The Philippines' rice self-sufficiency program : 1966-68 and 1973-75
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1981-01
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Honolulu : East-West Resource Systems Institute
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Abstract
Achieving self-sufficiency in rice production has been one of the top priorities of the Philippine government. This case history discusses the government's two programs to attain this goal.
The case is divided into two parts. Part 1 focuses on the 1966-68 program instituted soon after Ferdinand E. Marcos took over as president. This account discusses in detail the overall environment, program design, and implementation of the rice program, with special emphasis on production goal setting, marketing and distribution, field organization structure, and the framework for overall coordination and control. It brings out the numerous problems encountered at the various stages of the program; and the organizational and administrative steps taken to make this program yield significant results. The pivotal role of leadership in success of this program is also emphasized.
Part 2 of the case describes a second rice self-sufficiency program, Masagana 99, launched in 1973. The two programs are similar in content and are strongly linked to each other. They have, however, entirely different political environments, behavioral components, and major explanatory variables. The 1973 program provides a longer-term perspective for the 1966-68 program and clarifies the nature of the project management cycle. In the context of rice production, attaining self-sufficiency is an ongoing effort and one that cannot be set aside with the achievement of original goals.
Both rice self-sufficient programs are a complex of many subprograms and subprojects, requiring participation of many agencies. This case examines the administration of an interagency umbrella that coordinates, directs, and controls the operations of various agencies.
The case is divided into two parts. Part 1 focuses on the 1966-68 program instituted soon after Ferdinand E. Marcos took over as president. This account discusses in detail the overall environment, program design, and implementation of the rice program, with special emphasis on production goal setting, marketing and distribution, field organization structure, and the framework for overall coordination and control. It brings out the numerous problems encountered at the various stages of the program; and the organizational and administrative steps taken to make this program yield significant results. The pivotal role of leadership in success of this program is also emphasized.
Part 2 of the case describes a second rice self-sufficiency program, Masagana 99, launched in 1973. The two programs are similar in content and are strongly linked to each other. They have, however, entirely different political environments, behavioral components, and major explanatory variables. The 1973 program provides a longer-term perspective for the 1966-68 program and clarifies the nature of the project management cycle. In the context of rice production, attaining self-sufficiency is an ongoing effort and one that cannot be set aside with the achievement of original goals.
Both rice self-sufficient programs are a complex of many subprograms and subprojects, requiring participation of many agencies. This case examines the administration of an interagency umbrella that coordinates, directs, and controls the operations of various agencies.
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Keywords
Rice trade - Philippines, Agriculture and state - Philippines, Economic development projects - Philippines - Management - Case studies
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xi, 36 p.
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