< Back He Who Polices the Police BY RAGIE MAE TAÑO-ARELLANO LEADING NAPOLCOM, ATTY. RAFAEL VICENTE CALINISAN CHAMPIONS INTEGRITY AND PUBLIC TRUST. DRIVEN BY A GENUINE COMMITMENT TO SERVE, HE ADVOCATES REFORMS AND SEEKS TO BUILD A PRINCIPLED, PROFESSIONAL, AND PEOPLE-CENTERED POLICE FORCE FILIPINOS CAN TRUST AND BE PROUD OF. Attorney Rafael Vicente Calinisan grew up in a family of police officers, and had initially wanted to join the Philippine National Police (PNP). He wanted to follow in the footsteps of his parents, who both served in the PNP. His father is retired Police General Roberto "Bobby" Calinisan, who is known as "Mr. Clean," for he left a legacy of an unblemished record never tainted by scandal. His mother is retired Colonel Elena Calinisan, who also served as a nurse in the police force. Ironically, his parents discouraged him from joining the PNP, saying, "It's enough that the two of us are already in the uniformed service. You shouldn't join anymore." Burning with the desire to join the police force, he secretly applied to the Philippine National Police Academy (PNPA). As fate would have it, however, the PNPA entrance exam coincided with his accounting exam at the University of the Philippines Diliman, where he was studying business administration and accountancy. He chose to stick to his course at UP, and he eventually became a certified public accountant and then a lawyer. A CALLING FOR A GREATER PURPOSE He may not have worn the police uniform he once dreamed of wearing, but fate still brought Calinisan to the organization he had been wanting to serve. Today, as vice chairperson and executive officer of the National Police Commission (NAPOLCOM), he can say that he has fulfilled his childhood dream, albeit indirectly. A CPA-lawyer by profession and with a Master of Laws degree from the University of Pennsylvania, his impressive credentials could have assured him of a lucrative career in the corporate world in the Philippines or in the United States. But as he puts it, “I chose to come back. So sometimes I wonder what my life would have been like if I hadn't returned. But I'm a Filipino, and I want to chart my life, and the country's future, here in the Philippines." Calinisan's decision to return to the Philippines and pursue a career in government service stemmed not only from his idealism to help others but also from his deep gratitude. He refers to his decision as bayad-utang, paying back the kindness, opportunities, and sacrifices that others had given him in the past. His parents could not afford to send him to prestigious schools in the Philippines, but he was able to have an education for the privileged because he was granted full academic scholarships and graduated with honors. CALINISAN WOULD HAVE HAD A LUCRATIVE CAREER IN THE CORPORATE WORLD IN THE UNITED STATES AS A CPA LAWYER, BUT HE CHOSE TO GO BACK TO THE PHILIPPINES AND STARTED HIS PUBLIC SERVICE JOURNEY IN ORGANIZATIONS AIMED AT PROFESSIONALIZING AND CLEANSING THE RANKS OF THE INSTITUTION HE ONCE DREAMED OF BECOMING PART OF. There was a candid moment during the interview with LEAGUE Magazine where Calinisan shed tears when asked why he gave up a lucrative career for a difficult and challenging path in public service. His exposure to the lives of his classmates who came from affluent backgrounds made him see the socioeconomic disparity among Filipinos. But he never had any resentments, and being grateful for whatever he had made him see his purpose. “While my classmates wore the latest Nike Air Jordans, I wore Mighty Kid shoes. I saw the difference—but I never felt envy. I understood life wasn’t the same for everyone, and that realization shaped me,” he shares. Growing up with both parents as police officers, he witnessed the struggles and challenges faced by policemen. "I was aware of it even as a child. I was not blind to their reality. That awareness shaped me," Calinisan recalls. He traces his passion for public service back to his upbringing. "I feel it's my responsibility to do something— to help, even if it’s just in small ways. We often associate wealth with material possessions, but I believe that true wealth lies in the good deeds you've done for others." I WAS AWARE OF THE STRUGGLES AND CHALLENGES FACED BY POLICEMEN EVEN AS A CHILD. I WAS NOT BLIND TO THEIR REALITY. THAT AWARENESS SHAPED ME. GROUNDED LEADERSHIP Calinisan's first public service job was at Malacañang from 2010 to 2016 as assistant secretary in the Office of the President. The road to working for the organization he once dreamed of joining started when he worked at the People’s Law Enforcement Board (PLEB) in Quezon City as chairman and executive officer. PLEB is an office that investigates police misconduct. He received a measly Php12,000 monthly salary at PLEB QC, but it was his dedication that kept him motivated. When he took over, the office had a case backlog from way back over a decade. He was able to resolve these cases in 60 days. “Justice must be swift—not just for the complainant, but for the respondent. The public deserves answers, and the police deserve clarity,” he says. “If you are abusive, you should be removed. But if you're innocent, your name should be cleared as quickly as possible.” His exemplary four-year service at PLEB QC earned Calinisan a post as commissioner of NAPOLCOM in 2024. Within a few months, he was appointed vice chairperson and executive officer in 2025. “I never planned this. It was never part of my career map,” he admits. “But destiny brought me here [NAPOLCOM], and I intend to make every moment count.” From day one, Calinisan made it clear that NAPOLCOM isn’t just a government agency tucked away in Metro Manila. It exists to serve every Filipino, no matter how distant. That is why, in his very first week in office, he boarded a plane to Tawi-Tawi, the southernmost province of the country. He didn’t just meet with local officials; he shook hands with ordinary police officers, listened to their stories, and sat down with residents in far-flung communities. For Calinisan, it was not just about raising awareness of NAPOLCOM’s mandate. “I did not go to places for sightseeing, but to let them know that the Commissioner is reachable, and NAPOLCOM is listening,” he explains. He was the first NAPOLCOM commissioner to visit Tawi-Tawi. Public service for Calinisan is not about staying in the office or relying on titles—it is about establishing a sincere relationship. He has a striking impression that many government officials are distant and detached from the people they are meant to serve. He wants to steer away from that kind of leadership. For him, meaningful leadership starts with open communication. “If you don’t know or speak to the people you govern, then you have a serious problem,” he adds. This is the very reason why, even in remote areas, Calinisan never misses the opportunity to personally engage with people on the ground. He even gives out his personal number to rank-and-file police officers and staff and would personally reply to messages even late at night. “Sometimes the best ideas, the most urgent concerns, or the most honest feedback come from the ground,” he explains. “When people can reach out without layers or protocol, you build trust—and you get the truth. If the people who protect and serve us feel voiceless, then we have failed. So I will listen—and I will act.” JUSTICE WITHIN REACH Calinisan wants to continue his track record of swift resolution of case backlog from PLEB to NAPOLCOM because there are thousands of cases pending for over a decade awaiting him. He says that a day before the interview with LEAGUE Magazine, they were able to resolve a 22-year old case. “Imagine that. How could anyone still believe in NAPOLCOM if it takes two decades to render justice?” stresses Calinisan, adding that the issue is not about backlog but a disregard of public trust. “I felt really bad—insulted even—as an ordinary citizen. So right after seeing and resolving that case, I immediately instructed the lawyer to write to me and identify who the handling lawyers were. I needed to take proper action. They had to explain why it took that long to resolve such a simple case.” Calinisan is determined to restore people’s confidence in NAPOLCOM; that’s why he issued a bold marching order to have zero case backlog by December 2025 and committed to resolving new complaints within 60 days. In his first week as NAPOLCOM Commissioner, Calinisan visited the Tawi-Tawi Police Office in BARMM to check on the morale and welfare of PNP personnel—he became the first commissioner to set foot in the province. Calinisan is the first NAPOLCOM commissioner to visit the Regional Mobile Force Battalion, a national support unit with a strong presence of female personnel—reaffirming his commitment to inclusive and grassroots engagement. Calinisan, the first NAPOLCOM Commissioner to visit the Candelaria, Quezon police station, shared a light moment with non-commissioned officers during his inspection. Calinisan is seen sharing a light moment with officers at a small police detachment in BARMM, part of his efforts to bring NAPOLCOM closer to the PNP and give even the most junior officers direct access to the agency’s top leadership. The commission also unanimously dismissed a controversial police vlogger attacking public officials. NAPOLCOM did not wait anymore for a formal complaint but instead conducted a motu proprio investigation. They made him speak his side as an exercise of his right to be heard but later on decided to dismiss him. “That’s what swift justice looks like,” he explains. However, justice must not only be served, according to Calinisan, but also be seen by the common people. “To the ordinary Filipino, what matters is that when there’s a problem, they know there’s someone they can turn to, and that their complaint won’t fall on deaf ears,” he explains. Calinisan receives Foyer Honors from the PNP Regional Office in Mindoro, reflecting his belief that sound policy comes from being present with police on the ground—not from behind an office desk in Metro Manila. Calinisan as lecturer in the TUPA (Tulay ng Pagbabago) reform program of QCPD promoting education and positive change among police officers. FOR CALINISAN, TRUE LEADERSHIP IS SINCERELY CONNECTING TO THE PEOPLE ON THE GROUND—ENGAGING DIRECTLY WITHOUT BARRIERS AND RESPONDING PERSONALLY, BECAUSE HE BELIEVES THAT EFFECTIVE GOVERNANCE IS FOUNDED ON TRUST, TRUTH, AND OPEN COMMUNICATION. Calinisan, however, explains that NAPOLCOM is not an enemy of the police. There are many police officers who are doing their jobs right and yet are publicly scrutinized. “Araw araw, naaawa ako sa mga pulis. Napakahirap ng trabaho nila. Ang ibang tao, madaling magpapogi sa publiko. Uupakan lang nila ang pulis (Every day, I feel sorry for the police. Their job is extremely difficult. It's easy for other people to look good in public. They just have to go after the police)—but that’s not the way forward," he says. Reflecting on the challenge of selecting police officers, Calinisan notes that some recruits lack mental and emotional fitness. "Hindi biro ang bigyan ng baril at uniporme ang isang tao (It is not simple to give someone a gun and a uniform)," he says. "We have a responsibility to make sure the person who holds that kind of power is fit—mentally, physically, and morally." NAPOLCOM is now scrutinizing the recruitment process and Calinisan has highlighted the need for a review of the PNPA curriculum and the training of non-commissioned recruits. He is also focusing on professionalizing the police force by recruiting a pool of professors to enhance the quality of police education. The initiative is not limited to new recruits, as many existing members of the police force, according to him, do not even know the basic Miranda Rights or the rules regarding warrantless arrests. NAPOLCOM is forging partnerships with the PNP and the Integrated Bar of the Philippines to educate them on such. “You can’t lead or protect the people if you don’t understand the law,” he stresses. Calinisan describes his work as a part of his personal advocacy and a chance to make a difference. “Ipinanganak na ang kakampi niyo sa National Police Commission (Your ally in the National Police Commission has been born),” he tells policemen. “I’m here to look after your morale and welfare.” To the Filipino public, Calinisan says: “I’m just like you—an ordinary citizen. I didn’t come here with perks or privileges. I just want change. And I know you do, too.” TO THE ORDINARY FILIPINO, WHAT MATTERS IS THAT WHEN THERE’S A PROBLEM, THEY KNOW THERE’S SOMEONE THEY CAN TURN TO, AND THAT THEIR COMPLAINT WON’T FALL ON DEAF EARS.

VOL. 8 NO. 7 BARANGAY CONNECTION BY TREISHA C. ROVERO Learn how two barangays in the province of Rizal made initiatives that highlight how community-driven action can combat poverty, promote sustainability, and uplift grassroots lives. From plastic-for-food swaps in Barangay Ampid 1 in San Mateo to livelihood and relief efforts in Barangay Halayhayin in Tanay. Read More 46TH ASEAN SUMMIT BY TREISHA C. ROVERO President Marcos called for stronger regional cooperation, inclusive development, and ethical tech governance at the latest ASEAN Summit. Read More BRIGADA ESKWELA 2025 BY TREISHA C. ROVERO DepEd launched Brigada Eskwela 2025 to unite communities in preparing public schools through cleanup, Read More CABINET APPOINTMENTS BY TREISHA C. ROVERO President Marcos retained key officials and named new appointees to top posts in law, police, housing, finance, and the Supreme Court. Read More THE PH DIGITAL NOMAD VISA: WHERE WORK MEETS WANDER BY NEPHELINE LIM DACUNO Learn why the Philippines’ new Digital Nomad Visa is encouraging remote professionals from around the world to trade in their cubicles for beachfront. Read More WHAT DO YOU NEED TO KNOW ABOUT THE IMPEACHMENT? BY GODFREY T. DANCEL Here’s what you need to know about how impeachment works, why it matters, and what it means for democracy. Read More THE SILENT WONDERS OF NUEVA VIZCAYA BY RAGIE MAE TAÑO-ARELLANO Explore and uncover why the historical sites and scenic landscapes in Nueva Vizcaya are making it emerge as a tourist destination in Luzon. Read More INDEPENDENCE FOR WHOM? BY TREISHA C. ROVERO The celebration of Philippine Independence is a reminder that true freedom remains elusive for many still fighting for their land, rights, and recognition. Read More THREE AT THE TOP: PARTYLIST ELECTION TOPNOTCHERS PROVE TO BE AN INTERESTING MIX BY GODFREY T. DANCEL Get to know more about the 2025 partylist race’s top three and why they form an interesting mix of partylist groups in the incoming 20th Congress. Read More FILIPINOS WORLDWIDE MOURN FOR THE PASSING OF POPE FRANCIS BY ATTY. PAULA ZAYCO ABERASTURI Explore how Pope Francis’s death moved the Filipino nation, from nationwide tributes to global vigils—and sparked hopes for a future Filipino pope. Read More RTU PRESIDENT MA. EUGENIA M. YANGCO BY TREISHA C. ROVERO Learn how Dr. Ma. Eugenia M. Yangco’s CHANGE-driven leadership and commitment to transparency and innovation transformed Rizal Technological University into a model of values-based academic excellence. Read More FRANCISCO MOTORS CORPORATION CHAIRMAN ELMER FRANCISCO BY NEPHELINE LIM DACUNO Know why a Filipino company refuses to let the iconic jeepney fade into the past—and how it’s reinventing tradition with hydrogen power, family legacy, and national pride at the wheel. Read More PNP CHIEF ROMMEL FRANCISCO AND MRS. MARY ROSE MARBIL BY MARIANNE JANE S. ZARA As PNP Chief Marbil retires, he leaves a legacy of honesty, continuity, and reform, bolstered by his wife Mary Rose’s unwavering support for the police community. Read More NAPOLCOM VICE CHAIRMAN AND EXECUTIVE OFFICER RAFAEL VICENTE CALINISAN BY RAGIE MAE TAÑO-ARELLANO NAPOLCOM Chief Rafael Vicente Calinisan shares his journey from aspiring police officer to reform-driven public servant, committed to swift justice, police accountability, and restoring public trust through people centered leadership. Read More PASIG CITY ADMINISTRATOR JERON UY MANZANERO BY BIANCA MARAÑON Discover how Pasig City Administrator Atty. Jeron Uy Manzanero puts integrity, transparency, and public service into practice in local governance. Read More NUEVA VIZCAYA GOVERNOR JOSE “JING” GAMBITO BY RAGIE MAE TAÑO-ARELLANO Governor Jose “Jing” Gambito’s bold vision and unshakable commitment to unity are transforming Nueva Vizcaya into one of the Philippines’ fastest growing provinces. Read More SENATOR JOEL VILLANUEVA BY FREDERICK N. CASTILLO Get to know why the senator considers his more than two decades as a public official as a journey to serve God and country. Read More

This is a Paragraph. Click on "Edit Text" or double click on the text box to start editing the content and make sure to add any relevant details or information that you want to share with your visitors. Button LEAGUE AWARDS LEAGUE OF GREAT GOVERNANCE AWARDS (LGGA) Infrastructure • At least 75% of the province land area is accessible via paved road • At least one (1) Level 3 government-owned hospital and two (2) Level 2 or Level 3 government-owned hospital • At least two (2) public parks • At least two of the following: - One (1) State University and College (SUC) - For HUCs, two (2) public schools - For ICCs and CCs, one (1) public school Financial Management • Most recent audit opinion is unqualified or qualified plus 30% of recommendations fully complied with or at least 50% of recommendations have ongoing plans to comply • Compliance with the Full Disclosure Policy • Positive increase in average local revenue growth from 2021 to 2022 • Utilized at least 60% of the Internal Revenue Allotment • Annual budget for 2023 is approved within the prescribed period Environmental Management • Provincial solid waste management board with CSO and private sector representatives • Approved 10-year solid waste management plan • Air Quality Index level of at least 100 • Forest cover for entire province of at least 15% of land area • Governing board with NGO, water utility sector, and business sector representatives for implementation of Clean Water Act Disaster/Preparedness • Approved 2023 Local Disaster Risk Reduction and Management (LDRRM) Plan and Budget • Local Climate Change Action Plan (LCCAP) • COVID-19 9and other infectious disease) plans • Early warning systems • Established Evacuation Management system and resources • Trained and equipped Search and Rescue (SAR) or Emergency Response (ER) teams • At least 75% of barangays have approved Community-Based Disaster Risk Reduction and Management (CBDRRM) Plans and Budget Health & Pandemic Response • Complete Local Investment Plan for Health (LIPH) • At least four of the following: - At most 25% stunting rate among children under five - At least 47.5% of households use safely managed drinking water services - At least 90% Tuberculosis (TB) treatment success rate from 2021 - 2022 - Disaster Risk Reduction and Management in Health (DRRM-H) Plans - Organized and trained Health Emergency Response Team on minimum required trainings: Basic Life Support and Standard First Aid - Essential Health Emergency Commodities available and/or accessible within 24 hours - Functional Health Operations Center or Emergency Operations Center - Functional Local Epidemiology Surveillance Unit • At least 70% of local population are fully vaccinated against COVID-19 • At least 75% of barangays have a functional, trained, and equipped BHERT (Barangay Health and Emergency Response Team) Tourism, Culture & Arts • Tourism development, at least two of the following: - City Tourism Office or officer - Tourist Information and Assistance center or desks - Tracking System or Tourism Data • Cultural Heritage Promotion and Conservation, at least three of the following: - City Council for the promotion of culture and the arts - At least one or two completed or ongoing projects for the conservation and preservation of cultural property - Cultural Property Inventory - Documented and published narrative of history and culture • For cities/municipalities with eco-tourism initiatives, at least two of the following: - Low-impact eco-tours and facilities - Environmental and Cultural awareness programs - Employ local workers - Partner with local communities and/or Indigenous Peoples (IPs) Safety, Peace & Order • Overall Performance Rating (OPR) of at least 85 for the functionality of the Barangay Anti- Drug Abuse Council (BADAC) • OPR of at least 85 for the functionality of the Barangay Peace and Order Committee (BPOC) • OPR of at least 85 in the LupongTagamayapa Incentives Awards (LTIA) • Existing record of barangay inhabitants (RBIs) that is regularly updated every six months Social Protection • Functionality of the Violence Against Women (VAW) Desk, at least two of the following: - VAW Desk - VAW Desk Officer who has participated in capacity-building activities in the past 12 months - Submitted VAW Case Quarterly Reports • Access to Health and Social Welfare Services in the Barangay, at least two of the following: - Barangay Health Station - At least one Barangay Health Worker - At least one Barangay Nutrition Scholar - Certification from the City/Municipal Health Officer • OPR of at least 75 (High to Ideal) for the functionality of the Barangay Development Council • OPR of at least 80 (Ideal) for the functionality of the Barangay Council for the Protection of Children (BCPC) • Approved Gender and Development (GAD) Plan and Budget

< Back SAN JUAN CITY COUNCILOR JAMES YAP BY EDWIN ALLAN DIAZ The name James Yap is synonymous with Philippine basketball. Yap is a part of the Philippine Basketball Association’s (PBA) 40 Greatest Players list, a twotime league Most Valuable Player (MVP), 16-time All Star, seven-time champion, four-time Finals MVP, and member of the 10,000 Point Club, to name a few of his achievements. Through the years, Yap has been given several nicknames. Before joining the PBA, he was called “Boy Thunder” alongside his University of the East (UE) Red Warriors teammate and now fellow councilor, Paul Artadi, who was known as “Kid Lightning.” Their duo was the stuff of legends at the University Athletic Association of the Philippines (UAAP). At the professional level, Yap became the Purefoods Tender Juicy Hotdogs’ (now Magnolia Hotshots) go-to player for those crucial, last-minute plays going for either a layup or a threepointer after receiving the ball off a quick pass. This earned him the nickname “Big Game James.” Another is “A Man with a Million Moves,” which Yap credits to his large palms giving him excellent ball-handling skills. This gave him the ability to easily move the ball in any direction, surprising sports commentators and analysts. But Yap never thought he would gain another title, one that has a direct impact on the lives of his fellow Filipinos, particularly in the City of San Juan: councilor. RECEIVING AN ASSIST In basketball, an assist is a pass that leads to a basket. Yap never planned to become a public servant, but his surroundings and experiences led to other things for him. “I was just focused on my basketball career, and to inspire as many kids to invest in and love the sport,” he shares with LEAGUE. The 41-year-old councilor knows the positive impact of sports on the youth because competitive street basketball played a major role in his childhood. “I started playing basketball when I was still a child, just like the children today who play in improvised courts on the streets, with iced water at stake. I used to play against older players,” Yap says. Because of hard work and determination, he soon played on polished hardcourts. Instead of iced water, Yap later on played for MVP titles and championship medals. Yap won his first MVP award with his high school, Iloilo Central Commercial High School (now Hua Siong College of Iloilo) before becoming UAAP Season MVP with the Red Warriors in 2003. Together with the national team, he secured gold for the Philippines in the 2003 Southeast Asian (SEA) Games, bronze in the 2007 William Jones Cup, and another gold in the 2009 Southeast Asia Basketball Association (SEABA) Championship. I am still a rookie, but I aim to be great in the end. As Yap’s professional basketball career—starting from his being selected second overall by Purefoods in 2004—became as legendary as his amateur and national team careers, he became a household name, alongside other sports greats. But in 2019, Yap decided to take on the role of a rookie in a completely different field after receiving an invitation from San Juan City Mayor Francis Zamora to run for councilor. He was willing to start from the bottom again if it meant he could better serve his fellow citizens. “As someone new to this field, I think I would relate this to how I played basketball at first. I could say I’m still a rookie, but I aim to be great in the end. I’m a keen observer and I take note of every need of my constituents. I am a leader who listens and acts [on their needs],” says Yap, describing his brand of leadership. “Si Mayor Francis Zamora ang nagbigay ng sapatos sa akin noong walang-wala ako at hanggang ngayon, hindi ko ‘yun nakakalimutan. Sinundan ko ‘yung yapak nya bilang public servant. Ninais ko ring maging kamay sa mga walang-wala kasi minsan rin akong naging ganon, at panahon na para ako naman ‘yung mag-give back (Mayor Francis Zamora was the one who gave me shoes when I had nothing to my name, something I have not forgotten ever since. I followed his footsteps as a public servant. I also wanted to be of help to those who have nothing because I was once like them, and it’s time for me to give back), Yap reveals. HOME COURT The home court is where the host team plays its “home” games. San Juan City may not be Yap’s birthplace, but for the Escalante City, Negros Occidental native, it sure has become his home. That the San Juañenos have accepted him as their own became clear during the campaign period. “I’m in awe and grateful for having a lot of people supporting and believing in me. They were literally behind me in every house that we campaigned in. They never left me and stayed with me until the end,” Yap shares. Many of Yap’s most ardent supporters during the campaign have remained by his side, helping him craft projects. Needless to say, the people’s needs are taken into close consideration in his six priority programs, most of which lean heavily toward sports. The James Yap Clinic Membership Program registers all San Juan-based athletes for the James Yap Clinic Card, which contains their exercise schedules and other training-related details. It also promises sports clinics, sports physicals, and online coaching for athletes to achieve their full potential in sports under the program Pagtuturo at Pag-eensayo sa mga Atletang San Juaneño (Teaching and Training the San Juan Athletes). Under the proposed Buwanang Ayuda para sa mga Atletang Juaneño (Monthly Aid for San Juan Athletes) program, studentathletes are to receive a monthly stipend to sustain their training, provided they maintain good academic standing. It also serves as a reminder that they are students first before athletes as they represent San Juan in tournaments and sporting events nationwide. Aside from allowances, student-athletes will also receive cash incentives, trophies, and medals. In the Taunang Pagkilala at Pagpaparangal sa mga Namumukod-tangi at Huwarang Estudyante-Atletang Juaneño (Yearly Recognition and Awarding of the Outstanding and Exemplary Student-Athletes of San Juan), athletes are recognized for their hard work, excellence in, and dedication to athletics as well as academics. Yap also believes that physical fitness is for everyone. Under the Inklusibong Juaneño: Indayog para sa mga Nanay, Tatay, Lola, Lolo, at Kabataang Juaneño” (Inclusive San Juan: Mothers, Fathers, Grandmothers, Grandmothers, and the Youth of San Juan Swaying to the Beat) program, all citizens of the city are enticed to join faceto-face or online Zumba, aerobics, and yoga sessions. San Juan also embraces online electronic sports (e-sports) competitions. This program was conceived to curb the spread of COVID-19 in the city, held alongside traditional sports which Yap says helps resolve one of San Juan’s biggest problems. “This has been a concern from way back—and not only in the city—the problem of vices and drugs, especially with the youth. So as an athlete myself, I think it’s best for the youth to channel their time and resources into something meaningful, [like playing] basketball, volleyball, chess, or sepak takraw. This helps them personally and at the same time, they can represent San Juan in competitions.” “With [sports], we are addressing several problems all at once,” Yap adds, promising to keep doing his best to ensure that everyone in their home court wins. SHOT CLOCK This is the timing device that displays 24 seconds, which is the amount of time a team possessing the basketball must attempt a field goal. For Yap, every second counts. “Every decision, ordinance, and resolution I make, we make in the council—there’s life at stake. So dapat careful at plantsado ang paggawa ng mga polisiya kasi may buhay ng tao na maapektuhan. So natutunan ko rin dito na maging mapanuri at araling mabuti ang bawat proyekto o programang isinusulong. (Policies must be crafted with care because people’s lives will be affected. I have learned to be meticulous and to study all the projects and programs before I push for them.) We make sure that each would benefit our constituents in the best way possible,” he says about his learnings as a first-time public servant. “I have learned that in politics, you should be understanding, you should know how to put yourself in other people’s shoes. Iyon lagi ang isinasabuhay ko (That’s what I always practice); my moral compass to continue being a good leader, Yap adds. Yap cites two sets of role models who inspired him to be the leader he is today: his parents and basketball coaches. His parents were his and his siblings’ North Star. “[Inspirasyon sa akin] kung paanong ginabayan nila ako at mga kapatid ko lalo pa noong kapos pa sa buhay. Sa tulong nila, naitawid ang pamilya sa tamang direksyon (I am inspired by how they guided me and my siblings, especially when we had nothing in life. With their help, the family was steered in the right direction),” he says. Meanwhile, the second set helped him develop not only the essential skills a basketball player needs, but also essential values which he is currently practicing in public office. “They taught me the power of camaraderie, sportsmanship, and discipline. The lessons they taught me, served me well not just in basketball; they are now my moral compass as councilor of San Juan,” Yap shares. OVERTIME This is an additional five-minute period allotted to determine the winner after the game ends in a tie in regulation. Known for sending games into overtime with clutch plays, Yap isn’t thinking about going past the fourth quarter. He is not looking forward to running for a higher position and even deferred playing in the 2022 PBA Commissioner’s Cup to focus on his duties and responsibilities as councilor. “Naka-focus ako sa mga gampanin ko bilang konsehal ng San Juan at pagtugon sa mga pangangailangan ng bawat (I’m focused on my duties as councilor of San Juan and attend to the needs of every) San Juañeno,” says Yap. Yap knows he is not alone in San Juan. And being the man everyone looks forward to playing with on the court—a team player—he does not hesitate to seek help from other people, too. “It is my people, my staff, who patiently work and support me in my causes. Their being active pushes me to be even more conscientious of my role in the city. They are my inspiration every day when I wake up. My constituents always help me to do better for the City of San Juan.” Even though Yap admits that the city has limited resources, this does not hinder him from serving his constituents to the best of his abilities. In fact, he’s even enjoying what he is doing for the people and responding to their needs by prioritizing and focusing on uplifting San Juan. “What I love about being a public servant is that people entrusted me with their lives; their actual needs and concerns. However, of course, with limited resources available, we need to assess what needs to be attended to immediately. We put high priority on those that are most pressing and deal with the rest later on. It is difficult but that is the most efficient way to address the needs of our constituents, given the situation.” A little over a year into his term, Yap has proven that just as he made a name in basketball, he could also excel in the field of public service. Like training for any basketball tournament, Yap is working on being San Juan’s MVP—Most Valuable Politician.

< Back CAFE 10/23: A HOMEGROWN HAVEN IN IMUS Founded by spirited entrepreneurs from the Gonzaga-Cantimbuhan family led by Laurice Annelle “LA " Cantimbuhan, Café 10/23 is infused with the family’s vibrant spirit, passion for community, and their deep- seated commitment to creating a haven that transcends the ordinary. As a family that found a weekly ritual in coming together through finding great cafés and restaurants, the Gonzaga-Cantimbuhan family understood the importance of having a space within their community that all Caviteños may call their own. This is where Café 10/23 comes in. A TRIBUTE TO FAMILY AND A LOVE LETTER TO IMUS The very essence of Café 10/23lies in the date it proudly carries—a celebration of life, love, and family. October 23 marks the birthdays of two very important members of the Gonzaga-Cantimbuhan family: Cavite Provincial Board Member Ony Cantimbuhan and their late grandmother, Rosalinda Gonzaga. For the family, proudly born and raised in the City of Imus, Café 10/23 is a heartfelt love letter to their hometown, a place in Cavite where Caviteñoscan make their best memories in. As you step into Café 10/23, you will be greeted by a tapestry of treasures that hold sentimental value for the family.A vintage seat from Lola Rosalinda’s house, lovingly restored, makes the dining room a homage to family history. Supporting and promoting local Caviteño artists and artisans is a core principle at Café 10/23. The gallery wall showcases the works of local Imus artist Christian Tamondong. Majority of the furniture, including signature tables and chairs, was crafted by local artisans. The iconic jeep, a centerpiece in the cafe, serves as a living embodiment of familial ties and cherished history. It was crafted by Caviteño artists and carries the legacy of Lola Rosalinda’s business (Gonzaga Body Builders)of crafting passenger jeeps from the 1960s to the 1980s. It is also a nod to BM Cantimbuhan’s first venture as a working student: redesigning passenger jeeps. His experience in the field of entrepreneurship, starting from buying and selling passenger jeeps to being franchise owner of well-known restaurants and owner of a resort has served as inspiration and guide for LA’s successful management of the café. It is evident that the decision to embark on this journey wasn’t merely a business opportunity; it wasa conscious choice to create a space for every Caviteño. Whether alone or on a date; with friends, family, or even pets (yes, it’s remarkably pet-friendly), Café 10/23 beckons to everyone to make memories that resonate with the heart and soul of the City of Imus. VIBRANT NARRATIVES While Café 10/23 boasts an aesthetic that is nothing short of Instagram-worthy, every detail tells a personal story. The vibrant colors that adorn the café reflect not just the different personalities in the Gonzaga-Cantimbuhan family, but also the lively spirit that defines the City of Imus. Each dining area exudes a unique style, allowing you to discover something new with each visit. The café is designed to be more than just a pretty space; it’s a canvas that reflects the multifaceted layers of both the Gonzaga-Cantimbuhan family’s and the City of Imus’ history. It is a place where memories are crafted—a gallery of emotions and a vibrant tapestry of familial love. BITE BY BITE, SIP BY SIP Matching the café’s vibe is the quality of the food they serve. From the beginning, the family was committed to crafting a culinary experience that is uniquely theirs. A month before opening, the search for pastry and cake suppliers in Cavite proved futile. With a passion for pastries, the family made the decision to put up an in-house bakery one month before the cafe’s launch. Luckily, they definitely made the right call. The pastries boast unparalleled quality, showcasing a selection that includes the rich and unique flavors of the Ube Leche Flan Danish, the enticing layers of the Butter Croissant, and indulgent allure of the signature Chocolate Cake. Each pastry, baked with meticulous care, promises a symphony of textures and tastes that could only have been achieved through the family’s dedication to serving the best. At Café 10/23, the commitment to excellence extends to every cup of coffee. The family takes pride in serving the finest quality coffee, attributing its excellence to the exclusive use of Deuces Coffee Beans from the renowned cafe and roastery based in Makati. This collaboration allows Café 10/23 to offer the most premium coffee blends, ensuring that every cup brewed carries the mark of excellence. The menu features an array of signature caffeinated drinks which include the White Chocolate Mocha Latte, Tiramisu Latte, and Sea Salt Spanish Latte and Matcha Latte whose ingredients are authentic and directly sourced from Uji, Kyoto in Japan so that Imus locals and visitors alike can savor the rich flavors and aromatic profiles of Café 10/23’s coffee, making it a distinguished destination for all coffee enthusiasts. Non-coffee drinks such as blended drinks, Cookies and Cream, Chocolate Fudge, Strawberry, and Ube Latte are also available. Their bestsellers from this part of the menu are Café 10/23 Iced Tea, Strawberry Lemon Soda, Butterfly Pea Lemonade, and Yuzu Soda. For those seeking a savory indulgence, the menu offers a variety of dishes like the Truffle Cream Pasta, Family Recipe Beef Tapa, Creamy Bistek Tagalog , Pork Belly Bowl and Classic Fried Chicken. Each item is a blendof comfort and innovation, elevating the Caviteño café experience. The pride of Imus City, the renowned Imus longganisa , takes center stage as a star ingredient, gracing the breakfast plates and lending its unique flavors to the Café 10/23 salad. No longer do Caviteños have to search far for quality cuisine and exceptional coffee—Café 10/23 brings it home, celebrating the rich flavors of Imus with each delectable dish. A HOME FOR THE HEART In every corner of Café 10/23, passion intertwines with purpose. More than being just a café, it is a refuge, a celebration of family, and a love letter to Cavite. As you step into this haven, expect not just an aesthetically pleasing experience but a journey into the heart of the City of Imus, where every sip, every bite, and every moment is an invitation to make memories that linger long after you’ve left. Café 10/23 is not merely a destination—it’s a destination with a heart. It is a testament to the rich tapestry of Cavite’s past, present, and future, where each sip tells a story, and every bite echoes the heritage of a community proud to call Café 10/23 their own. EACH ITEM IN THE CAFE 10/23'S MENU IS A BLEND OF COMFOR AND INNOVATION.

< Back BY HELEN HERNANE Read how Sri Lanka ended up in its present situation and how it affects the world. Over 4.9 million people or 22 percent of the Sri Lankan population are in desperate need of aid as the country’s worst economic and financial crisis rages on. But the country’s poorest aren’t the only ones struggling with the fallout. In a matter of a few years, the middle-class population went from having enough savings, looking forward to a decent retirement, and enjoying a relatively comfortable lifestyle to relying on government rations to be able to eat twice a day and waiting in line for hours for fuel, if there are any. Located in the Indian Ocean, the island country of Sri Lanka’s gross domestic product (GDP) per capita in 2019 was higher than that of the Philippines, Egypt, Vietnam, and India. In fact, things were looking up for the country as it had been ten years since the end of the 30-year civil war. BEGINNING OF THE FALL Tragedy struck in April 2019. A series of coordinated suicide bombings in churches and hotels resulted in hundreds of casualties. The terrorist attack, or the Easter Sunday bombings, had a drastic impact on their tourism industry—leading to a 70 percent drop in tourist arrivals in the month that followed and an over 60 percent drop by June. In 2018, the tourism sector accounted for 5.6 percent of the country’s GDP. It is also the fifth largest source of foreign currency, earning US$4.4 billion that year. Two years later, however, the oncebooming industry was struggling to recover from the consequent effects of both the terrorist attack and the COVID-19 pandemic. By 2020, it was responsible for only 0.8% of GDP. As terror enveloped the country following the bombings, former defense minister Gotabaya Rajapaksa who had a strongman reputation won by a landslide in the presidential election held on November 2019. He then named his brother, former president Mahinda, as prime minister. President Rajapaksa, who had a parliamentary majority, soon appointed family and friends in various government positions. This move was nothing new, however, as there were already more than 40 family members in government posts by the time of his brother Mahinda Rajapaksa’s second term as president from 2010 to 2015. President Gotabaya, or Gota as he is called, was asked about their family’s penchant for nepotism during an interview with Al Jazeera. Rajapaksa merely said, “People keep voting Rajapaksa family members [to power]. What can I do? When they do not wish to see them anymore, they will kick [the Rajapaksas] out.” ICARUS COMPLEX Perhaps he spoke too soon. Still, Rajapaksa expected to win over the people and gain long-term popularity by fulfilling a major election promise—huge tax cuts. By the end of 2019 and early 2020, the tax cuts included the reduction of value added tax (VAT) from 15 to 8 percent; the reduction of the telecommunication tariffs tax by 25 percent; and the elimination of the economic service charge, Nation Building Tax, capital gains tax on the share market, VAT on sovereign property, Pay as You Earn (PAYE) Tax, debit tax on banking and financial institutions, credit service tax, and the withholding tax on interest income. The result was the reduction of the tax paying population base by roughly one million. For Sri Lanka, a country already dealing with prevalent tax evasion, this proved to be disastrous. In theory, however, the populist move was designed to provide people more disposable income which, in turn, would spur the economy. But that wouldn’t be the case for them, a realization that finally dawned on the government this year. On May 31, 2022, the government announced an increase in VAT from 8 to 12 percent (effective immediately) and corporate income tax from 24 to 30 percent (starting October 2022). These are expected to add revenue of around US$180 million and US$145 million, respectively. Unfortunately, this was not the last decision of Rajapaksa that had catastrophic results despite the promising premise. After the election, Rajapaksa had a decade-long plan to transition Sri Lanka into organic farming. In April 2021, however, the government suddenly implemented the complete ban on the importation of chemical fertilizers and pesticides—an ice-cold bath that shocked the nation’s agriculture industry. The supposedly environment-friendly move led to a 20 percent drop in rice production, causing a 50 percent increase in rice prices within seven months. Over 30 percent of the country’s agricultural land was left unused and the country had to resort to importing rice from China and Myanmar, something that was nearly unheard of before the ban on agrochemicals. Aside from rice, Sri Lanka had also begun importing sugar, wheat, milk powder, and other commodities. These imports ate up the foreign exchange reserves which went from US$4.06 billion in June 2021 to only US$1.92 billion by April 2022. With Rajapaksa’s biggest decisions under scrutiny, many experts also link Sri Lanka’s downfall to the expensive infrastructure projects that eventually yielded little to no income. To finance the construction of these gargantuan, attention-grabbing projects, the government had to borrow billions from China. These Chinese loans do not account for the biggest chunk of their debt portfolio (only 9.83 percent), however, as Sri Lanka also took out multibillion-dollar loans from other countries and financial institutions. In terms of share, their International Sovereign Bonds account for nearly half of their debt stock (47.40 percent) while their loan from the Asian Development Bank (ADB) accounts for 12.72 percent. Sri Lanka also has loans from the World Bank (9.25 percent), Japan (9.54 percent) and India (2.60 percent). But their extravagant infrastructure projects were funded by Chinese loans that they eventually could not pay, leading many analysts to think the worst. According to an Observer Research Foundation paper, “China’s liquidation techniques and hidden debts in various projects also reflect the problematic outcomes of Beijing’s economic imperialism.” Like Rajapaksa’s decision with the ban on agrochemicals and the tax cuts, there was hope that these infrastructure projects (initiated during Mahinda’s presidency) would benefit the country. Construction of the Colombo Port City which covers over 269 hectares of reclaimed land is expected to be completed by 2043— and will only earn income by then. The Sri Lankan government eventually couldn’t pay for the debt generated by the construction of the US$1.4 billion port city and resorted to leasing 43 percent of the port to China for 99 years. China also funded a couple of other infrastructure projects in the country: a barely-used US$15.5 million conference center, the Mattala Rajapaksa International Airport which was once dubbed by Forbes as “The World’s Emptiest International Airport,” Narocholai coal power plant, and Colombo International Container Terminal. The crown jewel of these multimillion-dollar infrastructure projects was the US$104 million Lotus Tower—a glimmering skyscraper that is supposed to boost tourism with its revolving restaurant, 400-persons-capacity conference halls, 1000-seat auditorium, museum, observation gallery, and luxury hotel rooms. It was inaugurated in 2019, but was never opened to the public. Economists and experts advised against most of these projects, especially those part of the Hambantota project. The Rajapaksas went ahead anyway despite studies showing their infeasibility as these politically-charged decisions were seen to benefit the Hambantota district, their home and stronghold. As expected, these projects failed to generate any of the supposed income and in some cases, even recorded huge losses. “GO, GOTA. GO!” With the series of mistakes that could be traced back to major economic and financial decisions made by the government, it seems the people now want them out. For weeks Sri Lankans have been taking to the streets in protest calling for the resignation of President Rajapaksa. In retaliation, the government allegedly sent counter-protesters or “goons” to violently disperse the protesting crowd which had been relatively peaceful at that point. Enraged, protests have since escalated in violence, storming (and in most cases, setting on fire) the homes of Rajapaksa allies, even going after Prime Minister Mahinda’s residence. Fearing for his life, Mahinda stepped down from his post and evacuated his home at 4 am with the help of the army. And he’s not the only Rajapaksa who has stepped down from their Cabinet post and other government officials have also left. Multiple clashes have been going on all throughout the country and in one instance, a parliamentary member belonging to Rajapaksa’s party was killed in his car along with his bodyguard. With the violent chaos and supplies running out, the government declared a nationwide state of emergency. And in April, the country defaulted on its debt. Rajapaksa has turned to the International Monetary Fund (IMF) for a bailout, but it would mean some conditions on budget cuts and trade. Neighboring country India has also offered to help, along with China. Despite the aid, it doesn’t look like Sri Lanka will be recovering anytime soon. Rajapaksa, unflinching in the face of all the rage of the Sri Lankans, is looking to finish his term. The rest of the world watches with bated breath, wondering if the same could happen to them. The Philippines, for one, is already experiencing soaring fuel prices. The COVID-19 pandemic is still ongoing, albeit somewhat tapered by global vaccination efforts. The conflict between Russia and Ukraine also continues, affecting wheat and fuel supply worldwide. Some experts believe that other developing countries may be heading down the same dark path as Sri Lanka. But it’s worth noting that their downfall was mostly due to government incompetence. Former consultant on Sri Lanka for the ADB and University of Sussex Professor Mick Moore commented that while the ongoing global issues do have an effect on the country, their struggle is not predominantly caused by them. “This is the most man-made and voluntary economic crisis of which I know,” Moore said on the BBC’s Today. Sri Lanka is in a precarious situation, but maybe it isn’t too late. Rajapaksa appointed career politician Ranil Wickremesinghe as the new prime minister following his brother’s resignation. Wickremesinghe warned however, when he spoke with the BBC, that their country’s situation is “going to get worse before it gets better.” For now, the 22 million Sri Lankans could only hope the situation clears up very soon.

00000000-0000-0000-0000-000000000003 < Back FORGING AHEAD Mayor Jefferson Soriano has emerged from each challenge wiser and with more grit, showing others how in the world of politics, you need more than just a tough shell to survive. BY KAYDEE DELA BUENA PHOTOGRAPHY BY DANIEL SORIANO Tuguegarao City Mayor Jefferson Soriano has had his share of controversies and challenges. But he has emerged from each wiser and with more grit, showing others how in the world of politics, you need more than just a tough shell to survive. Keeping in Line Soriano has been a man of the badge since he was 16 years old, having been accepted into the scholarship program of the Philippine Military Academy (PMA), belonging to Magilas Class of 1976. “My family nor relatives did not come from the armed service or government service, so I was the first. I decided to join the PMA because since I was young, I have always wanted to help others,” reveals Soriano. He took the exam, and when he passed, he knew he could use the service as a vehicle to help his fellowmen. Apart from being in the service, Soriano had dreams of becoming a lawyer, too. After graduating from the PMA, he took up law at Xavier University (now Ateneo de Cagayan), and then passed the 1983 Bar Exam. “Becoming a lawyer was necessary for me because I knew that it would help me in my career in law enforcement.” Years after, he took up his Master in Public Administration and Master in Business Administration degrees at Saint Paul University of the Philippines. He also took up Master in Management at Philippine Christian University. He also finished his PhD in Peace and Security Administration (United Nations sponsored program) at Bicol University. Throughout this time, he sacrificed a lot for his dream—which also entailed him not seeing his family for long periods of time due to the distance of his home. “The hardest thing [about my work] was being away from my wife and kids. I am blessed that as a family, we support each other in our life goals,” he added. Apart from devoting his time and energy into furthering his studies, he also became actively involved in student organizations. “To lead is to serve, to accept responsibilities, and to engage in the mission of your organization. I have had many experiences as the head of a unit—and I believe that I’ve grown because of the lessons that I took to heart during those times.” Soriano was 21 years old by the time he graduated from the PMA. Being in the service, it was inevitable that he was placed on dangerous missions around the country. “Bata pa lang kami, nakikipaglaban na kami noon sa Mindanao (We were young back then, but we were already in the thick of battle in Mindanao),” he shared. And from the battles he was involved in, he learned that nobody wins in a conflict. “Dati, ang dami naming mga malalayong lugar na napuntahan na walang nakarating na serbisyo ng gobyerno dahil sa gulo (We were exposed to many farflung areas back then that the local governments couldn’t reach to provide services because of the armed conflict),” he added. “Masaya ako dahil unti-unti itong tinugonan ng mga nakaraang administrasyon (Now I’m glad because the recent past administrations slowly addressed this concern) and this dispensation.” His experience in conflict was one of the things that propelled and motivated him to be a servant leader in his hometown. Soriano was then recognized as Junior Officer of the Year in Mindanao in 1976. Later on, Soriano became the provincial director of the Province of Batangas in 1999, where they were awarded the Best Provincial Command of the Year. In 2003, when he was the regional director of Police Regional Office 2, they garnered back-to-back recognition as the Best Regional Command of the Year, as well. After his service, he headed back to Tuguegarao and ran in the mayoralty race in 2013. “It was a very difficult campaign for myself and my whole team,” he reveals. Soriano had been away from his hometown because of his work in the service and because of this, the general public did not know him. It was a rather steep climb, but he believed that with hard work and cooperation, he could make it—and he won. Running under the Nationalist People’s Coalition (NPC) in the 2013 election, Soriano defeated Delfin Ting of the National Unity Party with a 1,205-vote difference. Soriano ended the Ting political dynasty; Tuguegarao was under the Tings’ mayoral leadership for 24 consecutive years. Forging Ahead Soriano has had a handful of cases thrown his way while serving as mayor. But each issue has been resolved and the three-star generallawyer-politician is now still standing strong after overcoming them. “I believe that the two cases that were filed against me as mayor were politically-motivated. They did not involve embezzlement of money, but involved questions of procedure. Both of these cases were dismissed by the Sandiganbayan. Until now, I continue to work on serving the people of Tuguegarao,” nods the 67-year-old veteran. Military Leadership Taking the lessons and values he learned from the military and the PNP, Soriano began to change the culture of his office from the inside out. He started with building his able team of retired PNP officials. This was not a case of padrino, but “they understood the work culture I needed. ‘Pag sinabi ko na trabaho na tayo, walang alas singko (When we work, there is no such thing as a five o’clock [closing time]). They will not go home until I go home, too. They go the extra mile until the work is done.” Soriano reveals that he had to adjust to the bureaucracy of local government and learn to appreciate the slower but meticulous process of the office. “There are processes and systems that you have to follow here. Though we want to work faster, we can’t move forward without the city council. Hindi gaya na ‘pag nasa PNP ka, very empowered ‘yung commander (Unlike when we were in the PNP, the commanders are very empowered [to make final decisions]). I hope to change the system so we can deliver more effective and efficient service to the people,” he reveals. Service Excellence Today, aside from responding to the challenges brought by the pandemic, Soriano has devoted his time and energy to fulfilling his other promises to his constituents. One of his key programs is the “WiFi Ko, WiFi Mo”, which he started four years ago. Through this endeavor, done in partnership with the Department of Information and Communications Technology (DICT), the LGU will put up free WiFi in all barangay halls and schools. The hardware is provided by the LGU, while the software is from DICT. This is the IT infrastructure that is hoped to make education more accessible, speed up government services through e-governance, and prepare Tuguegarao as a Digital City. The city’s digital transformation is speeding forward and they are now on their first year of their e-governance project, wherein the city government envisions a time when people can transact business with the city hall from their homes or elsewhere, including e-payment for their clients. “This initiative is for the people; they don’t need to come here [to the city hall] to transact business. In our barangay halls and schools that are connected with fiber optics, we installed customized computers, where they can transact with our BPLO, local registrar, and treasury. Hopefully, we will be able to finish and perfect the system within this year,” adds Soriano. Sustainability is another key area of governance that his office is also focusing on. He envisions to plant one million native trees and bamboos within three years. Moreover, the LGU is already in the final stages of their PPP for Septage Program (sewerage), which is an urgent need of Tuguegarao. In addition, they’re building new landfills to help with their city’s waste management concern. However, one of their proudest achievements and programs, which they hope to inspire other LGUs to adopt, is the Big Brother Program, wherein a reasonable portion of their income/funds generated is used to help other municipalities in Cagayan, especially in times of disasters and emergencies and for educational and sports purposes. This program has already been institutionalized through an ordinance. “Tuguegarao City is the regional government center, the center of education and excellence, and the trade and financial center of the region. Our neighbors flock to our city, such that our daytime population is double the nighttime population. People spend their money here, thus the rapid growth of our economy. Tuguegarao is a flourishing city because of the contributions and support of our neighboring municipalities. As such, we thought of the Big Brother Program as a way to thank them for their role in the growth and progress of the city,” Soriano shared. “The economy of Tuguegarao would not have become like this were it not partly because of them. Their children study here as we are the center of education. About 73,000–77,000 students are educated in our schools every year,” he added. With the Big Brother Program, the LGU is hoping to support all the municipalities of the Province of Cagayan. Economic Mega Center On the economic front, Soriano reveals that Tuguegarao has achieved the highest local revenues as compared to its neighboring cities. By the 4th quarter of 2021, the city reached more than 400 million in local revenues, from about 100 million in 2013. “Among the four cities in the region—Santiago, Ilagan, Cauayan, Tuguegarao—we have the smallest share in terms of national tax allotment (NTA) or internal revenue allotment (IRA). But, we were able to reach 300% growth of our money supply and local revenues in a relatively short period of time.” Soriano envisions Tuguegarao City growing to become one of the most progressive LGUs in North Luzon, achieving levels of excellence in education, environment protection, and local economy. His team is working hard to entice more investors and invite them to see the grand potential of the city. One of the current private investments in the city is the establishment of the North Gateway Business Park, the “BGC of the North,” a 24-hectare development area for BPOs, commercial centers, and the like. Another project of Soriano’s administration is the putting up of street lights along the main thoroughfares of Tuguegarao. This is a continuing project as the city plans to light up all the major roads in all its 49 barangays. Bringing Service to the People Under Soriano’s leadership, the local government has also institutionalized its “Barangay People’s Day” Program, wherein all the services that are being done in the city hall are brought to the different barangays every Friday of the week. “The program became even more holistic and enhanced because it now includes the participation and partnership of the regional government line agencies and service providers. Dati-rati, kung ang tao ay may kailangan sa Cagayan Electric Company (Cagelco), pupunta pa sila sa opisina ng Cagelco. 'Yung taga-barangay, kailangan pa nila gumastos para bumiyahe. Ngayon, si Cagelco na ang pumupunta sa kanila. Ganun din sa ibang mga ahensiya tulad ng (In the past, if the people needed something from the Cagayan Electric Company or Cagelco, they would need to visit the office of Cagelco themselves. The people would have to shell out money for their transportation. Now, they are the ones visited by Cagelco. Same goes for other agencies and utility providers such as the) Metropolitan Tuguegarao Water District (MTWD), Philippine National Police (PNP), Department of Agriculture (DA), Department of Social Welfare and Development (DSWD), Department of Labor and Employment (DOLE), at iba pa (and much more),” Soriano explains. With over 38 years in the armed service under his belt and about eight years as a mayor, Soriano admits that he still has much more to learn and so much more to share. The responsibility has been heavy and the role has been challenging, but he intends to give his best for the people of Tuguegarao. Politicking, public scrutiny, accountability, transparency, and sacrifice—all these are part and parcel of the life of a public servant. While it may pose much difficulty, Soriano says, “I have a dream of a better Tuguegarao for all those who are living and working here in our city, and I pledge my utmost commitment in ensuring that the years to come will be brighter than the years that passed.” BACK

< Back A Vision-driven Leader for Bagong Lipa BY LISA MORENO From being a public servant in his youth to mayor of a major city, Eric Africa has stood by his values of camaraderie, compassion, and love for his hometown. Through each program and policy throughout his terms as mayor, he remains driven by a loving vision of a truly healthy, transparent, debt-free government for generations to come. THE MAYOR'S POLITICAL JOURNEY Africa’s passion for public service may have been influenced by his having both parents in government—his mother was a court stenographer, while his father was a budget officer for the city. But he did not take public office seriously at first. His first foray into public service was in his early 20s, when he served as a member of their barangay’s Sangguniang Kabataan (SK) in 1996. “It felt like the SK was just like a game, like we were just a group of friends who formed a group,” he recalls, adding how it was during his time with the SK that he saw many things lacking in their community and that there was only a limited number of things he could do. “Perhaps my inspiration to seek a higher position is so that I can help a wider range of people, at least.” However, his tenure as SK member was short-lived because he was chosen as the youngest executive assistant at the time by then Mayor Ruben Umali. He then served as councilor for four terms and as vice mayor for two terms. In 2007, he joined the Nacionalista Party under then-Senator Manny Villar. In 2019, he was elected mayor of Lipa City, a victory that he counts as his proudest moment so far. He won in all 72 barangays and all 333 precincts—proof, according to him, that the people love his kind of service. PARTICIPATORY LEADERSHIP THROUGH TOUGH TIMES Africa admits that the events of 2020 caught him off guard, just like the others. He recalls that they were caught unprepared by the Taal Volcano eruption in January. Their city was preparing for its fiesta at the time, and when disaster struck, Lipa opened its doors to nearly 30,000 displaced individuals from neighboring municipalities. “As much as possible, the city government helps whoever seeks help,” Africa stresses. Though the eruption caught them off guard, they did have time to prepare for the initial effects of the pandemic because of the advance information from the Department of Health (DOH) about a positive case in Metro Manila. They used this headstart wisely. They convened the local health board, and then the barangays. Thus, when the lockdown was announced, Lipa was ready. By the time the first quarantines were announced, they already had isolation facilities. Later on, when the COVID-19 vaccines were made available, Lipa worked hard to vaccinate as many residents as they could, including those from neighboring cities and municipalities. They were so dedicated to this goal that they reached up to 7,000 vaccinations per day, which eventually led to a commendation for having the highest percentage of vaccinations in the Calabarzon region. They were also prepared when the African swine fever (ASF) hit the country. While Lipa was not spared from ASF, their city was the first to recover in the entire Philippines. The Department of Agriculture (DA) followed Lipa’s executive order, which served as a template for other regions of the country. Africa proudly shares that some other countries, including Germany, have adopted the countermeasures their local government took to stop the spread of ASF. For his second term, Africa’s clear focus will be the city's healthcare system. His administration will be introducing four hospital systems—Lipa City Hospital System 1, 2, 3, and 4—a move that is in line with his priority of serving their senior population more efficiently. According to Africa, 98 percent of senior citizens in Lipa have been receiving pensions since 2019. The first hospital system focuses on geriatrics, medical, and surgery; the second on pediatrics and obstetrics; the third on renal dialysis and other specialty centers; and finally, the fourth hospital system on laboratory, industrial, and diagnostic services. He hopes that, with this organized system, residents can avoid confusion and inconvenience. Aside from this, they are in the process of putting up three super health centers, which aim to decongest their existing health centers. And to provide better healthcare, they will also be launching the Lipa Family Health Card. With the family health card, Lipa residents can access healthcare services from private institutions even if they lack the necessary funds. This will address the issue of private hospitals requiring a deposit before admitting patients, particularly in emergency situations. Once awarded to qualified families, the city government will ensure that the budget is available as a deposit so that those in need of medical care can receive treatment without delay. To further boost health care for the next generation, Africa’s administration offered a new choice for students looking to join the field of healthcare —the College of Allied Medicine in Kolehiyo ng Lipa (College of Lipa). A locally funded school, it offers healthcare courses, like nursing, medical technology, radiologic technology, and midwifery. Aside from healthcare, one of the programs Africa is very enthusiastic about is their Trash-to-Cash program. This, he shares, is the program closest to his heart at the moment. More than 30,000 households participated in this program, which had a significant impact on the environment and provided people with means of subsistence. People accrue points by collecting trash and redeeming them for groceries or appliances. This has considerably decreased the amount of waste hauled in the city, and the residents of Lipa are learning how to recycle. Bettering how locals live in their city, of course, starts with having a good home. Hence, the pabahay (housing) program is one of the key programs under Africa's leadership. This, he notes, was made possible through donations from nongovernment organizations (NGOs), the private sector, and businessmen. For now, there are more than 200 units built out of the 645 target units in a five-hectare land area in Bulacnin, Lipa City. Currently, there are 29 occupants who came from the Pamintahan River. The city government did not spend money on building units. They were all donated by NGOs, businessmen, and private groups. Each unit costs Php180,000 to Php200,000. And the Lipa government’s assistance did not end there. They’ve also given these relocated families a form of livelihood. Every month, there are also different livelihood programs that help upskill and empower relocated families, such as sewing and bead-making training. “They say it changed their life completely. They never thought in their wildest dreams that they would be living in a subdivision,” relays Africa. He also describes how some of Lipa’s residents have approached him to say that it’s not just their place of residence that has changed, but their entire lifestyle. Having a new home in a nice place inspired them to pursue a more dignified way of living. “Tumaas talaga yung pagtingin nila sa kanilang sarili (Their self-esteem really improved).” He is now focusing on convincing the informal settlers who have called the cemetery home for generations to leave the place, and a way of life that they have grown accustomed to. Many of these families make and sell candles within the cemetery grounds, for instance. Once these people are relocated from the cemetery, the city government will form a cooperative. Africa explains that they will provide livelihood through the cooperative. The members of the cooperative will be urged to make coffins as supplies for the city government’s funeral assistance to indigents. So instead of buying from private funeral homes, the city government of Lipa will purchase coffins from the cooperative. Africa explains the cooperative can import materials from Pampanga, roughly amounting to Php3,500, then the city government will purchase the finished coffins from them at Php15,000 a piece. This way, they are assured of an income because it is the city government which purchases the coffins. The city government, according to Africa, allocates Php7 million for free coffins annually. The government of Lipa also offers free cremation and burial assistance, aside from free coffins. A PROUD LIPEÑO THROUGH AND THROUGH When asked who inspires him, Africa confesses there is no particular one that comes to mind. His leadership style, which he describes as "participatory leadership and leadership by example," is the product of the best qualities he tries to adopt as much as possible and undesirable qualities he seeks to avoid. “Kayang-kaya basta sama-sama (If we work together, everything is possible),” Africa says. This is what he has reiterated during public engagements. And this kinship with the people of Lipa is what drives him, being a true blue Lipeño himself. “I am showing the people that, as an elected mayor, I’m doing my best to serve them.” Born and raised in Lipa, he completed his studies—until the graduate level—in Batangas. This has been a source of pride but has also posed certain challenges. “I’ve been in government service for a long time, 25 years, so I know almost everyone, but sometimes, we introduce changes and we need to replace people, and I find it a little difficult to explain to them that this is what’s needed,” he confesses. Objectivity must also come into play, for instance, when reviewing the waning performance of some departments, especially the income-generating ones. At times like these, he needs to put on his mayor hat and forego being steered by any history to make difficult decisions, like replacing employees. This has proven fruitful so far, as he shared that there was an instance where they saw a 1,000-percent increase in revenue performance. There were reports that corruption cases were filed against Africa and seven other officials—a move that he claimed to be a demolition job. The report came out in 2022 and he was admittedly taken aback by it. “I only saw it on Facebook and read it in tabloids, and it’s widely known throughout Lipa, but I haven’t received any summons from the Ombudsman,” he reveals. He then recounted how he sought to get a copy of the complaint for four years to clarify things, but so far, he has only been given a certificate stating that there are "no pending cases" against him—both criminal and administrative. “Anyway, if ever I do have one, I’m more than willing to answer.” Though ready to enlighten those who have accused him of corruption, he remains steadfast in wanting to focus all of his energy on serving the people because he does not want to waste his efforts on the “issue.” Through it all, he is grateful for the support and understanding of his wife, Rowena Sombrano-Africa, or Weng as he fondly calls her. The two met when they were part of SK, but worked more closely together in 1998 as members of the sangguniang panglungsod (city council). Her wife, according to the mayor, understands his job because she was also involved in politics as city councilor alongside him in 1998, and she also became a member of the provincial board for four terms. Weng, he describes, is a very loving wife and mother to their eight children. THE FUTURE OF LIPA With his loving wife and eight children supporting him, Africa is looking ahead to a bright future for all Lipeños. The heart of Lipa will be their new city hall, which will be ready for occupancy by 2025. It was designed and commissioned by BUDJI+ROYAL, the architecture firm behind some of the most iconic structures in the country, renowned for its showcase for the Philippine Pavilion at Expo 2020 Dubai. Once completed, it will be the largest city hall in the country. But his vision extends beyond making it an office for public servants. The focus of the site will be a lush park where everyone can converge and find community. His dreams for Lipa are many, but most of them involve uplifting the community’s way of life and their ability to welcome everyone into their beautiful city. In partnership with 6th District of Batangas Congressman Ralph G. Recto, their strong local and national partnership helps Lipa even more in its programs. "I am thankful to Congressman Recto for his great help,” Africa says. One of his biggest dreams, the mayor shares, is to be able to put up a sports complex that would be able to host local events like the Palarong Pambansa or even international competitions. Negotiations with the lot donors are currently ongoing, but the city government has the budget prepared; they just need to choose a site. Since Lipa is the center of Calabarzon, they want a location that is easily accessible in case they become the host of a sports event in the future. Through all the projects and programs, he wants to make sure the next Lipa administration can start with a clean slate and that everything they need for the continuity of good governance will already be set up. He guarantees that Lipa will be debt-free by 2024 as a result. When he took office, there was quite a hefty debt because of various loans, which he proudly shares they are prioritizing thanks to their belt-tightening measures. “The city government of Lipa, when I came in, was deeply in debt. So that was my battle cry during the election: ‘Rise, Lipa!’ In the past four years, we tried our best to pay off the loan from the previous administration,” he reveals. He started in 2019 when they implemented belt-tightening measures in the city. When he assumed office, they did not fill up the vacant positions because he noticed that the city hall was overstaffed. Then, they reduced allocations for fuel, travel, seminars, and supplies. They made changes to save and then used all the savings to pay off loans. According to him, they were able to carry out projects and programs while paying off their debts. Lipa’s revenue increased from Php1.7 billion when he took over as mayor in 2019 by 65 percent, or Php2.7 billion. “So we can see that money is now flowing into the city government,” Africa proudly shares. He further explains that when he took office, there were Php555 million in disallowances from the Commission on Audit (COA). “In my four years as mayor, we have had no COA disallowances, COA findings, or even an audit observation memo (AOM). So maybe, as far as COA is concerned, with no mistakes on our part and the increase in income flowing into the city, that could be enough basis to assure our fellow citizens that we are using the city’s funds responsibly,” remarks Africa. “But what I really wanted was to finish it. I want the next administration not to experience what I went through as mayor. I want them to start with a clean slate when they take office, without any debts, and everything set up.” Every day is a new challenge, so he “lives in the moment,” learning to adapt to any given situation. All the while, he remains humbled by and grateful for the people’s trust. “To the people of Lipa, thank you. I am grateful. I wouldn’t be able to do my job as mayor without your full trust and confidence in me.” It’s the spirit of camaraderie and love for his hometown that has defined Africa's years in public service, and it will continue to be the driving force of his journey for many years to come. “Lipa City is sincerely in my heart,” he says in closing. “I truly love Lipa not only for politics and governance. No words can describe how much I love my city.

< Back The Woman Behind a Meaningful SMILE BY MARIANNE JANE S. ZARA MAYOR JASMIN ANGELLI MALIGAYA-BAUTISTA'S S.M.I.L.E. AND HER TRANSFORMATIONAL LEADERSHIP CONTINUE TO INSPIRE LEADERS IN THE MUNICIPALITY OF MAGALLANES, CAVITE TO ACT ON THE NEEDS OF THE PEOPLE. Magallanes, Cavite's continued march toward prosperity is rooted in its commitment to Social Services, Good Governance, Infrastructure Development, Local Economic Growth, Education, and Environmental Protection—the core principles of the S.M.I.L.E. framework. This framework has been the cornerstone of Mayor Jasmin Angelli Maligaya-Bautista's successful leadership as the town's chief executive. Originally her campaign slogan, S.M.I.L.E. has since guided her administration. Now in her third term, Mayor Bautista remains focused on implementing long-term plans for each aspect of S.M.I.L.E., ensuring a sustainable future for Magallanes. BORN INTO POLITICS Born into a political family, Bautista, the eldest daughter of former Mayor Menong Maligaya, was immersed in the world of politics from a young age. Growing up, she witnessed firsthand her father's dedication to serving the people of Magallanes as residents frequently sought his help at their home. While initially uninterested in pursuing a political career, Bautista was deeply inspired by her father's leadership and compassion. "I never aspired to hold public office," she recalls, "but as I grew older, I saw my father's genuine care for our constituents. I will always cherish his words: 'As long as we can help the people of Magallanes, we will help.' Those words have stayed with me throughout my life." Motivated by her father's example, Bautista decided to enter public service herself. At the tender age of 16, she was elected to the Sangguniang Kabataan (Youth Council). Just five years later, she became one of Magallanes' youngest vice mayors and the first woman to preside over the municipal council. A WOMAN LEADING THROUGH IT ALL As with other young women entering the male-dominated world of local government units (LGUs), Baustista faced challenges in Magallanes. During her term as vice mayor, she diligently prepared for the responsibilities ahead. Known for her proactive approach, she studied local governance and parliamentary procedures, honing the necessary skills as a local government official. Her dedication impressed then Department of the Interior and Local Government (DILG) Secretary Jesse Robredo, who selected her as a scholar to study local governance and development at the University of the Philippines Los Baños. From the start, Bautista made it clear that despite her youth and gender, she was committed to collaborating with other leaders for the benefit of all Magalleños. Her determination earned her the respect of other elected officials, who shared her vision for progress. As a strict presiding officer, Bautista enforced attendance and scrutinized resolutions and ordinances. She adhered to established systems to facilitate efficient sessions and ensure well-crafted measures. Bautista's tenure as mayor was marked by significant challenges, beginning with the Taal Volcano eruption in 2020, followed closely by the COVID-19 pandemic and the subsequent lockdown. Additionally, she faced the issue of the proliferation of flies due to mismanagement of a poultry farm. Determined to provide long-term solutions, she avoided quick fixes and focused on addressing the root causes of these problems. MAKING A NAME FOR HERSELF Grateful for the progress made under her father's leadership, Bautista aimed to sustain and build upon his legacy. To achieve this, she focused on implementing the goals she outlined during her first mayoral campaign. Through her S.M.I.L.E. framework, Bautista emphasized her commitment to the following. Social Services: Providing access to essential services, such as the Free Titling and Property Tax Exclusion Program for those affected by road widening projects of the Department of Public Works and Highways. Good Management: Promoting transparency and accountability through the A.R.T. of Good Governance Program, which incentivizes good management in communities by giving them the Gawad Luntiang Barangay or Gawad Galing Barangay and funds for projects for their achievements. Bautista's leadership also engages the youth through the Magallanes Youth Forum. This program empowers young people to present their concerns and ideas to the local government. A culminating activity allows them to present recommendations for future actions. Infrastructure and Innovation: Modernizing the municipality's infrastructure, including developing the public market into a premier vegetable hub, and investing in sustainable practices like rainwater harvesting and solar energy. Local Economic Development: Stimulating economic growth and job creation. Key projects include developing the public market into Cavite's premier vegetable hub, a vision inspired by her father. The mayor is also actively promoting sustainable practices, such as rainwater harvesting to augment the water supply and the use of solar panels at the town hall, demonstrating the town’s commitment to innovation and environmental responsibility. Education and Environment: Prioritizing education through comprehensive scholarship programs for all school levels, from daycare to senior high school, including those under the Alternative Leaming System and the Magallanes Scholarship Program to further support college students. In terms of environmental sustainability, initiatives like the Basura Palit Bigas (Trash-for-Rice) Program and Transformers are being implemented to promote waste reduction and recycling. THE A.R.T. OF GOOD GOVERNANCE Bautista's A.R.T. of Good Governance Program encompasses two key initiatives: Gawad Luntiang Barangay and Gawad Galing Barangay. These projects aim to foster good governance practices across all barangays in Magallanes, challenging barangay leaders to excel. Awardees receive substantial incentives of up to Php 800,000 to fund local projects. Additionally, winning barangays benefit from guidance on effective fund utilization. The Gawad Luntiang Barangay aligns with the Manila Bay Compliance Audit, while the Gawad Galing Barangay is aligned with the DILG's Seal of Good Local Governance indicators. This strategic alignment simplifies the municipality's compliance with DILG requirements during assessments and audits. GOING GREEN Bautista has taken significant steps to make Magallanes a greener community. To reduce plastic waste, she launched the Basura Palit Bigas Program, where residents can exchange one kilogram of plastic for one kilogram of rice. This initiative has been praised for not only decreasing plastic pollution but also providing essential food support to underprivileged families. "I'm proud to contribute to reducing plastic waste in our town, while also helping to feed Magalleño families. They are truly grateful for this program," Bautista emphasizes. To further instill environmental consciousness in the younger generation, the Trashformers program encourages youth to collect various types of plastic in exchange for school supplies. By nurturing eco-friendly habits from a young age, Bautista believes that these values will become ingrained in their lives. In addition to these initiatives, Bautista is committed to promoting a smoke-free and drug-free Magallanes, further enhancing the town's overall sustainability. PROMOTING ECOTOURISM Bautista spearheaded the development of Buhay Forest, an eco-tourism destination in Magallanes. While the initial attraction, the Stations of the Cross, drew some visitors, it wasn't enough to fully capitalize on the site's potential. Inspired by Bali's iconic swings and nest-like structures, Bautista introduced similar designs to Buhay Forest between 2018 and 2019. This transformation proved to be a major success, attracting approximately 21,000 visitors daily. As a result, local businesses surrounding Buhay Forest thrived, improving the living conditions of residents in Barangay San Agustin. Buhay Forest has become a significant income source for the municipality, generating one million pesos in monthly revenue. Eighty percent of the Php30 entrance fee goes directly to the municipal government, while the remaining 20% benefits the barangay. This innovative approach allows Bautista to generate funds for social services and other important LGU projects. "I'm constantly thinking of ways to generate revenue for our town. We can't afford to be complacent. We need to find ways to increase our income so we can expand our services to the people of Magallanes," Bautista explains. TOWARD FOOD SECURITY Bautista envisions Magallanes as a prominent agricultural hub. To realize this vision, the municipality plans to establish a comprehensive agricultural center equipped with logistics, cold storage facilities, and a digital platform for agricultural products, similar to China's Taobao Agricultural Center Hub. This initiative aims to empower farmers by increasing their earnings and reducing losses caused by middlemen. To lay the groundwork for this ambitious goal, Bautista began by addressing critical issues within the poultry industry. By implementing a strict One-Pest Control System, the local government aims to prevent the spread of diseases and maintain a healthy environment for poultry farms. Regular inspections further ensure the stability and sustainability of the industry. In addition to these efforts, the municipality has established nurseries on a three-hectare plot of land and agricultural training centers. Bautista highlights the development of a Halal Agricultural Hub on a five-hectare land parcel, demonstrating the municipality's commitment to diversity in the agricultural sector. A GOOD LIFE FOR MAGALLEÑOS Bautista's ultimate goal is to enhance the quality of life for the people of Magallanes while safeguarding the pristine environment. "My dream for Magallanes is simple: I envision a future where all my constituents enjoy a good life and the entire municipality continues to progress. Our hope is to preserve our clean water, clean air, and clean environment," she expresses. The mayor is confident that these sustainable development efforts and goals are integrated into the municipality's long-term economic development plan. Through diligent implementation, this vision can be transformed into reality. THE WOMAN BEHIND MAGALLANES’ PROGRESS AND SUSTAINABILITY Bautista has emerged as an exemplary female leader, driving progress, securing growth, and promoting sustainable development in Magallanes. She has demonstrated that environmental preservation and economic development can go hand-in-hand. As she strives to transform Magallanes into an agricultural hub and ecotourism destination, nothing will deter her from achieving these goals and improving the lives of her constituents. Even as her term as mayor draws to a close, Mayor Jasmin Angelli Maligaya-Bautista remains committed to seeing her plans come to fruition. “To my fellow Magalleños, I extend my heartfelt gratitude for your unwavering support throughout these years. I couldn’t have achieved any of these without your help. While I may be stepping down as mayor, I will continue to support and assist the people of Magallanes. If you need me or my family, we are here to help,” she declares. “I hope that we can continue working together to build a more progressive and joyful Magallanes,” she concludes. WE CAN'T BE COMPLACENT; WE MUST THINK OF WAYS FOR OUR MUNICIPALITY TO MAKE MONEY SO THAT WE CAN EXPAND OUR SERVICES FOR THE PEOPLE OF MAGALLANES.

< Back Barangay Connection BY TREISHA C. ROVERO BARANGAY SAUYO, QUEZON CITY Embraces Inclusivity with Completion of Project Tahan’ay Barangay Sauyo, Quezon City recently marked the conclusion of Project Tahan’ay, an initiative spearheaded by students from Ateneo de Manila University’s AB Development Studies program. The official handover event, which included the passage of Barangay Resolution 069, was attended by representatives from the Persons with Disability (PWD) Federation and the barangay council. This resolution formally incorporated Project Tahan’ay, committing the barangay to provide f inancial, logistical, and social support for the PWD Federation, and to integrate disability sensitivity and awareness workshops into staff training. Project Tahan’ay featured four key workshops namely Hikayat, Likha, Pagsasanay, and Tanghal that addressed various aspects of disability, inclusive language, empowerment, and available services. These workshops aimed to empower PWD Federation leaders with the skills and knowledge necessary for effective advocacy. With the support of Barangay Sauyo, PWD Federation leaders launched their first workshop last June 2024, a significant step towards fostering disability awareness and creating an inclusive community. Educational materials were made available at the barangay hall for public access, ensuring the project's enduring impact. This initiative has significantly raised disability awareness in Barangay Sauyo, setting a standard for other communities to follow in their pursuit of inclusivity and empowerment. Marine Hub Soon to Rise in Sarangani Island Three barangays in Sarangani are set to become a focal point for marine research with the planned establishment of a marine research center. The Department of Science and Technology Region XI (DOST XI) is actively supporting this initiative, aiming to enhance understanding of the region's marine biodiversity and promote sustainable development practices among the barangays. Discussions are underway to finalize program details and designate research sites, including Bolaye Cove in Barangay Laker, Patuco Cove in Barangay Patuco, and Tumanao Cove in Barangay Camahual. Local and barangay officials from potential sites have pledged their support for establishing the center, underscoring robust backing from the local government. This initiative aligns with the Davao Occidental Research for Development Agenda (DORDA), which prioritizes environmental conservation and economic growth through sustainable practices.