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Terrestrial vertebrate diversity of caves and limestone forests in southern Sierra Madre Mountain Range, Luzon Island, Philippines
No full textThe caves and karst forests of southern Sierra Madre are a unique and understudied habitat that is home to a high number of endemic and globally threatened species. These habitats provide essential resources for the local terrestrial vertebrate fauna, although increasing anthropogenic disturbances pose a serious threat to existing wildlife populations. Here, we provide an inventory of terrestrial vertebrate fauna of caves and limestone forests of three ecotourism areas within the southern Sierra Madre in CALABARZON Region, Philippines. A combination of various field survey methods (i.e. line transect surveys, mist netting, opportunistic catching, cage trapping) was conducted from 2021–2023 to determine the diversity of amphibians, reptiles, non-volant mammals, bats, and birds in the three sites. A total of 160 species (13 amphibians, 23 reptiles, 98 birds, four non-volant mammals, and 22 bats) were recorded in this study. Endemicity was high at 46% with 56 Philippine endemics, including 21 species endemic to the Greater Luzon Island. In addition, we recorded 18 locally and globally threatened species based on the IUCN Red List and DENR-DAO 2019-09. The high species richness and presence of threatened species underline the high conservation value of the study areas. However, unmanaged growth of tourism and habitat fragmentation threaten their biodiversity. The data generated will be used to guide the classification, proper management, and conservation of these karst areas, caves, and their resources by the national government and local government units
Kalinga: An entrepreneurial Venture Report
No full textKalinga was established in the month pf November 2022 and registered as Kalinga Gift Shop by January 2023. through the hardwork of the founders and co-owners of Kalinga, Ms. Karen Panergayo and Mr. Reymund Villarivera, the business ensures to provide quality products and services to consumers who are having a hard time choosing a gift for their loved ones considering environmental concerns and sustainability.
Kalinga is a Sole-proprietorship Start-up that provides options for a perfect gift that they will give to their special someone. It mainly targets consumers under the Millennials and Gen Z. It offers hassle-free personalized gifts in a box of surprises ensuring the quality and safety and value of the product. Kalinga is a vessel for local producers and businesses to widen their market reach. The business taps local producers to improve their market reach and help them gain more market share. We serve as a vessel providing the products of our partner local producers and improve its packaging, and promotional activities and offer the products during the bazaar and on our current platforms.
Kalinga mainly offers personalized items that are also available for retail. as opportunities arise, the business tries to provide alternative solutions and products available for the consumers\u27 preferences and needs. Kalinga planned to offer care packages containing the retail items available in their store. But as time goes by, consumers tend to buy more retail items than avail the care packages that results in a not so good result for the care packages. On the other hand, opportunities like bazaars and trade fairs, open the door for Kalinga to produce snacks like different cariants of granolas, banana chips, and cassava chips made from ingredients produced by local farmers within the network of the organization. Kalinga also tries to offer fixed packages and personalized gift packages through their online platforms like Facebook and Instagram.
The organization is divided into the operation department, sales department, and marketing management. Each department has its staff which will conduct its responsibilities for Kalinga. Although, take note that in the meantime, the owners will handle multiple tasks and help each other accomplish the needed roles. by the time being, the owners of Kalinga managed to do every task inside the organization and in the long run, planning to acquire human resources for the effective operation and efficiently meet the goals of the organization.
As of today, the founders of Kalinga continuously trained themselves regarding leadership, organizational and entrepreneurial skills. The business continuously developed their marketing and sales strategies to increase the number of consumers and to maintain great relationships with their customers. Just like what Kalinga always wanted, being part of their customers\u27 stories. Kalinga wants the customers to have a great experience from their products. Kalinga always make sure to take care of their customers and make sure that they provide good and quality service and products that can make memories even unforgettable
Are the fishers of Sorsogon knowlegeable about and willing to farm seaweed Ulva?
No full textThe province of Sorsogon in the Philippines has a strong history of introducing farmed seaweeds and subsequently assembling farmers who put together the required enthusiasm to ensure successful production. Ulva is a green seaweed that has a wide range of commercial uses. Its farming, therefore, presents a promising opportunity for fishers to diversify their income streams and reduce their reliance on fishing. Using survey-based responses collected from fishers in Bulusan, Sorsogon, this study aimed to assess the knowledge of the local Ulva resources and the willingness of fishers to engage in Ulva farming, including identifying the challenges that may hinder its adoption. Our findings revealed that most Bulusanon fishers were knowledgeable about Ulva resources and could identify barriers to farming. They were generally receptive to engaging in farming Ulva, primarily due to the perceived economic benefits. Fishers with considerable knowledge about Ulva distribution were more likely to farm. While most Bulusanon fishers desired to farm Ulva, they were unlikely to be willing to learn, invest, or spend time doing it. Fishers may lack the desire to farm because, in part, it requires different skill sets as well as the challenges associated with marketing. This study provides valuable insights into the development of targeted interventions to promote the adoption of Ulva farming in the region
Lichens across land use types of Mt. Musuan, Bukidnon, Southern Philippines
No full textExplorations on the knowledge and biodiversity of Philippine lichen fungi have progressed recently. However, comparatively little attention has been given to the species composition along a lowland secondary forest ecosystem. Thus, the study aimed to provide information on the occurrence of lichen species in relation to various land use types of Mt. Musuan of Mindanao Island, surrounded by forest fragments and cultivated agricultural areas. A series of transect walks and opportunistic sampling revealed a total of 38 lichen species distributed in 26 genera and 14 families. Among the land use types, the mixed species forest harbors the highest recorded species with 22, followed by teak forest and built-up (peak/summit) with 15 and 14 species, respectively. Lichens with the most represented families were revealed to be Graphidaceae with 10 species; Caliciaceae with six species; Physciaceae, Parmeliaceae, and Arthoniaceae with three species each; and Pyrenulaceae, Collemataceae, Letrouitiaceae, and Trypetheliaceae with two species each. Out of these collections, two species – viz. Letrouitia subvulpina (Nyl.) Hafellner and Pyrenula globifera (Eschw.) Aptroot – were new records in the Philippines. The results of this study will provide information to encourage effective management and biodiversity conservation efforts of various land use types, as lichens are sensitive to anthropogenic threats and pressures from environmental conditions
Herpetofauna of Mount Capistrano, a fragmented limestone karst forest in Central Mindanao, Philippines
No full textThe Effect of the Shifts in Learning Modalities to the Explicit Cost of Tertiary Education
No full textThe COVID-19 pandemic necessitated a shift in learning modalities, impacting tertiary education and students\u27 costs. This study aimed to determine the effect of the shifts on the private and explicit costs incurred by students from the UPLB College of Economics and Management (CEM). The research objectives were to estimate and compare the changes in total costs across different learning modalities, identify factors influencing private costs, and examine the effect of cost changes on students\u27 school participation. Thus, the Fixed Effect with Instrumental Variables model was used for data analysis, which suited the study\u27s objectives.
The findings revealed that online learning had the lowest cost, followed by the traditional setup and blended learning. Cost differences were primarily attributed to changes in living arrangements. Online learning allowed students to continue education from home, minimizing rent and food expenses. Expenses during online learning were primarily related to electronic devices. Blended learning incurred higher costs due to distant living arrangements, resulting in increased expenses for rent, transportation, food, and drinks. The regression analysis identified household income, living arrangements, and learning modality as significant factors influencing private costs. The study found a minimal impact of cost changes on school participation, with low dropout rates across all learning modalities. Most surveyed students did not experience changes in household income, which typically affects a student\u27s ability to continue schooling. Notably, the highest dropout rate was observed during the online learning period, suggesting significant challenges for students.
The study highlights that cost alone does not determine a student\u27s success or ability to attend school. Assessing the effectiveness the effectiveness of learning modalities is crucial, and adequate preparation and adjustment time should be provided. Limitations include excluding certain expenses and doing a non-random sampling method. Future studies could incorporate a broader sample and examine other educational level
Pursuing Graduate Studies: Factors Influencing UPLB BS Economics Students\u27 Decisions
No full textThis study analyzed the factors influencing the UPLB BS Economics students\u27 decision to pursue graduate study, particularly the Master\u27s degree. Primary data from 113 UPLB BS Economics alumni, who graduated from 2012-202, were collected in the study. the results from the survey were used for the descriptive analysis of the respondents\u27 socioeconomic characteristics and utilized for the binary logistic regression analysis of the relationship between the independent variables and the students\u27 decision to pursue a Master\u27s degree. The binary logistic regression showed that the influence of the respondents\u27 family, friends and professors and the influence of job opportunities or career betterment significantly influence the respondents\u27 decision to pursue a Master\u27s degree
Income Inequality and Education Inequality in the Philippines
No full textLiterature on income inequality and education inequality claimed that these inequalities exacerbate each other creating a vicious cycle of inequalities. However, the relationship between these two inequalities differs across regions or localities. An understanding of the relationship of these two inequalities could aid in policymaking to maximize the resources of the government. Thus, this study aims to investigate and discuss the relationship of income inequalities and education inequalities considering the different regions in the Philippines.
This study adopted computation processes for income Gini estimates and education Gini estimates, which are then utilized together with measures of central tendency, variance, and standard deviation, to discuss the extent of income inequality and education inequality across regions. Income inequality and education inequality have indefinite rates of change across the regions and over the years of observation. Moreover, a low measurement of these inequalities does not necessarily equate to a low income gap or education gap as illustrated in the National Capital Region, Cordillera Administrative Region, Region I - Ilocos, Region IX - Zamboanga Peninsula, Region XII - SOCCKSARGEN, and Autonomous Region of Muslim Mindanao. The findings from the descriptive analyses are validated through panel data regression using the General Least Squares with Driscoll-Kraay Standard Error. It is inferred that the relationship of income inequality and education inequality differs across regions despite belonging to one country. Specifically, some regions illustrated a direct relationship between the two inequalities on each other
Adaptation Strategies and Entrepreneurial Resilience Amid the Pandemic: The Case of Micro-and-Small Scale Agri-Enterprises of UPLB Alumni
No full textAgriculture was one of the industries in the Philippines that was severely impacted by the Coronavirus disease 2019 (COVID-19) pandemic\u27s effects. As a result, farmers, certain micro, small, and medium-sized businesses, and agricultural entrepreneurs were all affected. The University of the Philippines Los Baños (UPLB) an academic institution is known to produce graduates that are equipped with the skills, knowledge, and experiences to utilize opportunities in the agribusiness arena. UPLB is a potential hub for agricultural entrepreneurship due to the awareness of its residents and graduates regarding the significance of innovation, sustainability, and eco-friendly practices. Thus, this study aims to identify the adaptation strategies and entrepreneurial resilience among the UPLB alumni-established agri-enterprises amid the COVID-19 pandemic. This study was conducted specifically to 1) Present the profile of the UPLB alumni agripreneurs and their
enterprises; 2) Describe the business operations of the UPLB alumni-established agri- enterprises before and during the COVID-19 pandemic; 3) Identify the problems and
challenges faced by the UPLB alumni-established agri-enterprises during the COVID-19 pandemic; 4) Analyze the adaptation strategies utilized by the UPLB alumni-established agri-enterprises to respond to the challenges brought about in response to the adversity; 5) Evaluate the degree of resiliency of the UPLB alumni-established agri-enterprises during the pandemic in the course of their business operations as well as the factors (anticipation, cultural & behavioral, relational, technological, and entrepreneurial capabilities) that contributed to these enterprises’ resilience, and; 6) Recommend adaptation strategies that may be considered in times of adversity to other current and aspiring agripreneurs locally.
A cross-sectional, self-administered questionnaire in a survey was used to collect the primary data. Online platforms was used to achieve a contactless interview to guarantee both parties’ safety and physical distancing amidst the pandemic. Secondary data were acquired from publications including books, journals, and trusted websites. The study tackled micro and small-sized enterprises that were categorized under the agribusiness subsystems. The Entrepreneurial Resilience Measurement Scale (EMRS), developed by Nor Aishah Buang (2012), will be used to determine the degree of entrepreneurial resilience the UPLB alumni agripreneurs. Additionally, the Personal Entrepreneurial Competencies (PECs) will be used to observe patterns of their key characteristics that they possess with regards to their resilience scores. This study used a qualitative research approach to explore the background and profile of the agripreneurs. The resilience capabilities, PEC scores, the mean average of the resilience scores, and the adaptation strategies implemented were interpreted using descriptive analysis.
Based on the findings, some agripreneurs were forced to change their business operations when the pandemic hit. This disruption encouraged innovation, as a slew of digital enterprises arose to satisfy changing requirements and market possibilities. Those who had previously sold their products and services online had little to no changes in their business setup and offers due to being accustomed to it. They did not believe that changing the setup or the services was significant or necessary. Majority of the respondents found the pandemic to have a somewhat positive impact on their businesses due to the challenge it had brought that compelled the agripreneurs to treat this as an opportunity for growth. Contrastingly, the minority considered the pandemic to have a very negative impact as this had affected their sales as well as their acquisition of raw materials due to the travel restrictions that the lockdowns had brought last 2020. The adaptation strategies utilized during the pandemic were categorized into two – survival and sustaining strategies. The presence of both were found to be related to greater resilience. Based on the effects of the pandemic mentioned, the overall adaptation strategies that were equally the most effective and had favorable effects on the agri-enterprises were as follows: cost reduction, utilization of digital platforms, and market diversification. The first two classifying as survival strategies (short-term solutions), while the latter as sustaining (long term fix). Next the respondents were found to be resilient, the difference would only be on the varying degree of resiliency. Agri-enterprises that were less resilient were found to have coinciding PEC scores. Thus, if an agripreneur aims to improve their degree of resiliency, enhancing their PECs is suggested to be prioritized.
Four resilience capabilities were tackled in this study (anticipation, cultural and behavioral, relational, and technical capabilities). All agri-enterprises were able to demonstrate at least one of the four capabilities especially on the onset of the pandemic. Furthermore, the presence of more resilience capabilities (out of the four) was linked towards greater resilience. The manifestation of these capabilities mostly depended on the agri-enterprise’s situation, degree of disruption, capacity, and available resources. This means that there are no standard or fixed capability in which an average entrepreneur might have, however, these resilience capabilities can be developed through willingness and ability.
The PECs were also classified into three clusters: clusters one (achieving behaviors), two (planning behaviors), and three (power behaviors). Improving resilience was found to be linked to having higher scores in clusters one and three. Agri-enterprises that had higher scores under these clusters were discovered to be highly resilient. Two agri-enterprises had lower PEC scores and fell under the weak category. However, one of these two was still considered as highly resilient. It was found that an agri-enterprise may still have a high degree of resiliency despite the relatively lower PEC scores for as long as the agri-enterprise does not completely and indefinitely halt their operations until recovery. No patterns were observed for the moderate scorers as their individual PEC scores were varied and inconsistent. These agri-enterprises were strong in some individual PEC scores, while weak in others.
Overall, the factors that may lead towards greater resiliency would be if (1) an agri-enterprise is able to exhibit four out of four resilience capabilities in an agri-enterprise, (2) an agripreneur develop their individual PEC scores, prioritizing PECs under cluster one (achieving behaviors) and three (power behaviors), and (3) an agri-enterprise considers utilizing both survival and sustaining strategies in the face of adversity. Recommendations leaned on improving the four resilience capabilities through constant reassessment of the enterprise, increasing exposure and enhancing knowledge on relevant digital platforms, maintaining existing and forming new connections, considering both survival and sustaining strategies during the times of disruption, being open to modifications in business operations, and focusing on improving the PECs towards greater resiliency
Kabs Mushroom Farm (Mushroom Fork): An Entrepreneurial Venture Report
No full textThis research analyzed the first quarters of Mushroom Fork, a startup brand under Batangas-based enterprise Kabs Mushroom Farm, offering shelf-stable and ready-to-eat mushroom-based food products (ulam). After nine months operations, the enterprise has witnessed low net income despite having low production cost and high profit margin. Through analysis of the enterprise\u27s records, it was shown that processing- and marketing- related challenges have brought down the enterprise\u27s sales, thus also affecting its net income. This research focused on assessing the processing operations and marketing activities of the enterprise in order to identify challenges that made impact to its sales.
Method of analysis include gathering of primary and secondary data on the enterprise\u27s history, key activities and performance in tis marketing, operations, and finance business functions. Secondary data on industry and competitive environment information were used to further the analysis on the problem faced by the enterprise.
The research finds that low production capacity brought by schedule constraints on the business owners\u27 ends and underperformance in terms of marketing activities have led to low production volume, market demand reach, and overall sales performance.
Recommendations focused on providing on solutions that are cost-effective, easily implementable, and greater impact on sales of the enterprise. Ultimately, the research recommends various ways on how the enterprise may increase its production capacity and improve its marketing activities considering the constraints and challenges that each business owner may have. By allocating funds for business improvements, the enterprise must firstly allocate more time to its processing operations by either increasing owner\u27s time spent on the enterprise or hiring dedicated direct labor. It\u27s also recommended that the enterprise device a plan that will not depend the volume of production on the amount of oyster mushrooms easily accessible in the market. Lastly, the enterprise must improve its marketing strategy by increasing physical presence and improving integration of digital platforms in their processes