1. COUNTRY PROFILE

1.1 Introduction

Population: 103.2 Mill GDP in $ Billion: 205.52

Over the past decade it is evident that the Philippines has been growing not only economically but also in infrastructure, as the country continues to advance its ICT offshoring industry, which is a main contributor to its service market. The Global Innovation Index suggests this infrastructure expansion as the reason for the Philippines' increase in rank. In 2016 the Philippines had a GDP of US$305 billion, with its largest contributions from the service sector followed by a growing industrial sector. This growth in Gll and GDP shows a clear disconnect when it comes to the R&D activities within the country, with GERD consistently being reported to be under 0.2%. The average GDP growth of 6.8% that has held steady for several years has been buoyed primarily by remittances from the diaspora and not organic growth through innovation. ¹⁰, ¹¹

Developing the technology to support growing innovation in the Philippines is reliant on the capacity of the country to produce more innovators. However, in a 2013 study CHED reported that only 17% of undergraduates take courses in science, technology, engineering, agriculture and maths (STEAM) programmes and only 9% of post-graduate students take up STEAM courses, leading to few skilled innovators and faculties to teach STEAM programmes. ¹²

The R&D output in the Philippines is also hampered by the lack of facilities in the various research institutions in the Philippines.

Commercialising technology from the investment side has been difficult with the focus of venture capital on investing more in scaled-up businesses. A lot of technologies rely on government funding just to be developed, not to be scaled-up. The low level of angel investment in the Philippines can be attributed to the lack of success stories and proper investment education available.

There has been a rise in startup activity around the two prominent investing groups Kickstart and Ideaspace. Both are the respective investment arms of the telecommunication duopoly in the Philippines, providing mid-range investment and helping budding startups to develop and eventually reach IPO. However, their portfolio of investments initially focused on similar telecommunication technologies, with their portfolio only recently expanding into other ventures. Most local firms import mature technologies from advanced countries, lacking either the inclination or skillset (or both) to master or reverse engineer the imported technology. ¹³

No policy incentives have been successful at easing the gap between actors in the innovation system, which is characterised largely by a lack of awareness or outright mistrust between agencies and organisations. ¹⁴

1.2 Statistical highlights

• The total private sector investment in the Filipino startup ecosystem since 2017 is $37.4 million, with the largest amount of $15.4 million given to a real estate startup. ¹⁵
• The workers employed in the Philippines are reported to make up 42% of the population with the lowest unemployment rate (for 2016) of 5.4% in the past decade. ¹⁶
• GDP in the Philippines continues to exceed market predictions, with a record growth rate of 6.9% in 2016. ¹⁷
• Growth in the agricultural sector has seen a record low, with a rate of -1.3%, compared with recorded employment in agriculture, forestry and fishing comprising 25.5% of the labour force. ¹⁸
• CHED data reports that only 3,300 of science, technology, engineering, agriculture and mathematics (STEAM) faculty have a PhD degree. ¹⁹

1.3 Highlights of key innovation programmes

• SLINGSHOT PH: Slingshot MNL is an initiative led by the Foreign Trade Service Corps (FTSC) of the Department of Trade and Industry (DTI) and the Filipino startup community, in partnership with the leading startup institution in the country, IdeaSpace Foundation. It is a pioneering event that brought over 30 speakers, 100 local startups and 1,300 attendees from business, academic and investment communities together in 2015 ²⁰. Widely considered as the launch of the Philippines as a startup hub, Slingshot has been held annually since 2015 as the national summit for startups and innovation. ²¹
• GO NEGOSYO: Go Negosyo is a private-sector supporter of the Philippine Center for Entrepreneurship (PCE), a non-stock, non-profit organisation that advocates a positive enterprise culture among Filipinos. Within four years, Go Negosyo was able to undertake over 30 roadshows all over the country, produce a TV show, create a website portal for entrepreneurs, and launch bestselling books. They help the country's budding MSME industry, not only by providing a wide network, but also mentoring and providing access to funding through their angel network. ²²
• BALIK SCIENTIST PROGRAM: Established in 1975, the Balik Scientist Program (BSP) of the Department of Science and Technology (DOST) is a repatriation-assistance programme to bring Filipino scientists, experts and professionals back into the country to share their expertise and knowledge with local partners to accelerate scientific, agro-industrial, and economic development. They recruit over 15 scientists a year for short-term projects and 1-2 scientists for long-term engagements. ²³
• DOST TECHNOLOGY BUSINESS INCUBATORS (TBIs): TBIs are facilities where startups are hosted and provided with business development support. Initiated in the 1990s, TBIs are expected to guide startups from an idea to a viable product. Currently, there are 14 TBIs across the country funded by DOST. One of these TBIs is QBO – a private-public partnership with DOST, DTI, JP Morgan, and Ideaspace. QBO is hosted from the offices of the Department of Trade and Industry (DTI) building, linking entrepreneurs to the services and support they need. QBO is DTIs' support to the startup community, particularly targeting startups with viable business propositions. Another spinoff of the DOST TBI programme is the Startup Research Programme (launched in 2017) which provides funding for startups to complete the R&D stage of their ventures. ²⁴
• USAID - STRIDE: The Science, Technology, Research and Innovation for Development (STRIDE) Programme of the USAID aims to stimulate economic growth by boosting science and technology research. While the key focus of STRIDE activities are universities and technology transfer, the programme also sponsored a recently completed study-tour of innovation systems in the US. Government officials visited key innovation facilities in the US, and were then tasked to present a strategy for the Philippine innovation ecosystem. ²⁵

1.4.1 Institutional map of the innovation system (box diagram)

The Philippines does not have a defined national innovation system in place. This diagram describes the key innovation players in government and their roles. Agencies related to each other pertains to agencies connected through affiliation or membership in decision-making bodies like councils, authorities and boards. It should be noted that the DBM, GPPB and PS (private sector) provide funds while COA and GPPB perform auditing for all of government. This imbues these agencies with nearly the same control over innovation resources as the Office of the President.

1.4.2 Role and influence diagram of key ministries and agencies (target diagram)

This diagram represents key innovation players in the Philippines. It should be noted that innovation policy is within the scope of both the executive and legislative branches of government, although the executive is more explicitly in the business of innovation policy.

This diagram shows that most agencies are concentrated on the operations side of science and technology. Agencies in this area are primarily focused on developing, funding and recognising researchers and scientists. Conversely, agencies on the design side of innovation control trade and business policy. Finally, it is striking that there are no agencies in the design of science and technology. Perhaps this is because policy discussions in this area are held within individual agencies; as there is no coordinating council specifically for science and technology design-oriented policies, the coordination does not usually happen. In the case of laws or national policies, it is usually the Senate and HOR COST's job to convene these agencies together.

1.5 Glossary of institutional abbreviations and acronyms

• AMAS: Agribusiness and Marketing Assistance Service
• BAR: Bureau of Agricultural Research
• BPS: Bureau of Product Standards
• CHED: Commission on Higher Education
• COA: Commission on Audit
• DA: Department of Agriculture
• DENR: Department of Environment and Natural Resources
• DepEd: Department of Education
• DICT: Department of Information and Communications Technology
• DOST: Department of Science and Technology
• DTI: Department of Trade and Industry
• EDC: Export Development Council
• FDA: Food and Drug Administration
• GOCCS: Government Owned and Controlled Corporations
• GPPB: Government Procurement Policy Board
• HEIs: Higher education institutions
• HOR: House of Representatives (Congress)
• IPOPHL: Intellectual Property Office of the Philippines
• NAST: National Academy of Science and Technology
• NEDA: National Economic Development Authority
• NRDC: Natural Resources Development Cooperation
• OCS: Office Of The Cabinet Secretary
• PCAARD: Philippine Council for Agriculture, Aquatic and Natural Resources R&D
• PCC: Philippine Competition Commission
• PCHRD: Philippine Council for Health R&D
• PCIEERD: Philippine Council For Industry, Energy & Emerging Technology R&D
• PEZA: Philippine Economic Zone Authority
• RDIs: Research and Development Institutes (not Attached to Government Financed Agencies)
• SEC: Securities and Exchange Exchange Commission
• SID: System and Infrastructure Development Service
• SIM: System and Infrastructure Management Service
• ST&I: Science, technology and innovation
• SUCs: State Universities and Colleges
• TAPI: Technology Adoption and Promotion Institute

1.6 Strengths and weaknesses analysis

2. CAPACITY BUILDING FOR INNOVATION IN THE PHILIPPINES

2.1 Understanding the range and spread of the Philippines' innovation policymakers

Innovation Policymaker – [1] an individual responsible for, or involved in, formulating public policies which aim to support innovation – whether through seeking to improve supply, demand, connection, or direction of policy; [2] an individual who leads the deployment and implementation of major government programmes which are designed to foster an innovative culture or innovation.

Method of determining number of innovation policymakers:

1. Only agencies involved in the Policy Accelerator were considered in the counting due to the absence of an innovation council.
2. Specific numbers of employment were taken from key informant interviews and a review of records of those fitting the definition of Innovation Policymaker mentioned above.
3. Extrapolation (X+) of the number we obtained assuming similar work structures across government agencies.
4. L1-L4 definitions were contextualised to the existing rank/hierarchical position present in government.

2.2 Innovation policymaker maps

2.3 Innovation policymaker 'personas'

Director For Innovation Policy Research

20 years in government. Creates innovation policy and strategy. Champions innovation in their agencies. Director position or higher (Level 2). Rose from the ranks. Degree in physical sciences with strong research background.

“I take pride with my work in the government.”

"It's easier for me to influence policy in my position now than when I was a researcher."

"I am always in meetings, which I know are very important. But, I also really need to train my team."

"I know my time is limited because I am an appointee so I always try and make sure I make the most of it."

KEY INDIVIDUAL AND COLLECTIVE CHALLENGES

• Balancing obligations as manager with desire and need to develop and upskill team members.
• Retaining senior team members who can help in upskilling.
• Training their team for the job due to lack of training available.
• Advocating for the implementation of controversial policies (e.g. asking a funding agency to seize control of IP from a university that has failed to commercialise it, as mandated by law).
• Rallying support for policies and strategies from other members of the ecosystem (who often have vested interests).

LEARNING ASPIRATIONS

• More technical knowledge on innovation policy and innovation strategy, especially best practices in other countries.
• Leadership and management skills, particularly HR.
• Advocacy communication skills.
• Research skills for team members.

Project Manager

INNOVATION ADVANCEMENT GROUP, DEPT. OF AGRI

5-10 years in service Implements innovation projects and policies. Connects with multiple stakeholders, especially tech adopters. Team Lead (Level 3). Degree in animal science, with his masters in public administration.

"I've seen it happen: young people will work for government if they are motivated by an inspiring manager.”

"It's not part of my job, but when I got this post I made the career development of my team a priority."

"Despite corruption issues and general mistrust of civil servants, there really are some people who are in government because they want to help make a difference."

KEY INDIVIDUAL AND COLLECTIVE CHALLENGES

• Managing all projects under his belt.
• Balancing multiple stakeholder interests vis-à-vis current agency priorities.
• Managing expectations of the director.
• Prioritising projects to fund, and ensuring as little redundancy as possible with other agencies or groups.
• Growing a good team, knowing that most positions are job-order and team members leave in 1-2 years.

LEARNING ASPIRATIONS

• More technical knowledge on innovation in specific areas e.g. IT or agritech.
• Formal project management training especially evaluation and assessment.
• Pitching to stakeholders.
• Leadership skills especially value-formation and motivation.

Techtransfer Officer

FOOD AND NUTRITION RESEARCH INSTITUTE

Less than 5 years in service. Facilitates commercialisation of tech funded by her agency. Spent time in private sector. Degree in chemistry with training in tech management. Newly appointed in newly created division with no team yet (Level 4).

"I have no support from my senior managers. They think my promotion has undermined their authority because I am now tasked with doing what was their job before."

"I have been performing the tasks of a whole division all by myself."

"I prefer someone with a technical background to join my team than a business graduate. It's easier to train someone in business than in science.”

KEY INDIVIDUAL AND COLLECTIVE CHALLENGES

• Currently has no team and given the responsibility to build a team for the division.
• Overwhelmed with daily operations of office and administrative tasks unrelated to specific projects.
• Balancing need to train to prepare self and need to be in office to deliver services.
• Reviewing and determining which projects are ready for commercialisation.
• Building relationships between academia and industry.

LEARNING ASPIRATIONS

• Technical skills in technology transfer.
• Marketing and negotiation skills.
• Technical skills in specific area (e.g. health regulation, nuclear policy).

3. ASSESSMENTS OF CURRENT AVAILABLE RANGE OF SUPPORT AND TRAINING FOR INNOVATION POLICYMAKERS IN THE PHILIPPINES

3.1 Evaluation of current programmes

Across the entire innovation ecosystem, government employees are required to pass the civil service examination. Additionally, aspiring employees need to compete for the limited redeployment positions (permanent/regular status) before they can acquire paid training by the government, otherwise all training and modules have to be set and funded by them.

Scholarships are made available and funded either by the sending agency or the providing agency but often restricted to employees with a salary grade of 25 or higher, unless in special instances determined by agency leads. The participants are tied to the agencies for at least as long as the training takes.

Current programmes available:

3.2 Key areas of demand and how they are being met

• SOCIAL IMPACT EVALUATION OF INNOVATION: There is great demand across the innovation ecosystem to ensure that innovations benefiting from public funds reach Filipinos, most especially the poor. The perceived or actual social impact of a proposed or actual innovation project is already becoming a required metric in public investment proposals. However, people who evaluate these proposals do not have training in assessing the social impact of innovations. Currently, there is no available training for this in the Philippines targeted at the public sector.
• EVIDENCE-BASED POLICYMAKING: There is demand for more training in the technical aspects of innovation so that policymakers can understand currently available data being presented, and translate these into policies. There are broad programmes for training in policy and strategy but there is no training for innovation policy or innovation strategy specifically, which is currently available for innovation policymakers.
• TECHNOLOGY COMMERCIALISATION: This is the most notorious bottleneck of the PH innovation ecosystem; much of the blame is directed towards university TTOs for failing to steer publicly-funded technologies developed in their universities beyond the walls of the campus. Training for TTOs is provided by many different agencies. However, the training focuses on legal and technical issues. There is little emphasis on management of the technology and of the process of commercialisation. We recommend a training for university TTOs that is cohesive, case-based, and interactive, focusing on IP management.

4. ASSESSMENT OF LIKELY AREAS OF FOCUS FOR A GLOBAL INNOVATION POLICY ACCELERATOR TEAM FROM THE PHILIPPINES

What are the important innovation policy topics and themes that teams might engage with through the Global Innovation Policy Accelerator?

The general areas of focus that might prove useful for a policy intervention or development are: developing policymaking strategies, enabling collaborative work, and improving technology transfer practices. The following are specific examples of themes that are arranged by Capability, Process, or Content Areas:

1. Capability Theme

• Evidence-based policymaking for Level 1 and Level 2 innovation policymakers (IPMs)
• Policy analysis and evaluation for Level 3 and 4 IPMs

2. Process Issues

• Collaboration between ministries and agencies who are engaged in research and innovation
• Improving governance of innovation system: lending structure to the innovation ecosystem

3. Content Areas

• Technology Transfer
  • Capacity development for university TTOs to create and implement policies to encourage researchers to pursue research commercialisation
• Funding
  • Training for 'traditional investors' in investing in digital startups and R&D
  • Investment training programme for high-net-worth individuals to become angel investors
  • Investment training programme in public initiatives

5. DIAGNOSIS AND RECOMMENDATIONS

Addressing innovation policy issues in the Philippines requires a multi-dimensional approach to be effective. Currently, available programmes do not address the support system, and without addressing the support system, any effort to improve might turn out to be ineffective. Following are some recommendations with the description of the specific support system it aims to address.

1EFFECTIVE PRACTICES FOR INFORMATION SHARING BETWEEN DEPARTMENTS Behind the convoluted roadmaps each department is making, research is being done by the individual departments in silos. Effective information sharing can be the first step in trying to resolve redundant undertakings and avoid wasting time on discredited ventures.

2EVIDENCE-BASED POLICYMAKING FOR MINISTRIES AND UNDER-MINISTRIES Policymaking for most departments has been a top-down process. This becomes difficult when the head of a department does not have the correct information, then champions a policy that might impede progress. Departments should look for solutions that are evidence-based, that are beneficial for the department and the country.

3EFFECTIVE COLLABORATION AMONG MINISTRIES ENGAGED IN RESEARCH AND INNOVATION Departments have become isolated in developing solutions, in that they only consider the individual capabilities of the departments and disregard the potential of the others. Benefits such as increased transparency, flexibility of employees, and more innovative ideas can be gained from effective departmental collaboration. By doing so it allows other departments to view and evaluate policies each of them implement.

4DEVELOPMENT OF A BEST PRACTICE/ OPERATIONAL FLOW MANUAL, WHICH INCLUDES AND EVALUATES INNOVATION AS A METRIC FOR SUCCESS, FOR EACH DEPARTMENT There is little evidence that people believe that innovation is in their mandate. Moreover, even when they try to innovate, they are not sure they are doing it correctly. There should be a proper policy set in place for departments to champion innovation as well as to share their success stories with other departments.

5ASSESSING AND ENABLING THE INNOVATION ECOSYSTEM TO DRIVE SOCIAL IMPACT Reports of positive success metrics of GDP might not be meaningful to the majority of Filipinos, leaving most with a feeling of dissatisfaction even during a boom in economic performance. To be able to sell innovation as a concept to the government as well as the country, the effects of innovation should first have a social impact that is tangible to the poorest Filipinos. These processes must be properly assessed to help develop models for best practice for innovation in government.

6. BIBLIOGRAPHY

• Aldaba, R.M., 2017. Innovation For Industry Development Comprehensive National Industrial Strategy. Department of Trade and Industry. Available at: http://industry.gov.ph/wp-content/uploads/2017/05/Innovation-for-Industry-Development-by-Dr.-Rafaelita-Aldaba.pdf [Accessed January 19, 2018].
• Araneta, M.A., 2016. Making policy decisions on the Philippine scientific enterprise system. UPDateDiliman. Available at: https://upd.edu.ph/making-policy-decisions-on-the-philippine-scientific-enterprise-system/ [Accessed January 19, 2018].
• Arroyo, M.A.O.G. et al., 2018. Venture Catalyst An Analysis of the Philippine National Innovation System.
• ASEAN Secretariat ed., 2015. ASEAN economic community blueprint, 2025, Jakarta: The ASEAN Secretariat. Available at: http://asean.org/asean-economic-community/ [Accessed January 20, 2018].
• Asian Development Bank, 2018. Key Indicators for Asia and the Pacific 2017. Asian Development Bank. Available at: https://www.adb.org/publications/key-indicators-asia-and-pacific-2017 [Accessed January 17, 2018].
• Battistella, G. & Anne, S.L.K., 2013. Youth migration from the Philippines: brain drain and brain waste, Makati City, Philippines: UNICEF Philippines. Available at: http://www.mdgfund.org/sites/default/files/Youth-Migration-Philippines-Brain-Drain-Brain-Waste.pdf [Accessed January 18, 2018].
• Commission on Higher Education, STEAM and Non STEAM Enrolment AY 2016-2017, Available at: http://ched.gov.ph/statistics/ [Accessed January 18, 2018].
• Commission on Higher Education, Distribution of Enrolment AY 2016-2017, Available at: http://ched.gov.ph/statistics/ [Accessed January 18, 2018].
• Commission on Higher Education, Percentage of Higher Education Faculty with MA/ MS and PhD, Available at: http://ched.gov.ph/statistics/ [Accessed January 18, 2018].
• Commission on Higher Education, SUCs Enrolment by Discipline Group AY 2016-2017, Available at: http://ched.gov.ph/statistics/ [Accessed January 18, 2018].
• De La Pena, F.T., 2007. National Innovation Systems, Policy Framework and programmes for the Philippines: Issues Identification. Available at https://www.cepal.org/iyd/noticias/pais/2/31512/Filipinas_doc_1.pdf [Accessed January 18, 2018].
• Department of Science and Technology, Balik Scientist Program. Balik Scientist Program. Available at: http://bsp.dost.gov.ph/ [Accessed January 17, 2018].
• Department of Science and Technology Regional Office V, 2015. DOST gets the highest Research and Development budget among government institutions. DOST Ro. V. Available at: http://region5.dost.gov.ph/archives/74-dost-gets-the-highest-research-and-development-budget-among-government-institutions [Accessed January 19, 2018].
• Department of Trade and Industry, 2017. DTI chief explains the government's i3 Strategy. Department of Trade and Industry. Available at: http://www.dti.gov.ph/media/latest-news/11189-dti-chief-explains-i3-strategy [Accessed January 20, 2018].
• Department of Trade and Industry, 2016. DTI, Ideaspace launch the QBO innovation hub, Department of Trade and Industry. Available at: https://www.dti.gov.ph/about/updates/782-dti-ideaspace-launch-the-qbo-innovation-hub [Accessed January 18, 2018].
• Department of Trade and Industry, DTI's Slingshot to catapult Philippine startup community, Department of Trade and Industry. Available at: http://investphilippines.gov.ph/dtis-slingshot-to-catapult-philippine-startup-community/ [Accessed January 17, 2018].
• Department of Trade and Industry, DTI's SlingShot MNL 2015 wins gold at the Anvil Awards, Department of Trade and Industry. Available at: http://investphilippines.gov.ph/dtis-slingshot-mnl-2015-wins-gold-at-the-anvil-awards/ [Accessed January 17, 2018].
• Department of Trade and Industry, Competitiveness and Ease of Doing Business Group (CEODBG). Department of Trade and Industry. Available at: https://www.dti.gov.ph/about/the-organization/competitiveness-ease-business [Accessed February 18, 2018].
• e27, Recently Funded Startups in Philippines. e27. Available at: https://e27.co/startups/recently_funded [Accessed October 17, 2017].
• Furnas, A., 2017. Transparency Case Study: Public Procurement in the Philippines. Sunlight Foundation. Available at: https://sunlightfoundation.com/2013/10/07/case-study-public-procurement-in-the-philippines/ [Accessed April 18, 2018].
• Global Entrepreneurship Monitor, Entrepreneurial Behaviour and Attitudes. Global Entrepreneurship Monitor. Available at: http://www.gemconsortium.org/country-profile/98 [Accessed October 17, 2017].
• Global Innovation Index, Innovation Feeding the World. Global Innovation Index. Available at: https://www.globalinnovationindex.org/ [Accessed April 17, 2017].
• GoNegosyo, About Us. GoNegosyo. Available at: http://www.gonegosyo.net/about-us [Accessed January 17, 2018].
• Intellectual Property Office of the Philippines, IP Statistics - Patent. IP Statistics. Available at: http://www.ipophil.gov.ph/transparency/statistics/patent [Accessed October 17, 2017].
• Juanillo, N.K., 2015. Reflections on the Role of Higher Education in Enhancing Human Resources for Innovation and Inclusive Growth. PCIEERD 5th Anniversary. Available at: http://pcieerd.dost.gov.ph/images/downloads/presentation_materials/pcieerd5thanniv/06%20Enhancing%20Human%20Resource%20Development%20to%20Attain%20Inclusive%20-%20Juanillo.pdf [Accessed January 17, 2017].
• Laura, Philippines: OFW impact on the nation's economy. Moneytis. Available at: https://moneytis.com/en/blog/living-abroad/philippines-ofw-impact [Accessed January 19, 2018].
• Lehmacher, W., 2016. What you need to know about the ASEAN Economic Community. World Economic Forum. Available at: https://www.weforum.org/agenda/2016/05/asean-economic-community-what-you-need-to-know/ [Accessed April 18, 2018].
• Novenario- Enriquez, V.G., Support Programs for Technology Commercialization: Technicom Program and TBI Support Program. Philippine Council for Industry, Energy and Emerging Technology Research and Development. Available at: http://pcieerd.dost.gov.ph/images/downloads/presentation_materials/TECHNICOM_and_TBI_Programs.pdf [Accessed January 18, 2018].
• Philippine Council for Industry, Energy and Emerging Technology Research and Development, 2017. 7th year: PCIEERD, The Innovation Council. Philippine Council for Industry, Energy and Emerging Technology Research and Development. Available at: http://pcieerd.dost.gov.ph/news/latest-news/285-7th-year-pcieerd-the-innovation-council [Accessed January 20, 2018].
• Philippine Council for Industry, Energy and Emerging Technology Research and Development, STARTUP NATION: Startup Research Grant Program. Philippine Council for Industry, Energy and Emerging Technology Research and Development. Available at: http://pcieerd.dost.gov.ph/images/downloads/presentation_materials/2017/Startup_Research_Grant/Startup_Research_Grant_Redesigned.pdf [Accessed January 18, 2018].
• Philippine News Agency, 2018. PHL Science dept bares 5 major achievements in 2017. BusinessMirror. Available at: https://businessmirror.com.ph/phl-science-dept-bares-5-major-achievements-in-2017/ [Accessed February 18, 2018].
• Philippine Statistics Authority, 2017. Philippine Population Surpassed the 100 Million Mark (Results from the 2015 Census of Population). Philippine Statistics Authority. Available at: https://psa.gov.ph/population-and-housing/title/Philippine%20Population%20Surpassed%20the%20100%20Million%20Mark%20(Results%20from%20the%202015%20Census%20of%20Population) [Accessed January 18, 2018].
• Saulon, V.V., 2015. PHL businesses likeliest to fail in Southeast Asia due to lack of financing. BusinessWorld. Available at: http://www.bworldonline.com/content.php?section=Economy&title=phl-businesses-likeliest-to-fail-in-southeast-asia-due-to-lack-of-financing&id=119884 [Accessed April 18, 2018].
• TechTalks.ph, 2017. DOST Funded TBIs. TechTalks.ph. Available at: https://www.techtalks.ph/blog/dost-funded-tbis/ [Accessed January 18, 2018].
• The World Bank, High-technology exports (% of manufactured exports). High-technology exports (% of manufactured exports) | Data. The World Bank. Available at: https://data.worldbank.org/indicator/TX.VAL.TECH.MF.ZS?locations=PH [Accessed October 17, 2017].
• The World Bank, Personal remittances, received (% of GDP). Data. Available at: https://data.worldbank.org/indicator/BX.TRF.PWKR.DT.GD.ZS?contextual=aggregate&locations=PH [Accessed January 19, 2018]. World Bank staff estimates based on IMF balance of payments data, and World Bank and OECD GDP estimates.
• The World Bank, Time required to start a business (days). Time required to start a business (days) | Data. Available at: https://data.worldbank.org/indicator/IC.REG.DURS?locations=PH [Accessed November 17, 2017].
• UK-South-East Asia Knowledge Partnership, 2015, Research Performance in South-East Asia: Executive Summary. British Council. Available at: https://www.britishcouncil.org/sites/default/files/5.4_research_performance_seasia.pdf [Accessed January 18, 2018].
• United Nations, UNdata | record view | Gross domestic expenditure on research and development (GERD), as a percentage of GDP. United Nations. Available at: http://data.un.org/Data.aspx?d=UNESCO&f=series:ST_SCGERDGDP [Accessed October 17, 2017].
• USAID - STRIDE, About Us. Science, Technology, Research and Innovation for Development (STRIDE) Program. Available at: http://www.stride.org.ph/about-us/ [Accessed January 18, 2018].
• Velasco, A.L. et al., 2017. Philippine Entrepreneurship Report 2015-2016, Manila, Philippines: De La Salle University Publishing House. Available at: http://www.gemconsortium.org/country-profile/98 [Accessed January 20, 2018].