Municipality of Guimba, Nueva Ecija Official Website
1.5.0 of Guimba
“A More Progressive Guimba in 2015!”
1.5.0 represents the key milestones that will mark Guimba’s progress towards 2015 when it will celebrate its 150th foundation anniversary.
The milestones are based on emerging development imperatives in Guimba and are in line with the Millennium Development Goals.
WHAT IS 1.5.0
“1” refers to the priority of mobilizing the required financing to make development happen.
“5” are the pillars in achieving agricultural development which shall be the main strategy.
“0” means that no one is left behind in development.
Key Result Area 1: Significant increase in internal revenue generation through efficient and effective tax collection.
Strategy: A streamlined government bureaucracy, a capable revenue collection machinery, a responsive and pro-active revenue collection system.
Key Result Area 2: More public and private investments in both upstream and downstream industries of the agriculture sector.
Strategy: Attract investments through business development incentive packages, BOT/BOO schemes, partnerships, and provision of product and market development support.
1. Cooperative Strengthening
Key Result Area: Functional cooperatives with capacities in organizational management, resource generation, and product development and marketing.
Strategy 1: Provision of the required tools to the Municipal Cooperative Office for it effectively serve its mandate.
Strategy 2: Strong links with financing institutions and central market organizations to support the production activities of the cooperatives.
Strategy 3: Provision of support in training and extension, research and development, and financial intermediation.
2. Promotion of Sustainable Agriculture
Key Result Area: Guimba as the organic capital of Nueva Ecija.
Strategy 1: Product diversification with focal points on rice, small ruminants, mushroom, and vegetables.
Strategy 2: Value-adding of agricultural products to increase ROI.
3. Sustainable Livelihoods
Key Result Area: Stable income sources from agri-based industries.
Strategy 1: Development of household agri-based processing industries with a central marketing system.
Strategy 2: Aggressive promotion of Guimba products to create market demand.
Strategy 3: Calculated shift of support system from production to processing
4. Climate Change Adaptation and Disaster Risk Reduction
Key Result Area: Climate change resilient communities with pro-active disaster preparedness.
Strategy 1: Defining the levels of vulnerability, the responses to be made, and providing the required intervention.
Strategy 2: Promotion of “green” agricultural technologies with less dependence on fossil fuels and provision of incentives to climate friendly farms.
Strategy 3: Formulation of a hazard map to determine the high risk zones and inform local land use planning and zoning policies.
Strategy 4: Formation of disaster preparedness committees and formulation of community disaster risk reduction plans.
5. Production Support System
Key Result Area: Tight link between agricultural production and related downstream industries.
Strategy 1: Development of agri-financing schemes through cooperatives.
Strategy 2: Establishment of cold and dry storage facilities.
Strategy 3: Provision of support in processing and product development.
Health and Education for All!
Key Result Area 1: 100 percent health insurance coverage of all indigent households.
Strategy 1: Establishment of a central community hospital as the focal point in documenting indigent households and providing health care services.
Strategy 2: Harnessing BHWs as the forefront of primary health care service delivery.
Key Result Area 2: 100 percent enrolment of all children qualified for an elementary education.
Strategy 1: Installation of a monitoring system that will track elementary cohort survival rates in every elementary school.
Strategy 2: Provision of scholarships and incentives to indigent households.
Strategy 3: Provision of technical education for out-of-school youths and the unemployed.
A Technical Working Group headed by the Local Chief Executive with the MPDO as co-chair will coordinate and track the milestones.
A project development team will be formed and capacitated to generate proposals and other required documents.
A website will be created to introduce Guimba, sell Guimba to potential investors, and serve as a portal for potential investors.
Climate Change Adaptation and Disaster Risk Reduction
CLEAR AND PRESENT DANGER
Guimba being relatively flat and traversed by several river systems is susceptible to occasional flooding.
The area is relatively flat with shallow water run-offs and within the Central Luzon typhoon belt which multiplies the risk of its citizens and livelihood to natural disasters.
Responding to natural disasters (i.e. flooding) is an unwanted strain on Guimba’s resources and threatens the province of Nueva Ecija’s rice supply being its topr rice producing municipality.
Flooding has become a natural occurrence and effectively sets back any development gains made.
DISASTER RISK REDUCTION APPROACH
Formulation of a hazard map to determine the high risk zones and inform local land use planning and zoning policies.
Formation and capacitation of disaster preparedness committees in each barangay particularly those within the high risk area.
Formulation, implementation, and regular review and updating of community disaster risk reduction plans.
Strong and tight link between the community disaster preparedness committees and the municipal government.
THE WAY FORWARD: CLIMATE CHANGE ADAPTATION
Adaptation means living with climate change and will require adjustments in enabling climate change resilient communities.
The changing weather pattern will impact on agricultural production and will require a shift in production patterns (i.e. cropping seasons, types of crops).
Ensuring protection (i.e. micro-insurance, climate change resilient structures) for public and private investments will be paramount.
Local development plan should therefore include climate change adaptation (i.e. defining the levels of vulnerability to the population and ecosystem, determining the responses required vis-à-vis response capacities, mobilizing the funding requirement).
Guimba will be the organic capital of Nueva Ecija!”
Mayor Jose Francis Stevens M. Dizon, while hosting a public forum on climate change,
GUIMBA FACTS AND FIGURES
TOTAL LAND AREA: 25,853.23 hectares (ranked no. 1 in Nueva Ecija)
AGRICULTURAL LAND AREA: 23,669.55 hectares (92% of the total land area)
RICE PRODUCTION AREA: 15,096 hectares (58% of the total agricultural land area)
IRRIGATED AREA: 10,750 hectares (71% of the total rice area)
TOTAL RICE FARMERS: 13,703 households
HOUSEHOLDS IN IRRIGATED AREA: 11,157 households (81% of the total rice households)
MAGNITUDE OF RICE FARMING POPULATION: 67% of the total HH population.
MAIN SOURCE OF INCOME: Rice production
MAIN SOURCE OF EMPLOYMENT: Rice production
Lack of adequate credit support. There are currently 7 commercial and rural banks operating in Guimba. However, their criteria for loan applications approval, especially for agriculture production which is considered a high-risk venture, effectively prevent an average farmer from accessing credit from these institutions. Financing services from farmers’ cooperatives are also limited with only 4 of the 17 listed cooperatives as active and functional. These conditions gave the farmers no choice but to avail of high interest rates, as high as 8-10 percent per month, from informal money lenders.
Exhaustion and degeneration of the farm ecosystem. Being an agrarian hotspot, Guimba was a priority area of the national government’s Green Revolution program in the 1970s. This ingrained a rice mono-cropping culture and extensive use of agro-chemicals among the farmers resulting in higher production costs and soil degradation.
Lack of adequate post-harvest support. Except for the all-around kuliglig which has replaced the venerable carabao, most farmers in Guimba do not own mechanized farm equipment and post-harvest facilities. The Municipal Development Plan reported only one grain center and one weighing center, and cited that the current number of multi-purpose drying pavements, rice
threshers, mechanical dryers, and rice mills as inadequate. Warehouses are commonly owned and/or controlled by non-farmers and this limits the farmers’ capacity to add value to their produce.
Inefficiencies in the marketing system. In Guimba, the rice traders dictate the classification and corresponding price of the farmers’ produce. Rice prices tend to go down during the harvest season when crops flood the market. The same happens during the season of monsoon rains when desperate farmers have no choice but to sell their palay because they do not have drying and storage facilities. Farmers also speak of a local rice cartel who control the local rice market and drive the farm gate prices down by simply refusing to buy during the peak of the rice harvest season.