial Physical Financial Physica Financial Physica Financial Physical Financial Physical Financial
Target Requirement Target Requirement l Target Requirement l Target Requirement Target Requirement Target Requirement
(Ha) (‘000) (Ha) (‘000) (Ha) (‘000) (Ha) (‘000) (Ha) (‘000) (Ha) (‘000)
BANANA
AKLAN 50 312.5 50 312.5 50 312.5 50 312.5 50 312.5 250 1,562.5
ANTIQUE 50 312.5 20 125 20 125 20 125 20 125 130 812.5
CAPIZ 25 156.25 25 156.25 25 156.25 25 156.25 100 625
GUIMARAS 50 312.5 50 312.5 50 312.5 50 312.5 200 1,250
TOTAL 100 625 145 906.25 145 906.25 145 906.25 145 906.25 680 4,250
CACAO
ANTIQUE 60 375 20 125 20 125 20 125 20 125 140 875
CAPIZ 25 156.25 25 156.25 25 156.25 25 156.25 100 625
ILOILO 75 468.75 75 468.75 75 468.75 75 468.75 300 1,875

NEGROS
100 625 100 625 200 1,250
OCC.
TOTAL 60 375 120 750 120 750 220 1,375 220 1,375 740 4,625
COFFEE
ANTIQUE 50 312.5 20 125 20 125 20 125 20 125 130 812.5
CAPIZ 25 156.25 25 156.25 25 156.25 25 156.25 100 625
ILOILO 75 468.75 75 468.75 75 468.75 75 468.75 300 1,875

NEGROS
100 625 100 625 200 1,250
OCC.
TOTAL 50 220 1,375 220 1,375 120 750 120 750 730 4,562.5
GINGER
CAPIZ 25 156.25 25 156.25 25 156.25 25 156.25 100 625
TOTAL 25 156.25 25 156.25 25 156.25 25 156.25 100 625
VEGETABLES
AKLAN 50 312.5 50 312.5 30 187.5 50 312.5 40 250 220 1,375
ANTIQUE 50 312.5 15 93.75 15 93.75 15 93.75 15 93.75 110 687,.5
ILOILO 50 93.75 50 93.75 50 312.5 50 312.5 200 1,250
TOTAL 100 625 115 718.75 95 593.75 115 718.75 105 656.25 530 3,312.5
SWEET POTATO
AKLAN 20 125 20 125 10 62.5 50 312.5
TOTAL 20 125 20 125 10 62.5 50 312.5

Table 14. Animal Integration

PROVINCE (module) (‘000) (module) (‘000) (module) (‘000) (module) (‘000) (module) (‘000) (module) (‘000)
LARGE RUMINANT
AKLAN 5 750 5* 750 5 750 5* 750 5 750 25 3,750
ANTIQUE 5 750 5 750 5 750 5 750 5 750 25 3,750
CAPIZ 5 750 5 750 5 750 5 750 5 750 25 3,750
GUIMARAS 5 750 5 750 5 750 5 750 5 750 25 3,750
ILOILO 25 3,750 5 750 5 750 5 750 5 750 45 6,750
NEGROS OCC. 5 750 5 750 5 750 5 750 5 750 25 3,750
TOTAL 50 7,500 30 4,500 30 4,500 30 4,500 30 4,500 170 25,500
SMALL RUMINANT
AKLAN 10 800 10 800 10 800 10 800 10 800 50 4,000
ANTIQUE 10 800 10 800 10 800 10 800 10 800 50 4,000
CAPIZ 10 800 10 800 10 800 10 800 10 800 50 4,000
GUIMARAS 10 800 10 800 10 800 10 800 10 800 50 4,000
ILOILO 10 800 10 800 10 800 10 800 10 800 50 4,000
NEGROS OCC. 10 800 10 800 10 800 10 800 10 800 50 4,000
TOTAL 60 4,800 60 4,800 60 4,800 60 4,800 60 4,800 300 24.000
POULTRY (FREE RANGE CHICKEN)
AKLAN** 10 600 10 600 10 600 10 600 10 600 50 3,000
ANTIQUE 10 600 10 600 10 600 10 600 10 600 50 3,000
CAPIZ 10 600 10 600 10 600 10 600 10 600 50 3,000
GUIMARAS 10 600 10 600 10 600 10 600 10 600 50 3,000
ILOILO 10 600 10 600 10 600 10 600 10 600 50 3,000
NEGROS OCC. 10 600 10 600 10 600 10 600 10 600 50 3,000
TOTAL 60 3,600 60 3,600 60 3,600 60 3,600 60 3,600 300 18.000

Note: (Large Ruminant-5 heads/module {4:1}); (Small Ruminant-12 heads/module {11:1}); (Poultry-50 heads/module {40:10})
*carabao ** (Free Range Chicken and Layer-equal share)
Table 15. Coconut Hub Project
FY 2022 FY 2023 FY 2024 FY 2026 TOTAL

Physical Target Financial Physical Target Financial Physical Target Financial Physical Target Financial Physical Target Financial
Province
(site) Requirement (site) Requirement (site) Requirement (site) Requirement (site) Requirement
(‘000) (‘000) (‘000) (‘000) (‘000)
Aklan 1 18,750 1 18,750 2 37,500

Antique 1 18,750 1 18,750 2 37,500
Guimaras 1 18,750 1 18,750
Iloilo 1 18,750 1 18,750
Negros Occ. 2 37,500 2 37,500
TOTAL 4 75,000 2 37,500 1 18,750 1 18,750 8 150,000

Table 16. Direct Coconut Marketing Project
FY 2022 FY 2023 FY 2024 TOTAL
Physical Financial Physical Financial Physical Financial Physical Financial
Province Target Requirement Target Requirement Target Requirement Target Requirement
(site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000)
Aklan 1 6,000 1 6,000 2 12,000

Antique 1 6,000 3 18,000 4 24,000
Capiz* 1 10,000 1 10,000 2 20,000
Guimaras 1 6,000 1 6,000
Iloilo 2 12,000 2 12,000
Negros Occ 1 6,000 1 6,000 2 12,000
TOTAL 6 40,000 6 40,000 1 6,000 13 86,000
Table 17. Buko Processing Project

PROVINCE FY PHYSICAL TARGET FINANCIAL REQUIREMENT (‘000)
Capiz 2024 1 6,200
Table 18. KEDP Processing Facility

(site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000)
AKLAN 2 4,000 2 4,000 1 2,000 1 2,000 1 2,000 7 14,000
ANTIQUE 2 4,000 1 2,000 1 2,000 1 2,000 1 2,000 6 12,000
GUIMARAS 2 4,000 1 2,000 1 2,000 4 8,000
ILOILO 1 2,000 1 2,000 1 2,000 1 2,000 1 2,000 5 10,000
NEGROS OCC. 2 4,000 1 2,000 1 2,000 1 2,000 1 2,000 6 12,000
TOTAL 7 14,000 7 14,000 4 14,000 5 10,000 5 10,000 28 56,000
Table 19. Farm Mechanization

Financial Financial Financial Financial Financial Financial
PROVINCE Physical
Requirement
Physical
Requirement
Physical
Requirement
Physical
Requirement
Physical
Requirement
Physical
Requirement
Target Target Target Target Target Target
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
IMPROVED DRYERS
AKLAN 10 5,000 10 5,000 10 5,000 10 5,000 10 5,000 50 25,000
ANTIQUE 10 5,000 10 5,000 10 5,000 10 5,000 10 5,000 50 25,000
CAPIZ 10 5,000 10 5,000 10 5,000 10 5,000 10 5,000 50 25,000
GUIMARAS 5 2,500 5 2,500 5 2,500 5 2,500 5 2,500 25 12,500
ILOILO 10 5,000 10 5,000 10 5,000 10 5,000 10 5,000 50 25,000
NEGROS OCC. 10 5,000 10 5,000 10 5,000 10 5,000 10 5,000 50 25,000
TOTAL 55 27,500 55 27,500 55 27,500 55 27,500 55 27,500 275 137,500
MECHANICAL CLIMBERS
AKLAN 300 1,500 300 1,500 300 1,500 300 1,500 300 1,500 1500 7,500
ANTIQUE 300 1,500 300 1,500 300 1,500 300 1,500 300 1,500 1500 7,500
CAPIZ 300 1,500 300 1,500 300 1,500 300 1,500 300 1,500 1500 7,500
GUIMARAS 100 500 100 500 100 500 100 500 100 500 500 2,500
ILOILO 300 1,500 300 1,500 300 1,500 300 1,500 300 1,500 1500 7,500
NEGROS OCC. 300 1,500 300 1,500 300 1,500 300 1,500 300 1,500 1500 7,500
TOTAL 1600 8,000 1600 8,000 1600 8,000 1600 8,000 1600 8,000 8,000 40,000
DEHUSKERS
AKLAN 300 900 300 900 300 900 300 900 300 900 1500 4,500
ANTIQUE 300 900 300 900 300 900 300 900 300 900 1500 4,500
CAPIZ 300 900 300 900 300 900 300 900 300 900 1500 4,500
GUIMARAS 100 300 100 300 100 300 100 300 100 300 500 1,500
ILOILO 300 900 300 900 300 900 300 900 300 900 1500 4,500
NEGROS OCC. 300 900 300 900 300 900 300 900 300 900 1500 4,500
TOTAL 1600 4,800 1600 4,800 1600 4,800 1600 4,800 1600 4,800 8,000 24,000

Table 20. Farm Service Crew
FY 2022 FY 2023 FY 2024 2025 FY 2026 TOTAL
Phy sical Financial Phy sical Financial Phy sical Financial Phy sical Financial Phy sical Financial Phy sical Financial
Province
(site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000) (site) (‘000)
AKLAN 3 6,345 3 6,345 1 2,115 1 2,115 1 2,115 9 19,035

ANTIQUE 3 6,345 4 8,460 1 2,115 1 2,115 9 19,035
CAPIZ 2 4,230 1 2,115 1 2,115 4 8,460
GUIMARAS 1 2,115 1 2,115 1 2,115 1 2,115 4 8,460
ILOILO 3 6,345 1 2,115 1 2,115 1 2,115 1 2,115 7 14,805
NEGROS OCC. 4 8,460 1 2,115 2 4,230 1 2,115 1 2,115 9 19,035
TOTAL 15 31,725 11 23,265 7 14,805 4 8,460 5 10,575 42 88,830
Table 21. Trades and Investment Fora

PROVINCE
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
AKLAN 1 50 1 50 1 50 1 50 1 50 5 250
ANTIQUE 1 50 1 50 1 50 1 50 1 50 5 250
CAPIZ 1 50 1 50 1 50 1 50 1 50 5 250
GUIMARAS 1 50 1 50 1 50 1 50 1 50 5 250
ILOILO 1 50 1 50 1 50 1 50 1 50 5 250
NEGROS OCC. 1 50 1 50 1 50 1 50 1 50 5 250
RO 2 100 2 100 2 100 2 100 2 100 10 100
TOTAL 8 400 8 400 8 400 8 400 8 400 40 2,000
Table 22. Trade Fairs

PROVINCE Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
AKLAN 1 150 1 150 1 150 1 150 1 150 5 750
ANTIQUE 1 150 1 150 1 150 1 150 1 150 5 750
CAPIZ 1 150 1 150 1 150 1 150 1 150 5 750
GUIMARAS 1 150 1 150 1 150 1 150 1 150 5 750
ILOILO 1 150 1 150 1 150 1 150 1 150 5 750
NEGROS OCC. 1 150 1 150 1 150 1 150 1 150 5 750
RO 2 300 2 300 2 300 2 300 2 300 10 1,500

TOTAL 8 1,200 8 1,200 8 1,200 8 1,200 8 1,200 40 6,000
Table 23. Research and Development

REGION VI Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial Physical Financial
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
TOTAL 2 2,000 2 2,000 2 2,000 2 2,000 2 2,000 10 10,000

Table 24. Credit Program
PROVINCE Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement Target Requirement
(no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000) (no) (‘000)
AKLAN 4 5,000 4 5,000 1 1,000 1 1,000 1 1,000 11 13,000
ANTIQUE 4 5,000 4 4,000 1 1,000 1 1,000 2 3,000 12 14,000
CAPIZ 1 2,000 1 1,000 1 1,000 3 4,000
GUIMARAS 2 2,000 2 3,000 1 1,000 1 1,000 6 7,000
ILOILO 4 4,000 2 3,000 1 1,000 1 1,000 1 1,000 9 10,000
NEGROS OCC. 5 9,000 1 1000 2 2,000 1 1,000 1 1,000 10 14,000

TOTAL 18 25,000 14 16,000 8 9,000 5 5,000 6 7,000 51 62,000
Table 25. Farm to Market Roads

FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 T OT AL
PROVINCE P hysical Financial P hysical Financial P hysical Financial P hysical Financial P hysical Financial P hysical Financial
(km) (‘ 000) (km) (‘ 000) (km) (‘ 000) (km) (‘ 000) (km) (‘ 000) (km) (‘ 000)
AKLAN 3 45,000 3 45,000 2 30,000 2 30,000 2 30,000 12 180,000

ANTIQUE 2 30,000 2 30,000 4 60,000
CAPIZ 3 45,000 7 105,000 2 30,000 7 105,000 4 60,000 23 345,000
GUIMARAS 1 15,000 1 15,000 1 15,000 1 15,000 1 15,000 5 75,000
ILOILO 1 15,000 1 15,000 0.5 7,500 0.2 3,000 2.7 40,500
NEGROS OCC. 3 45,000 3 45,000 3 45,000 3 45,000 3 45,000 15 225,000
T OT AL 13 195,000 17 255,000 8.5 127,500 13.2 198,000 10 150,000 61.7 925,500
Table 26. Trading Posts

FY 2022 FY 2024 TOTAL
PROVINCE Financial Financial Physical Financial
Physical Target Physical Target
Requirement Requirement Target Requiremen
(Ha) (Ha)
(‘000) (‘000) (Ha) t (‘000)
AKLAN 1 1,000 1 1,000 2 2,000
ANTIQUE 1 1,000 1 1,000 2 2,000
CAPIZ 1 1,000 1 1,000 2 2,000
GUIMARAS 1 1,000 1 1,000 2 2,000
ILOILO 1 1,000 1 1,000 2 2,000
NEGROS OCC. 1 1,000 1 1,000 2 2,000
TOTAL 6 6,000 6 6,000 12 12,000
Table 27. Centers

FY 2024
PROVINCE Physical Target
Financial Requirement (‘000)
(Ha)
AKLAN 1 2,000
ANTIQUE 1 2,000
CAPIZ 1 2,000
GUIMARAS 1 2,000
ILOILO 1 2,000
NEGROS OCC. 1 2,000
TOTAL 6 12,000

ANNEX B. TARGET SITES AND BENEFICIARIES
Table 1. Capacity Building Training

NO. OF
PROVINCE NO. OF
FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
SCFOs/ SCFOs/ SCFOs/ SCFOs/ SCFOs/ SCFOs/
BENEFIACIARIE BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES
COOPs S COOPs COOPs COOPs COOPs COOPs
AKLAN 18 90 18 90 18 90 18 90 18 90 90 450
ANTIQUE 18 90 18 90 18 90 12 60 12 60 78 390
CAPIZ 18 90 18 90 18 90 18 90 18 90 90 450
GUIMARAS 18 90 18 90 18 90 6 30 6 30 66 330
ILOILO 18 90 18 90 18 90 18 90 18 90 90 450
NEGROS OCC. 18 90 18 90 18 90 18 90 18 90 90 450
TOTAL 108 540 108 540 108 540 90 450 90 450 504 2,520
Table 2. Business Management Training

PROVINCE NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES BENEFIACIARIES
COOPs COOPs COOPs COOPs COOPs COOPs
AKLAN 18 90 18 90 18 90 18 90 18 90 90 450
ANTIQUE 18 90 18 90 18 90 12 60 12 60 78 390
CAPIZ 18 90 18 90 18 90 18 90 18 90 90 450
GUIMARAS 18 90 18 90 18 90 6 30 6 30 66 330
ILOILO 18 90 18 90 18 90 18 90 18 90 90 450
NEGROS OCC. 18 90 18 90 18 90 18 90 18 90 90 450
TOTAL 108 540 108 540 108 540 90 450 90 450 504 2,520

Table 3. Skills Training
PROVINCE NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
AKLAN 9 90 6 60 3 30 3 30 3 30 24 240
ANTIQUE 6 60 3 30 3 30 3 30 3 30 18 180
CAPIZ 6 90 3 30 3 30 3 30 15 150
GUIMARAS 3 30 3 30 3 30 9 90
ILOILO 6 60 6 60 3 30 3 30 18 180
NEGROS OCC. 9 90 6 60 6 60 3 30 24 240
TOTAL 39 390 27 270 21 210 9 90 12 120 108 1,080
Table 4. Coconut Agro-Technology Training

PROVINCE NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
AKLAN 10 10 10 10 10 10 10 10 10 10 50 50
ANTIQUE 10 10 10 10 10 10 10 10 10 10 50 50
CAPIZ 10 10 10 10 10 10 10 10 10 10 50 50
GUIMARAS 10 10 10 10 10 10 10 10 10 10 50 50
ILOILO 10 10 10 10 10 10 10 10 10 10 50 50
NEGROS OCC. 10 10 10 10 10 10 10 10 10 10 50 50
TOTAL 60 60 60 60 60 60 60 60 60 60 300 300

Table 5. Hybridization
PROVINCE LOCATION FARM-OWNER TARGET AREA
(Ha.)
Capiz Badiangon, Pres. Roxas Janet Pineda 10
Ameligan, Pontevedra Randy Regalado 10
Iloilo Miag-ao, Iloilo UP Visayas 17
Negros Occ. Caliban, Murcia Alfred Apdo 5
Mambagaton, Himamaylan Jessie Efemio 15
TOTAL 5 5 57
Table 6. Integrated Coconut Farm Development Project

PROVINCE LOCATION COOPERATIVE NO. OF TARGET FINANCIAL
BENEFICIARIES AREA REQUIREMENT
(Ha.) (‘000)
Aklan Antipolo, Ibajay Antipolo SCFO 50 30 10,000
Iloilo San Jose, Tubungan Tubungan CFA 210 30 10,000
TOTAL 2 260 60 20,000
Table 7. Compact Farm Development Project

NO. OF
NO. OF
AREA SCFOs /
PROVINCE FY MUNICIPALITY SCFOs/COOPs BENEFI-
(Ha.) COOPs
CIARIES
SERVED
CAPIZ 2022 PONTEVEDRA 40 Ameligan/ Cabugao/ Gabuc SCFO 3 30

Buntod/ Binangig/ Hamul awon
2023 PANAY 30 3 20
SCFO
PRES. ROXAS 20 Aranguel/Pondol/Quiajo SCFO 3 20
ROXAS CITY 10 Balijuagan SCFO/ Talon SCFO 2 5

Dulangan/ Sn Fernando/Casanayan
2024 PILAR 20 3 10
SCFO
SAPIAN 20 Lonoy/Majanlud/Dapdapan SCFO 3 10
IVISAN 10 Basiao/Balaring/A. Navarra SCFO 3 5
TOTAL 150 20 100
CAPIZ 2022 DUMALAG 30 AGRACA AR Coop 1 20
2023 MAAYON 35 TQB SCFO 1 30
CUARTERO 40 Agdahon/ Carataya/Lunayan SCFO 3 40
DUMARAO 35 Bungsuan/Sgda Familia SCFO 2 30
2024 PANITAN 40 Capagao/ Timpas/ SCFO 2 30

Sn Silvestre/Tabun-acan/ Yating
PILAR 60 3 50
SCFO
Goce/ Badiangon/
PRES. ROXAS 60 4 50
Manoling/Bayuyan SCFO
TAPAZ 60 SIDC TAMCO 1 50
TOTAL 360 17 300

Table 8. Organic Farm Development Project
PROVINCE LOCATION Name of SCFO/COOP NO. OF BENEFICIARIES
Iloilo Lanciola, Sara Lanciola SCFO 25

Negros Occ. Enclaro,Binalbagan PEACEPOND Farmers 50
Association
TOTAL 2 75
Table 9. Seed Farm Development Project

PROVINCE LOCATION TARGET AREA FINANCIAL REQUIREMENT
(Ha.) (‘000)
AKLAN Tambuan, Malinao 5 550
CAPIZ San Martin, Dumalag 8 1.155
GUIMARAS Nazaret, Buenavista 5 550
NEGROS OCC. Tabunan, Bago City 12 1.731
TOTAL 4 30 3,986
Table 10. Animal Integration

RVI LARGE RUMINANT SMALL RUMINANT POULTRY TOTAL
NO. OF CBOs SERVED 150 300 300 750
NO. OF INDIVIDUAL
600 3,300 3,000 6,900
BENEFICIARIES
Table 11. Coconut Hub Project

PROVINCE FY LOCATION COMMODITY ORGANIZATIONs/COOPs NO. OF
BENEFICIARIES
2022 Antipolo,
Coir & water Antipolo SCFO 50
Ibajay
Aklan
Man-up, Man-up Multi-Purpose
Oil and water 140
Altavas Cooperative
Patria Multi-Purpose
Patria, Pandan Oil & Coir 187
Cooperative
Antique
Funda, Hamtic Oil &Coir Funda SCFO 50
Nazaret,
Guimaras Oil & Coir Nazaret SCFO 100
Buenavista
Loong, Northern Iloilo Multi-Crop
Iloilo Coir & VCO 135
Concepcion Farmers Marketing Cooperative
Bacuyangan, Hinoban-on Entrepreneurs and
Oil& Coir 50
Negros Hinoba-an Leaders Partnership
Occidental Poblacion,
Oil &Coir AKAY-SAGAY 70
Sagay
TOTAL 782

Table 12. Direct Coconut Marketing Project
NO. OF
PROVINCE FUNDING YEAR LOCATION ORGANIZATIONs/COOPs
BENEFICIARIES
2022 Janlud, Libacao Janlud Small Coconut Farmers Association 51
Aklan
2023 San Jose, Ibajay San Jose Farmers Association 118
2022 Union. Libertad Goldensun Coco Planters Association 50
Anini-y Igpalge Coco Farmers MPC 100
Antique 2023
Caluya Masanag SCFO 50
San Jose Durog SCFO 50
2022 President Roxas Dulangan Farmers Association 200
Capiz*
2023 Dumalag AGRACA Agrarian Reform Cooperative 250
Guimaras Small Coconut Farmers
Guimaras 2023 Jordan
Organization
500
Leon Small Coconut Farmers Marketing

Leon 180
Cooperative
Iloilo 2022
Concepcion Concepcion SCFO 135
Hinoban-on Entrepreneurs and Leaders
Negros 2022 Hinoba-an 50
Partnership
Occidental 2024 Cauayan Bajay Patol Agrarian Reform Cooperative 80
TOTAL 13 1,814
Table 13. Buko Processing Project

PROVINCE LOCATION NAME OF CBO NO. OF BENEFICIARIES
Capiz Pontevedra Pontevedra Vendors Coop 150
Table 14. KAANIB Enterprise Development Project

FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
PROVINCE TYPE OF NO. OF FARMER- TYPE OF NO. OF FARMER- TYPE OF NO. OF FARMER- TYPE OF NO. OF FARMER- TYPE OF NO. OF FARMER-
CBO NAME CBO NAME CBO NAME CBO NAME CBO NAME
FACILTY BENEFIACIARIES FACILTY BENEFIACIARIES FACILTY BENEFIACIARIES FACILTY BENEFIACIARIES FACILTY BENEFIACIARIES
Buruanga
Ibao Coconut Panayakan Libas Coconut
VCO 88 VCO 50 Water 50 Coir 80 Batan RIC Coir 80
Farmers Org SCFO SCFO Farmers
AKLAN
Nabas Coconut Ibao Coconut Coco Ass'n
VCO 115 88
Farmers Ass'n Farmers Org. Sugar
Goldensun Coco Igpalge Durog Coco
VCO/ San Andres Coir/ Coconut Coco based Coco Magsaysay VCO/
Planters Ass'n, 50 50 50 Planters 50 50
Vinegar SCFO Shellcrafts Farmers delicacies Sugar SCFO Vinegar
ANTIQUE Inc. Ass’n.
MPC
Masanag CFFA Coir 50
Agsanayan coco Cabano coco
VCO 55 Lanipe SCFO 50 50
SCFO suagr SCFO sugar
GUIMARAS
Sta Teresa
VCO 55
SCFO
coco Agtatacay Santiago Batuan Quianan coco

ILOILO Lemery SCFO 50 VCO 50 VCO 60 coir 50 60
sugar SCFO SCFO SCFO SCFO sugar
Nabulao Salamanc
Masulog SCFO VCO 50 coir 50 VCO 50 Elijan SCFO VCO 50 GCARC VCO 50
SCFO a SCFO
NEGROS OCC.
Bug-ang SCFO VCO 50
TOTAL 7 453 7 398 4 210 5 280 5 290

Table 15. Farm Service Crew
FUNDING
PROVINCE LOCATION ORGANIZATION NO. OF MEMBERS
YEAR
Antipolo, Ibajay Antipolo SCFO 50
2022 Ibao, Lezo Ibao Coconut Farmers Org 88
Buenasuerte, Nabas Nabas Coconut Farmers Ass'n 115
Man-up, Altavas Man-up Multi-Purpose Cooperative 140
AKLAN 2023 San Jose, Ibajay San Jose Farmers Association 118
Panayakan, T angalan Panayakan SCFO 50
2024 Libas, Banga Libas SCFO 50
2025 Alegria, Buruanga Buruanga Coconut Farmers Ass'n 80
2026 Mandong, Batan Batan RIC 80
Patria, Pandan Patria Multi-Purpose Cooperative 187
2022 Union, Libertad Goldensun Coco Planters Ass'n, Inc. 50
Masanag, Caluya Masanag CFFA 50
Igaplage, Anini-y Igpalge Coco Farmers MPC 100
ANT IQUE Masanag, Caluya Masanag SCFO 50
2023
Durog, San Jose Durog SCFO 50
San Andres, Pandan San Andres SCFO 50
2024 Igpalge, Barbaza Igpalge Coconut Farmers MPC 50
2026 Magsaysay, Patnongon Magsaysay SCFO 50
President Roxas Dulangan Farmers Association 200
2022
Ondoy, Ivisan CASCOFAMCO 2000
CAPIZ
2023 Dumalag AGRACA Agrarian Reform 250
2024 Pontevedra Cooperative
Pontevedra Vendors Coop 150
2023 Jordan Guimaras Small Coconut Farmers 500
2024 Nazaret, Buenavista Organization
Nazaret SCFO 100
GUIMARAS
2025 Lanipe, Nueva Valencia Lanipe SCFO 50
2026 Cabano, San Lorenzo Cabano SCFO 50
Leon Leon Small Coconut Farmers 180
2022 Concepcion Marketing Cooperative
Concepcion SCFO 135
Lemery Lemery SCFO 50
ILOILO 2023 Agtatacay, Dingle Agtatacay SCFO 50
2024 Santiago, Barotac Viejo Santiago SCFO 60
2025 Batuan, Balasan Batuan SCFO 50
2026 Quianan, San Joaquin Quianan SCFO 60
Bacuyangan, Hinoba-an Hinoban-on Entrepreneurs and 50
Poblacion, Sagay Leaders Partnership
AKAY-SAGAY 70
2022
Masulog, La Castellana Masulog SCFO 50
Bug-ang, T oboso Bug-ang SCFO 50
NEGROS OCC. 2023 Nabulao, Sipalay Nabulao SCFO 50
Caliling, Cauayan Bajay Patol Agrarian Reform 80
2024
Salamanca, T oboso Cooperative
Salamanca SCFO 50
2025 Elijan, Bago Elijan SCFO 50
2026 Bulata, Cauayan GCARC 50
TOTAL 42 5793

Table 16. Farm to Market Road
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
PROVINCE LENGTH LENGTH LENGTH LENGTH LENGTH
MUN. BRGY MUN. BRGY MUN. BRGY MUN. BRGY MUN. BRGY
(KM) (KM) (KM) (KM) (KM)
Lezo Ibao 1 Ibajay Antipolo 3 Libacao Julita 1 Balete Calizo 2 Buruanga Habana 2
AKLAN
Altavas Man-up 2 Libacao Guadalupe 1
Anini-y Igpalge 1 Tobias Fornier Igbangcal C 1
ANTIQUE
Hamtic Casalngan 1 Anini-y Milagrosa 1
CAPIZ Pres. Roxas Badiangon 3 Ivisan Cabugao-Malocloc 7 Sapian Lonoy 2 Mambusao-Sapian Bating- Pob. Sapian 7 Mambusao Caidquid-Burias 4
GUIMARAS Buenavista Nazareth 1 Jordan Sta.Sur
Teresa 1 Nueva Valencia Napandong 1 San Lorenzo Aguilar 1 Sibunag (CBTU)
Tanglad 1
Lemery Anabo 0.5 Leon Odong-odong 0.5 Balasan Zaragosa 0.5 Sara Lanciola 0.2
ILOILO
Tubungan Balicua 0.5 Balasan Batuan 0.5
NEGROS OCC. Bago Tabunan 3 Cauayan Caliling 3 La Castellana Masulog 3 Cauayan Baclao 3 Cauayan Tambad 3
TOTAL 13 17 8.5 13.2 10
TARGET BENEFICIARIES:
PROVINCE NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
NO. OF
NO. OF FARMER-
AKLAN 5 250 10 800 8 400 4 350 4 300 31 2,100
ANTIQUE 2 100 2 150 4 250
CAPIZ 1 30 2 150 1 50 2 150 2 150 8 530
GUIMARAS 1 50 1 50 1 50 1 50 1 50 5 250
ILOILO 2 150 2 200 1 50 1 50 6 450
NEGROS OCC. 1 170 1 100 2 120 2 100 1 100 7 590
TOTAL 11 700 17 1,400 12 620 9 650 7 550 61 4,170

Table 17. Trading Posts
FY 2022 FY 2024
PROVINCE NO. OF SCFOs/ NO. OF NO. OF SCFOs/ NO. OF
MUNICIPALITY BARANGAY MUNICIPALITY BARANGAY
COOPs BENEFICIARIES COOPs BENEFICIARIES
AKLAN Malay Poblacion 10 450 Kalibo Nalook 15 600
ANTIQUE Anini-y Magdalena 9 401 Bugasong Ilaures 12 450
CAPIZ Pilar Dulangan 4 200 Cuartero Maindang 5 300
GUIMARAS Jordan San Miguel 10 500 Buenavista Sto. Rosario 8 800
ILOILO Tubungan San Jose 10 500 Lemery Poblacion 15 750
NEGROS OCC. Hinoba-an Pook 13 650 Cauayan Caliling 15 800
TOTAL 56 2,701 70 5,850
Table 18. Centers

PROVINCE MUNICIPALITY BARANGAY NO. OF SCFOs/ COOPs NO. OF BENEFICIARIES
AKLAN Ibajay San Jose 50 2000
ANTIQUE Hamtic Funda 7 487
CAPIZ Dumalag San Martin 10 150
GUIMARAS Buenavista Nazaret 10 300
ILOILO Balasan Camambugan 10 500
NEGROS OCC. Hinoba-an Pook 22 1100
TOTAL 99 4,237

ANNEX C. SUMMARY OF BENEFICIARIES (2022-2026)

PROVINCE No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of
CBOs Individual CBOs Individual CBOs Individual CBOs Individual CBOs Individual CBOs Individual
served Beneficiaries served Beneficiaries served Beneficiaries served Beneficiaries served Beneficiaries served Beneficiaries
Social Protection 998 241,163 998 243,482 998 245,032 998 246,532 998 248,132 998 248,372
Organizing and
315 1,530 303 1,410 297 1,350 249 1,050 252 1,080 1,416 6,420
Empowerment
Hybridization 22 1,137 22 1,137 22 1,137 22 1,137 22 1,137 110 5,685
Coconut-Based
165 1,885 180 2,225 188 3,295 168 3,410 168 3,410 869 14,225
Farming Systems
Shared Facilities 233 4,176 230 4,441 222 3,240 220 2,980 221 3,040 1,126 17,877
Research,
Marketing & 120 6,000 120 6,000 120 6,000 120 6,000 120 6,000 600 30,000
Promotion
Credit Program 18 900 14 700 8 400 5 250 6 300 51 2,550
Infrastructure
67 3,401 17 1,400 181 10,707 9 650 7 550 281 16,708
Development
TOTAL 1,938 260,192 1,884 260,795 2,036 271,161 1,791 262,009 1,794 263,649 5,451 341,837

ANNEX D. VALUE-CHAIN ANALYSIS
FOR ONE (1) HECTARE COCONUT FARM
INCOME FROM COCONUT PRODUCTS
STAKEHOLDERS COST OF INPUTS SELLING PRICE GROSS RETURNS

WHOLE NUT
FARMER
Whole Nut 4 30,000
TRADER
Husked Nut 30,000 6.50 48,750
TOTAL 78,750
COCO COIR & FIBER
Farmer-whole nut 4 30,000
Trader-husked nut 30,000 6.50 48,750
Husk 0.30/husk 2,250
PROCESSOR 2,250
Coir Dust 2,940/MT 4,630.5
Fiber 11,368/MT 7,673
TOTAL 93,303.9
CNO PROCESSING
FARMER 14,894 24 36,000
Copra 14,894 24 36,000
TRADER
Copra 36,000 28 42,000
COPRA PROCESSORS
CNO 42,000 34.3/kg 50,439
CXP 9.56/kg 5,556.75
TOTAL 133,996
CNO TO CME
CME 31,385 43/L 43,361.20
Glycerin 49.30/kg 6,315
HUSKED NUTS TO VCO & COCO WATER
VCO 48,750 700/L 420,000

Coco Water 130/L 195,000
TOTAL 615,000
YOUNG NUTS
FARMER TARDER 10/nut 75,000
VENDOR 75,000 25/nut 187,500
RESELLER 75,000 45/nut 337,500
COCOWATER 75,000 130/L 195,000
TOTAL 795,000
Source: PCA Region XII Roadmap, Dr. J.B. Sangalang, December 2020

FARM INCOME COMPARISON OF LOCAL AND HYBRID VARIETY
(1 HECTARE FARM) LOCAL TALL VARIETY HYBRID VARIETY
No. of Trees 143 143

Ave. Nut/Tree 65 150
Ave. Production/Year 9,295 21,450
Copra (kg) 2,323 5,362
Copra Sales (35/kg) 81,305 187,670
MONOCROPPING VS DIVERSIFIED FARMING
FARM INCOME SOURCES GROSS INCOME COST OF PRODUCTION NET INCOME
Coconut monocrop (1Ha)

Whole Nut 22,500.00 980.00 21,520.00
Copra + charcoal + husk 36,475.00 13,570.00 22,905.00
Intercrops (ha)
Cacao (wet beans) 94,630.00 25,930.00 68,700.00
Coffee (dry beans) 122,543.00 24,543.00 98,000.00
Various coconut & intercrops, poultry, fishery,
301,998.40 61,201.60 258,348.35
livestock products (CBDF)
Source: PCA Region XII Roadmap, Dr. J.B. Sangalang, December 2020

ANNEX E. CRITERIA SETTING FOR CFIDP PROGRAMS

ANNEX F. NATIONAL COCONUT FARMERS REGISTRY SYSTEM (NCFRS) FORM
Front Back

ANNEX G. STAKEHOLDERS CONSULTATION MEETINGS
Province Date Conducted Total Number of
Participants
AKLAN October 21, 2020 17
October 30, 2020
ANTIQUE 31
November 27, 2020
CAPIZ October 30, 2020 26
GUIMARAS November 13, 2020 44
ILOILO November 13, 2020 16
NEGROS OCC November 20, 2020 23
July 08, 2020 /
16
September 22, 2020
January 13, 2021 21
RO February 24, 2021 17
March 23, 2021 14
April 28, 2021 12
May 26, 2021 8
STAKEHOLDERS CONSULTATION CY 2020
Regional Coconut Industry Stakeholders Meeting, July 08, 2020.

Regional Coconut Industry Stakeholders Meeting, September 22, 2020.
Provincial Stakeholders Forum of Aklan Province, October 21, 2020.

Provincial Stakeholders Forum of Antique Province, October 30, 2020.
Provincial Stakeholders Forum of Antique Province, November 27, 2020.

Provincial Stakeholders Forum of Guimaras Province, November 13, 2020.
Provincial Stakeholders Forum of Negros Occidental Province, November 20, 2020.

STAKEHOLDERS CONSULTATION CY 2021
CY 2021 1 Regional Coco Farmers & Industry Stakeholders’ Forum, January 13, 2021 .
st
Coconut Farmers, Consultation/Meeting re: RA 11524, March 23, 2021.

REFERENCES
Republic Act No. 11524 (2021). https://www.officialgazette.gov.ph

Philippine Coconut Authority Regional Coconut Statistics 2019
PCA 2020 National Coconut Farmers Registry System
PCA Oil Palm and Other Special Concerns Division, 2021 NCFRS Database
2021 PCA Registrants
2020 Inventory of Active SCFOs and Cooperatives
Simeon, LM.”Biodiesel blend to be hiked to 5%”. The Philippine Star
2021.”Virgin Coconut Oil study results on COVID-19 suspect and probable cases”, fnridost.gov.ph
Banzon, et.al (1982). “Weight of various parts of Laguna Tall at 12 months maturity”. Coconut
Handbook
Dr. J.B. Sangalang, December 2020. PCA Region XII Roadmap

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WESTERN VISAYAS

COCONUT FARMERS AND

1| WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

List of Figures _____________________________________________________________ 3

CHAPTER 1. INTRODUCTION _______________________________________________ 7

CHAPTER 2. REGIONAL COCONUT INDUSTRY ________________________________ 9

CHAPTER 3. COCONUT FARMERS AND INDUSTRY DEVELOPMENT

CHAPTER 4. STRATEGIC PROGRAMS AND FIVE-YEAR TARGETS _______________ 23

CHAPTER 5. FIVE-YEAR INVESTMENT REQUIREMENT AND FINANCING __________ 40

CHAPTER 6. PROGRAM MONITORING AND EVALUATION ______________________ 43

CHAPTER 7. PROGRAM MANAGEMENT _____________________________________ 46

CHAPTER 8. ENDORSEMENT ______________________________________________ 50

2 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Figure 1 - Region VI Coconut Density Map

3 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Table 1 - Provincial Coconut Profile

4 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Coconut Farm - refers to area planted to at least 50 coconut trees

5 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

CFIDP - Coconut Farmers and Industry Development Plan

6 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

7 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

8 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

9 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

10 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

11 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Table 1. Provincial Coconut Profile6

12 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

ISSUES AND CHALLENGES

13 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

CORRIDORS OF AGRI-BUSINESS DEVELOPMENT

14 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Figure 6. Oil Millers in the Region

15 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Table 2. Estimated Percentage Distribution of Coconut-Related Economic Drivers

RA 8048 (Coconut Preservation Act) collection generates revenue of 4,170,192 on year

COPRA PRICE INDEX

16 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

COCONUT PRODUCTION AND UTILIZATION

17 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Figure 4. Region VI Volume of Production vs Utilization

18 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Figure 8. Value Chain Map of Coconut Products in Western Visayas

19 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

20 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

To promote and establish continued development of Western Visayas’ coconut industry

o To increase productivity and increase income of coconut farmers

o To provide social protection for coconut farmers and their families

3.5 OVERALL FRAMEWORK

21 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Philippine Development Plan

(Empowerment, Convergence, Sustainability, Inclusive Growth and Development)

ONE DA : 12-POINT AGENDA

LAWS AND POLICIES Secure and

TRANSFORMED PCA (PTR)

Figure 9. CFIDP Operating Framework

22 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

23 | WESTERN VISAYAS COCONUT FARMERS AND INDUSTRY DEVELOPMENT PLAN

Inter-Agency program planning is a holistic approach in the formulation of the