< Back Landmark Labor Laws in the Philippines BY FREDERICK N. CASTILLO The COVID-19 pandemic has undoubtedly exposed the labor sector as among the most vulnerable sectors in the country. Factories shutting down, scaled-down operations, massive retrenchment, and job losses, and even displaced workers begging on the streets are heartbreaking experiences that the labor sector had to endure and is still enduring more than 2 years into the global health crisis. However, as restrictions are lifted and the majority of the country is now on Alert Level 1, a semblance of “normalcy” is gradually happening, although workers are particularly the first to admit that they are far from going back to their pre-pandemic, normal situation. Despite the seemingly dire situation, workers have historically pursued reforms to uplift their lives and livelihood, mostly bringing their causes and ideologies to the streets, through mass actions directed toward the government. Inevitably, the long years of this “labor of love for labor” have likewise resulted in the passage of landmark laws to ensure their productivity and dignified way of life. LABOR MOVEMENT IN THE PHILIPPINES The country’s labor sector has consistently been at the forefront of the movement and struggle to provide quality jobs to Filipinos, and more importantly, to uphold and protect the rights of workers. The formal labor movement in the country can be traced to the American colonial period, when Isabelo de los Reyes unified various labor groups with the establishment of Union Obrera Democratica Filipina on February 2, 1902. The organization is considered the first modern trade union in the country, and was founded on the following goals: improve working conditions through protective labor legislation, locate work for the unemployed and assist their families, provide free education for workers’ children, assist sick members and those in distress, and emancipate workers through saving and related projects. Eventually, the union evolved to become part of a much larger movement that worked for the country’s independence. Between the founding of Union Obrera Democratica Filipina in the early 1900s and the present time, thousands of labor unions, federations, and organizations have been established with the objective of assuming the responsibility of championing the cause of labor and laborers nationwide. Among these groups are the Trade Union Congress of the Philippines, Bukluran ng Manggagawang Pilipino, and Kilusang Mayo Uno. In general, these groups and the millions of workers toiling daily have directly and indirectly contributed to the effort to improve their economic and social standing. Their selfless undertakings and sacrifice have inevitably led to or influenced the passage of important laws that form the foundation of the country’s labor sector. LANDMARK LABOR-RELATED LAWS Labor Code of the Philippines. The Labor Code was enacted on May 1, 1974 by former President Ferdinand E. Marcos through Presidential Decree (PD) 442. It is the law that governs labor practices and relations in the country. The Labor Code prescribes the general rules governing labor matters and employee-employer relationship through its various provisions, including those on hiring and termination of private employees, work conditions (e.g., maximum work hours, overtime), employee benefits (e.g., 13th month pay, retirement benefits), guidelines in organizing and membership in labor unions, the pursuit of collective bargaining, and staging of strikes. Significant amendments to the Labor Code include the passage of Republic Act (RA) No. 6715 (i.e., “Herrera Law”) authored by former Senator Ernesto Herrera, as well as amendments introduced by former Senator Leticia Ramos Shahani to strengthen the “prohibition on discrimination against women with respect to terms and conditions of employment.” Wage Rationalization Act. A just minimum wage has constantly been at the forefront of workers’ struggle for reforms in the labor sector. Although earlier pieces of legislation were enacted related to the provision of a minimum wage, the passage of RA 6727 (Wage Rationalization Act) on June 9, 1989 provides a general mechanism to rationalize the fixing of minimum wages throughout the country, ensuring a decent standard of living for workers and their families. RA 6727 stipulates that “the minimum wage rates for agricultural and nonagricultural employees and workers in each and every region of the country shall be those prescribed by the Regional Tripartite Wages and Productivity Boards.” The law also created the National Wages and Productivity Commission, which is the policy-making body on wages, income, and related aspects of labor. PD 851, Memorandum Order 28, RA 6686. The issue of who employees have to thank for the 13th month pay they receive is relatively contentious, given the modifications made in the law. On December 16, 1975, President Marcos issued PD 851 “requiring all employers to pay their employees a 13th month pay,” although a number of employers at that time were already giving 13th month pay to their employees. Moreover, there were exclusions to this benefit, including those receiving a basic salary of over Php1,000 (at that time), government employees, household helpers, and those earning on a commission or boundary basis. On August 13, 1986, former President Corazon C. Aquino issued Memorandum Order 28, expanding the scope of PD 851, specifically by removing the Php1,000 ceiling for the 13th month pay for all rank-and-file employees. However, the directive still did not grant a 13th month pay to government employees. On December 14, 1988, RA 6686 was passed, which, in effect, granted government officials and employees the equivalent of a 13th month pay and an additional cash gift of Php1,000. OSH Law. RA 11058 or the Occupational Safety and Health (OSH) Law was signed by President Rodrigo R. Duterte on August 17, 2018, further strengthening the effort to protect workers from various safety and health hazards in the work environment. The OSH Law requires employers to strictly comply with various occupational safety and health standards. These standards include updated training requirements, on-site clinic/health facilities, audit and tracking of compliance, providing workers with information on all types of workplace hazards, giving workers the right to refuse to work in an unsafe environment, and providing safe facilities and personal protective equipment. Telecommuting Act. RA 11165 or the Telecommuting Act was signed into law by President Duterte on December 20, 2018, and could be critical as many workers and employees are now returning to their physical workplaces even though we are still in a pandemic. The Telecommuting Act defines telecommuting as “a work arrangement that allows an employee in the private sector to work from an alternative workplace with the use of telecommunication and/or computer technologies.” Accordingly, the law formalizes the option for employees to work from home or any other location outside their formal workplace, as well as provides the rights and duties of employers and employees availing of such a work arrangement. Magna Carta of Women. RA 9710 or the Magna Carta of Women is an inclusive women’s human rights legislation that aims to eliminate discrimination against women. In general, this law recognizes, protects, fulfills, and promotes the rights of Filipino women, particularly those in the marginalized sector. Among the salient provisions of the Magna Carta specific to the labor sector are non-discrimination in employment, including opportunities and promotions, in the military, police, and other similar services; opportunities to participate in third-level civil service, development council, and planning bodies; and assistance to migrant workers, particularly those in distress. Expanded Maternity Leave Law, Paternity Leave Act. RA 11210 or the 105-Day Expanded Maternity Leave Law was signed into law on February 22, 2019. This legislation grants employed mothers who just gave birth over 3 months of paid leave. In particular, their maternity leave has been increased from 60 days (normal delivery) or 78 days (caesarian delivery) to 105 days (regardless of the method of delivery). The law also grants a 60-day paid leave in case of miscarriage or emergency termination of pregnancy. Meanwhile, RA 8187 or the Paternity Leave Act of 1996 stipulates that married male employees in the public and private sectors are entitled to a paternity leave of 7 days for the first four deliveries (defined by law as childbirth or miscarriage) of the legitimate spouse. Magna Carta for Disabled Persons. RA 7277 or the Magna Carta for Disabled Persons was enacted primarily in recognition that persons with disabilities (PWDs) have the same rights as other people, and promotes PWDs’ participation in and integration into society. Chapter 5 of the Magna Carta focuses on the rights and privileges of PWDs in terms of employment. Specifically, the law emphasizes that “No disabled person shall be denied access to opportunities for suitable employment.” Moreover, a qualified PWD employee is subject to the same terms and conditions of employment (i.e., compensation, benefits, privileges, incentives, among others) as any qualified abled-bodied individual. Provisions on sheltered employment, apprenticeship, and incentives for employers are also provided in the law. ‘LABOR OF LOVE’ Indeed, the country’s workforce, laborers, workers, or whatever term is used symbolize the struggle of the people not only to survive but to thrive with dignity in an extremely challenging environment. The “labor of love” of Filipino workers throughout history reminds us of what the country can achieve because of their hard work and sacrifice. DOWNLOAD FULL ISSUE HERE FOR FREE

< Back Baguio City urges early preparations for La Niña following effects of El Niño BY TREISHA ROVERO Baguio City Mayor Benjamin Magalong has urged preparedness for the upcoming La Niña phenomenon, emphasizing the need to mitigate potential casualties and property damage. To address climate change challenges, Baguio City has implemented strategies under the “Making Cities Resilient (MCR) 2030” program. The objective is to strengthen the city’s resilience against the impacts of climatic anomalies by 2026. The program is built around three stages: Stage A (Cities know better), Stage B (Cities plan better), and Stage C (Cities implement better). As more cities reach Stage C, it signifies the successful implementation and establishment of disaster risk reduction (DRR) strategies and resilience measures. In a bid to strengthen emergency response efforts, Mayor Magalong introduced the “orange bag” project. This initiative mandates barangays to maintain accessible emergency kits for life-threatening situations during calamities. Infrastructure enhancements, including rehabilitating and maintaining drainage systems, waterways, and slope protection mechanisms, are already in progress. Barangays are being prepared through ongoing capacity-building initiatives and public awareness campaigns. Seminars conducted by the City Disaster Risk Reduction and Management Office have equipped barangay officials with essential skills in DRR and climate change adaptation. This aims to enhance the readiness of barangay response teams to effectively tackle emergent challenges. The city’s concerted efforts and strategic planning aim to foster resilience and sustainability in anticipation of the upcoming season.

10e484dd-36e1-402a-9824-63648d383086 < Back SOCIAL RESPONSIBILITY: Building a Better Future for Filipino Children World Vision Development Foundation National Director Rommel V. Fuerte talks about the importance of education and LGU linkages for community progress. BY MAAN D’ASIS PAMARAN PHOTOGRAPHY BY ROMEO PERALTA, JR. For Filipino parents, the dream is to give their child a better life through education. However, there are limited resources available, especially for those living in far-flung provinces. To bring development closer to communities, there are non-government organizations such as World Vision that tackle issues at the grassroots level, through sponsorships from donors, in partnership with the local government units. World Vision programs, which reach 1.5 million vulnerable Filipino children every year, help ensure that Filipino families and their communities are given a better future through education, health and nutrition, child protection, livelihood, and emergency response. Breaking the Cycle World Vision Development Foundation National Director Rommel V. Fuerte is far too aware of the situation on the ground, as he himself experienced the same obstacles that many students are still facing today because of poverty. “I grew up in Alamada, Cotabato. It’s a really small town. My father was a casual employee of the local government and his employment was on and off. My mother was a public school teacher and most of her income was really just spent on paying off their loans.” There were five children in the family and he was the eldest, Fuerte says. With money tight, he had to make do with a lot of things, such as recycling his notebooks. He muses, “I would get used notebooks, cut out empty pages and staple them together to make my spelling booklet. I remember thinking that even though my notebook was recycled, at least my spelling was correct.” There were times when he had to miss classes, because he had to look after his younger siblings, and he went to school in slippers that had to last for the whole school year. “Those are life experiences that taught me to really strive hard to graduate. That was why, with my brothers and sisters, we promised to move out of that cycle of poverty. [During my college classes,] I learned that poverty is not fate or a circumstance, but a condition that can and must be changed. This principle resonated with my condition during that time. I realized that we can either get out from that cycle or go around it for the rest of your life.” Fuerte had originally wanted to take up nursing, seeing it as an opportunity for a better life because there are more chances to work overseas. “However, since we did not have the resources for me to get to the university in time, the slots for their nursing course were already full and I was waitlisted. I ended up taking a Bachelor of Science in Social Work course, which is also rooted in service,” he shares. World Vision As a licensed social worker, Fuerte considers his work as a vocation and not just a profession. “Aside from helping myself overcome poverty through my income, I’m also helping others to graduate from that situation. It’s like hitting two birds with one stone. If you can lift yourself from your condition, you can also do the same for others.” His first exposure to the work that World Vision does was as a documenter during his college days. “They had a program in Davao, and I worked with them during my college days, documenting their trainings and events for extra income,” he smiles, reminiscing the past. He did apply with World Vision after graduation but he never heard back from them, he says. “My first job was as a training officer with a cooperative that hired me even before I graduated.” It was months after he sent his application that World Vision reached out to ask him if he wanted to be a volunteer. “There was an allowance involved, so I took it. I believed that the organization is aligned with my Christian values.” He moved to Capiz for the volunteer work, and when an opening came up for a permanent position in Surigao, he applied and was among the chosen three out of more than 30 applicants. “I literally rose from the ranks to be national director, the first to do so as they used to hire somebody from outside the organization to fill the position. I experienced the field work that our program officers do, including leading the Caraga Region (Region XIII) group for three years. On December 1999, I became the training officer of the Canadian government-funded Kusog Baga project which covered the whole country.” Through the years, Fuerte worked in several capacities for the organization both in the Philippines and in its regional office. “I joined the Human Resource department to handle training, then I was assigned to be strategy management director, in what was a pioneering team. I left World Vision Philippines in 2009 to become strategy specialist for World Vision for the Asia Pacific Region while based in Bangkok, Thailand.” He left the organization to return to the Philippines, where he co-founded Mindanaobased Glial Community Consulting that offers workshops, training, and technical support on strategy and communications work for community and grassroots organizations and took up teaching at the Southern Christian College. He assumed the role of World Vision Philippines Operations Director upon his return and when the National Director retired in 2017, he took on the role, bringing with him his expertise that was built from the ground up, along with the desire to help more children stay in school and stay healthy so they can have a better future through their programs. In 2018, Fuerte was recognized as the country’s most outstanding social worker in the humanitarian sector awarded by the Philippine Association of Social Workers, Inc. He wants to capitalize on such recognition to change the public’s perception of their field. “The mindset toward social workers in the Philippines is associated with distributing relief goods such as sardines and noodles. Our work goes beyond that; there are social workers in hospital settings, we handle cases of abuse, and we also do community organizing. There is a science and art to social work.” In 2020, President Rodrigo Duterte appointed him as board member of the Council for the Welfare of Children. In 2021, he was invited to be part of the board of the Multi Sectoral Governance Coalition of the DSWD. Fuerte is also currently the chairman of the board of Community Economic Ventures, Inc. (a micro finance NGO), vice chairman of the board of Philippine Children’s Ministry Network, convener of the Philippine Coalition of Advocates for Nutrition Security, and a member of the steering committee of Healthy Mothers Healthy Babies Consortium. Inclusive Growth The focus of World Vision is poverty alleviation, through collaboration with donors and stakeholders in the community including the local government. The role of the LGU is crucial to a program’s success, he adds. “We talk to the governors if there are advocacy issues, or policies or programs that we can do on a provincial level. We talk to mayors of municipalities and cities, and establish a relationship at that level. Then we talk to the barangay officials and the community when we do our ‘visioning.’” Their strategy is participatory, and they ask the communities to envision their future together, what they want to see among their children, and their communities in general. So from that, when they have created their vision, that’s the starting point of developing programs. We stay with the community for 10 to 15 years, and support them in achieving their vision. That is where the education, health and nutrition, and livelihood programs come in.” They are made aware that at a certain point, World Vision will leave them. “In Surigao del Sur, they started Lihok Surigao sa Kalambuan Association (LISURKA) to continue the development initiatives and we are helping them with technical support.” Fuerte is happy to report that from 2016 to 2019, World Vision Philippines reached more than 3.1 million children through their child-focused programs, emergency response, and advocacy initiatives. Under Fuerte’s leadership, World Vision Philippines continues to engage with the national and local government, the business community through corporate social responsibility and social entrepreneurship, the academe, churches, civil society, the media, groups and individuals who are committed to improving the well-being of children and building the nation, one child, one community at a time. BACK

< Back AGRICULTURE SECRETARY WILLIAM DAR BY HELEN HERNANE Agriculture Secretary William Dar believes that the agricultural sector remains the strongest driving force of the Philippine economy, proving to be resilient and robust amid crisis.

< Back DA GRANTS BATAAN FARMERS A COFFEE PROCESSING FACILITY BY LEAGUE MAGAZINE The government sector continues to come up with projects aligned with the people’s health and livelihood. The Department of Agriculture (DA) turned over a micro coffee processing facility to the New Hermosa Farmers Association in Barangay Mabiga, Municipality of Hermosa, Bataan on June 8. The facility, worth almost a million pesos, was funded under the DA-Regional Field Office 3 (RFO 3) High-Value Crops Development Program. The facility, along with other equipment provided, aims to help the farmers manufacture their locally-harvested coffee beans into quality coffee products. Director Gerald Glenn Panganiban of the DA’s National High-Value Crops Development Program said that they always aim to make coffee farming sustainable and to make that happen, they will provide the appropriate technology that the farmers need. DA-RFO 3 Chief Elma Mananes, Jr. graced the turnover ceremony and congratulated the farmers on the receipt of the facility. She hopes that this project will increase the income of the farmers. “This is what the Department of Agriculture has always aspired for for the farmers, for them to have an additional income to support their day-to-day needs,” she said. Meanwhile, Hermosa Mayor Antonio Joseph Rivera Inton expressed his gratitude to DFA-HVCDP for the grant of the facility. In a Facebook post, he said that he supports this program that aims to boost coffee production in the city. It will also ease the burden on the farmers who used to travel to nearby areas to borrow equipment. On behalf of everyone in the farmers association, Chairperson Godofredo Felipe thanked the DA for granting them the facility and promised to farm sustainably.

< Back The Tide Turns Hadji Panglima Tahil, Sulu Mayor Abraham ‘Jess’ Burahan on changing preconceived notions about Muslims, and promoting peace and unity among Filipinos. BY MAIELLE MONTAYRE PHOTOGRAPHY BY PAUL DEL ROSARIO At the southern tip of the Philippines, seemingly at the edge of the world, lies the quiet, picturesque coastal town of Hadji Panglima Tahil. It is a cluster of islands found in the Sulu Archipelago, surrounded by pristine, azure waters and guarding precious aquatic gardens of the sea. Notwithstanding existing prejudices about the conflict in the area, this small seaside municipality lives to prove that peace, beauty, and wonder do exist in the province of Sulu. THE ISLETS AT THE SOUTHERN TIP The Municipality of Hadji Panglima Tahil is located in the first district of the island province of Sulu. Formerly known as Marunggas, it was renamed in November 13, 1995. According to the current town mayor, Abraham Burahan, the ‘Hadji Panglima’ is said to be a title more powerful than king. The coastal municipality is about half an hour boat ride from the capital of Jolo. As a sixth class municipality, it has a population of around 6,375 spread throughout five barangays, covering a land area of around 68 kilometers. There are Tausugs, Badjaos, Christians, and even Ilonggo people living in the locality. While each barangay does not share a common border with the other barangays, the islets are in close proximity to one another, around three to five minutes by speedboat. The main industry of Hadji Panglima Tahil is seaweed farming with farms on shallow waters. There is a business on buying and selling seaweed products. Because of the town’s 11 islets, the locals have a vast and wide fishing ground. “Nililigawan kami ng big-time fisherman para pumasok, to share in the profit pero hindi namin ginagawa kasi kawawa ang mga stakeholders doon. (Big-time fishermen entice us to allow them entry by having a share in the profits but we don’t let them do so for the sake of our local fishermen),” Mayor Burahan says. The palakaya is the archaic term for the fishing boat used by the locals. “[Sa lugar namin, ang mga tao doon] hanapbuhay lamang tapos kain, tapos hanapbuhay uli (Because it’s a rural area, the locals simply live day to day by earning a living),” the local chief executive explains. Hadji Panglima Tahil has a flea market, although only for a specific day of the week. Because of the town’s proximity to the capital of Jolo, the locals visit the capital town almost daily. “Doon sila namamalengke, pero kapag isda, mas mura sa amin. May mga tao din galing sa town namimili sa amin (The locals go to the capital to buy what they need, but when it comes to fish, ours is cheaper. There are also people from the capital who buy from us), Mayor Burahan says. Although the town is a fishing village, pyanggang or chicken in blackened coconut curry is said to be the local delicacy. As a result, Mayor Burahan established Our Zen Chicken to promote trading of poultry. Click here to read full article for free

< Back GENERAL SANTOS The famous fish port complex in Barangay Tambler has a 750-meter quay and a 300-meter wharf for 2,000 GT reefer carriers, equipped with modern facilities that comply with international standards for fish catch handling. BY LEONILA R. GARCIA PHOTOGRAPHY BY TEDDY PELAEZ The fishing industry in GenSan yields a total daily capacity of 750 metric tons of fish and employs about 7,800 workers, which is why General Santos City is home to seven tuna processing plants in the country. Locals in the city boast that fish and seafood do not come fresher than what are found in their locality. Fish were transported from the boat to the port, weighed and measured, graded, then laid out on tables to be checked by discerning buyers. The port also serves as venue for the marketing of fish and other seafood which are much cheaper there than in local markets. Formerly known as Dadiangas, the city of GenSan was named after Gen. Paulino Santos, a former Commanding General of the Philippine Army, and the settlement’s leading pioneer. Since the ‘70s, GenSan has been known as “The Tuna Capital of the Philippines,” being the largest producer of sashimi-grade tuna in the country. Click here to read full article for free

< Back (Province Edition) Which province in the Philippines is the richest, largest, most populated, has the most number of barangays, is the most business-friendly, produces the highest amount of rice, is the most competitive, and is the most popular tourist destination? We give you a quick rundown of these provinces: BY ROSY MINA 1. PINAKAMAYAMAN/ Richest Province The Queen City of the South continues to reign supreme over the whole archipelago as it tops the list of wealthiest provinces. Cebu has assets amounting to P34.14 billion, according to the 2017 annual financial report of the Commission on Audit (COA). It was also the richest province in 2017 with P32.43 billion. The P1.7 billion increase in Cebu’s assets from 2016 to 2017 is higher by P1.7 billion shows how formidable and driven the provincial government is. Cebu lords over all other provinces as its assets are three times more than that of Rizal, the second in the wealthiest provinces list, which has assets of P18.95 billion. With added business expansions all throughout the province, plus the new Mactan-Cebu International Airport Terminal 2, Cebu is all set for greater heights and even higher assets. Click here to read full article for free

< Back The Heart of a Commander BY ANGELICA MONTORO PHIOTOGRAPHY BY RENJIE TOLENTINO Whether as PNP general or local chief of the summer capital, Baguio City Mayor Benjamin “Benjie” Magalong leads with integrity and calm command, helping the city navigate through the challenges of the pandemic and life in the ‘new normal.’ Baguio—the highland city and the country’s summer capital—welcomes you with the scent of pine and a trailing cold breeze, which follows you as you make your way through the winding roads that lead you past the iconic Lion Head along Kennon Road. A key tourist attraction, the monument signifies strength, integrity, courage, and fidelity—the very same values that the people of Baguio wish to see embodied in their leaders. And fortunately, for their local chief and leader, they have retired Philppine National Police (PNP) general, Mayor Benjamin Magalong. “AS A LEADER, YOU HAVE TO MAKE A LOT OF UNPOPULAR DECISIONS. AND MOST OF THE TIME, UNPOPULAR DECISIONS ARE THE RIGHT DECISIONS. KUNG LAGI MO NALANG INIISIP ‘YUNG POLITICAL CAREER OR YOUR AMBITION, NOTHING WILL HAPPEN.” DESTINED FOR LEADERSHIP Mayor Magalong is a well-respected military officer with a sterling track record, who is well loved by his people for his strong principles. Though he has met many controversies in the past, he has never shied away from the media when asked to share his side of the truth. “Unchartered waters” is what this military man calls politics. And it was, indeed, unfamiliar territory in the beginning. While his military career was dedicated to protecting the republic, serving on the other side as a politician in local governance was new and it had never crossed Magalong’s mind until a group of townspeople urged him to run for office. Senator Ping Lacson and Rep. Ronnie Acob also had a hand in convincing him to pursue a position in his locality.

5946c125-93f8-4f79-8109-b315e23353cb < Back RISING FROM THE DIRT Occidental Mindoro’s chief rises to the challenge. “Kung kaya sa Sablayan, kaya sa buong lalawigan,” he says. BY HELEN HERNANE PHOTOGRAPHY BY IVAN LLANETA Occidental Mindoro Governor Eduardo Gadiano isn’t shy about his humble roots. “Farmer lang ako. Lumaki sa hirap, ang term ko ‘sinuga sa bukid ng magulang’ (I’m just a farmer. I grew up poor, my term for it is ‘trapped in the farm because of my parents’),” he shares. It was just a play on words, of course. Because it was through farming that Gadiano’s parents were able to send him to school. He managed to study in Manila at the De La Salle Araneta University (formerly known as Gregorio Araneta University Foundation) and at the Pamantasan ng Lungsod ng Maynila (PLM). During his stay in Manila, he served at the Quezon City Hall from 1987 to 1992 under the leadership of Mayor Brigido “Jun” Simon Jr. This exposed him to the workings of politics and gave him an idea of how the local government can function more effectively, as he worked alongside people like Martin Diño, current Undersecretary of the Department of the Interior and Local Government (DILG). Unlike others who opt to search for greener pastures somewhere else, Gadiano decided to return to his hometown so he can help his kababayan. Upon his return, the plight of farmers caught his attention and this triggered his desire to serve the local government. “Ang problema ng farmer nun, ‘yung palay nila parang bagoong na nilalako nila sa mga traders. Mababa ang presyo (The problem of the farmers then was that they would sell their unhusked rice to traders. The prices were low),” Gadiano laments. “If we can do itin Sablayan, we can do it For the whole Province.” "THE PEOPLE CAN TELL WHAT CHANGE IS GOOD FOR THEM. BECAUSE THEY ARE THE ONES WHO ARE SUFFERING. THEY VOTED FOR US BECAUSE WE HAVE PROJECTS AND IDEALS THAT THE PEOPLE CAN BENEFIT FROM.” Considering the cost of production and labor costs and other additional expenses, the farmers would end up bankrupt after harvest. In 1992, he ran for mayor of Sablayan with the hopes of addressing the problems of farmers in their municipality. But since he was relatively unknown, mostly due to his 10-year absence, Gadiano lost the elections. He confessed that he somehow predicted the outcome, but he ran anyway because he wanted to use the campaign as a platform to speak to the people about the problems in their city’s politics, economy, and agriculture. After losing in the 1992 elections, he returned to being a farmer, hanging out with his buddies after toiling in the field. He was quite content that way, but this was not what the people wanted for him. In 1994, the elders in their community approached Gadiano to run as their barangay chairperson. He was unconvinced, but asked them to campaign for him as he reluctantly ran. As history would have it, he won the barangay elections. When he became barangay chairperson, his main priority was to address the lack of water supply in their area. Their entire barangay had six artesian wells, but during summer, only one well would produce water. At that time, they were not able to ask for money from their municipality and province. “Anong ginawa namin? Bayanihan (What did we do? Collective community effort)” Gadiano recalls. The people in their barangay would work for free and each house would contribute Php100. Gadiano encouraged everyone to participate and showed them the breakdown of expenses to justify their contribution. The six zones of Brgy. Pag-asa worked in rotation until each house had access to water through their faucets. It was also through teamwork and cooperation that their barangay managed to build a high school building on their town. Before, the children needed to travel for about an hour to attend high school since they only had an elementary school in their barangay. RISING TO THE CHALLENGE Because of these successful projects, the people of Sablayan began to take notice of Gadiano. He served as barangay chairperson for three years before running for municipal councilor in 1998, where hetopped the race. As councilor, he pushed for a solid waste management ordinance and a municipal fishery code. He also authored the revised Comprehensive Land Use Plan, or the town’s master plan, which is the first in the province. After serving one term as councilor, he served as vice mayor from 2001 until 2010. During his years as second-in-command, Gadiano shared that he fixed the ordinance qualifications. In 2010, Gadiano won the mayorship of Sablayan. For nine years, he transformed the municipality into an eco-conscious tourist location that generates millions in annual income. One of the most famous spots in Sablayan is Apo Reef Natural Park, the second largest contiguous coral reef in the world and the largest in the country. In 2017, tourism for Apo Reef generated Php7.79 million in income, with over 64,000 visitors that year. Anyone could argue that the breathtaking diving spot can easily bring in more income for the municipality. But Gadiano prioritized conservation and protection, knowing it is more important in the long run. “In Apo Reef alone, we already implemented a carrying capacity way before. We don’t want to reach the point where we’ll suffer the same fate as Boracay,” Gadiano said in an interview with Philippine News Agency (PNA). Apo Reef National Park has a maximum carrying capacity of around 100 people per day. But he also recognized the economic gains that the recognition brought to the idyllic municipality. As tourists came in droves, so did investors. Local businesses also flourished. Among those that set up shop in their town is the famous fastfood chain Jollibee. One of his proudest achievements during his first 100 days as mayor was the establishment of a satellite campus of the Polytechnic University of the Philippines (PUP), the first and only state university in the province. The governor laments the fact that the children of Sablayan needed to travel to San Jose to have access to affordable college education since most cannot afford the private education available in Sablayan. Merely 94 days after being sworn in as mayor, Gadiano established the Sablayan North and Sablayan South Municipal Hall Extension Offices to bring services closer to the people, and institutionalized the Municipal Community Driven Development Projects (the localized version of the Department of Social Welfare and Development’s Kalahi-CIDSS program). He was also the first local chief executive to sit as the indigenous people’s mandatory representative to the sangguniang bayan. GREAT EXPECTATIONS During his tenure as mayor for three consecutive terms, Sablayan won multiple awards such as the Seal of Good Local Governance (SGLG) and the Gawad Pamana ng Lahi Award. Both are awarded annually by the Department of the Interior and Local Government (DILG). Gadiano admits that the people expect much from him and the pressure to do well is high. But he insists these awards help them governance-wise. “Nakakatulong [‘yung awards] kasi may naise-set siyang standard. Kailangan n’yo i-maintain at ipagpatuloy at mas pagandahin pa (The awards help because they set a standard for us to maintain, continue, and improve on),” he explains. Now that he has taken over the entire province of Occidental Mindoro as their governor, the people are hopeful for change. And he has taken this challenge to heart. After all, his campaign slogan for governor was “Kung kaya sa Sablayan, kaya sa buong lalawigan. (If we can do it in Sablayan, we can do it for the whole province.)” When League sat down with the governor, right off the bat he elaborated on his development plan for the province, summed up in the acronym “I HEARTS”: Indigenous People, Infrastructure; Health, Housing; Economic Development, Environmental Protection and Conservation, Education; Agricultural Development, Access to Local Services; Reduction of Poverty, Reforms and Good Governance; Tourism, Transportation Development; Security, Sports, Spiritual Development, and Social Services. As the governor elaborated on his plans and hopes for the people and province of Occidental Mindoro, it increasingly became clear that his top priority is the health of the people. In his first 100 days as governor, he set up AKAP HUB (Aking Kalusugan, Ating Pangalagaan. Health Unified Body). “Marami pa ring mahihirap sa laylayan na namamatay nang hindi nakakakita ng ospital, hindi nakakapagpadoktor kasi mahirap (There are still a lot of poor people in society that die without even seeing the insides of a hospital or a doctor because they are poor),” Gadiano observes. Their new healthcare hub helps indigents, members of the 4Ps (Pantawid Pamilyang Pilipino Program), People with Disabilities (PWDs), senior citizens, and indigenous people. When they are confined at any of the seven district hospitals in the province, they receive services and medicines for free. Gadiano added that for indigenous people in particular, their family members who take care of them during their confinement are given free meals and transport allowance when they are discharged from the hospital. “So papaano namin nagawa ‘yun na libre? (How did we manage to make it all free?) Convergence.” Gadiano explains his strategy of uniting all government agencies that have something to do with healthcare—PhilHealth, Philippine Charity Sweepstakes Office (PCSO), Department of Social Welfare and Development (DSWD), Provincial Social Welfare and Development (PSWD), and Managing Health Improvement Project (MAHIP) of the Department of Health (DOH). All of these agencies can be found in the AKAP HUB office situated within the district hospitals, making it easy for people to request the financial help they need. Gadiano also shares that they are entering into PPP (Private-Public Partnership) to add necessary hospital equipment. To encourage more investors to enter their province, Gadiano shares that they are working on providing more stable electricity for the entire province. “Hindi renewable energy [sa ngayon ang energy source] kaya mahal ang kuryente namin dito. Hindi pa reliable, hindi pa stable (Our current energy source is not renewable. That’s why it’s expensive. It’s still neither reliable nor stable),” Gadiano explains. As for access to local services, the provincial government also set up extensions of the kapitolyo in other places such as San Jose, Sablayan, and the island of Lubang. But the governor is also focusing on fixing their internal system within the local government. They are working on their structure in all departments in order to provide smoother service to their people, removing unnecessary positions in order to transfer the funds to more important sectors. Another noteworthy priority of the governor is sports development. In February of next year, the MIMAROPA Regional Athletics Association (MRAA) Meet will be held in Sablayan. In May 2020, the Palarong Pambansa will also be held in Occidental Mindoro. “Malalaking events ‘yan na pinaghahandaan namin sa kabila ng konti lang ang resources. Maliit na probinsiya tayo, medyo malaking challenge pero kakayanin (These are big events that we are preparing for despite our meager resources. We’re a small province, it’s a big challenge but we can handle it),” Gadiano assures with a smile. ALL ABOUT SERVICE It’s only been 100+ days since the former mayor rose to the challenge of the governorship, and he confesses that there is much to be done. He is now in charge of not only 1 but 11 towns, each with its own leader. Therein lies the challenge, he says: to unite the province to achieve the progress they deserve, despite political differences. In his speech delivered on the 111th Anniversary of the Civil Service in 2011 in Sablayan, Gadiano said “Ngayon ang panahon ng serbisyo, hindi pamumulitika. Dapat tayong maglingkod sa mamamayan batay sa ating katungkulan at kakayanan. Ang taong bayan ang apektado ng pamumulitika sa serbisyo (Now is the time for service, not politicking. We should serve the people based on our authority and capacity. The people are the ones affected when politicking taints service).” He also believes that the people of Occidental Mindoro are clamoring for change. “Ang tao marunong din tumingin ng pagbabago. Kasi sila, naranasan nila ‘yung hirap. [Binoto nila kami kasi] may pinapakita tayo na maganda’t pinapakinabangan ng mga tao (The people can tell what change is good for them. Because they are the ones who are suffering. They voted for us because we have projects and ideals that the people can benefit from),” he says. The governor hopes to bring about this sought-after change. “Isang term lang. Kung ‘di ko magawa ‘yung mga sabi ko na gagawin ko, ‘wag niyo na akong iboto (Just one term. If I can’t accomplish my promises, then don’t vote for me anymore next time),” Gadiano says as he smiles calmly, certain that the people will continue to choose good.