< Back Harnessing the Power of Vision and Voice BY NEPHELINE LIM DACUNO F or Cagayan Vice Governor Melvin “Boy” Vargas, politics has long been a calling. While his lineage is steeped in public service—with his father, grandfather, and various relatives having held political positions— Vargas insists that his drive to serve stems from a deeper, personal desire. From a young age, he felt a profound urge to be a voice and leader for the people of Cagayan, a passion rooted in his heart and not just his heritage. He admits that his relatives have set a foundation for the political playground, but Vargas asserts that public service has simply been his dream. “I can say that they have an influence, but it’s not as big as what people would think [because both my father and grandfather were politicians]. This is my passion and my dream,” Vargas says. His father, former Cagayan Governor Melvin Vargas Sr., became vice governor at age 34, making him the youngest individual to hold the position in Cagayan’s history. Subsequently, his father became acting governor when the incumbent governor at that time was suspended. This meant that representatives from different national agencies would drop by their home and the young Vargas would entertain his father’s guests and constituents. He’d serve refreshments, build small rapport with the guests, and be present to help his father in any small way he could. “Even when I was younger, when I was in elementary [school], people would always ask me, ‘what do you want to be when you grow up?,’and I would always say that it is my dream to become a public servant. Masaya po ako sa ginagawa ko (I’m happy with what I’m doing),” Vargas adds. GOING BACK TO HIS ROOTS In his 18 years of local politics in Cagayan, Vargas has put emphasis on tradition, transparency, and presence in serving his constituents effectively. Unlike national politics, local governance allows him to connect closely with the people and understand their needs and desires. Though he only began his political career at 25, Vargas credits his diverse experiences and past failures outside politics with shaping his leadership perspective. He studied Consular and Diplomatic Affairs at the De La Salle College of Saint Benilde in Manila, then took up his masters and doctorate degrees at St. Paul University in Tuguegarao City, Cagayan. Unlike his political opponents who grew up in Cagayan, Vargas spent much of his life in Manila, working in the private sector before entering politics. He worked as a call center agent in Libis, Quezon City as well before migrating back to the province. When he decided to run for public office in Cagayan, the then-aspiring public servant faced seasoned mayors and politicians who were well-versed in provincial politics. His limited proficiency in Ilocano and Ybanag posed a significant challenge, positioning him as an underdog against his more experienced opponents. “In local tradition, not speaking the language puts you at a disadvantage. In a way, [the people] criticize you for that, so in preparation for the elections, I immersed myself in Ilocano newspapers and listened to programs like Bombo Radyo. I had to learn the various languages spoken in Cagayan Province to connect with the people, both personally and politically,” Vargas shares. In 2007, he ran for a sangguniang panlalawigan (provincial board) seat, competing against 11 other candidates for one of three seats. With steadfast support from the people, he secured the top spot. This proved to be no fluke, as he replicated this feat for two more consecutive terms until 2016. After this, he set his sights on higher office. LOVE KNOWS NO DISTANCE Just as his career as a public servant has been rolling smoothly, Vargas’ personal life has also been rosy. Despite the demanding nature of their political careers, his year-long relationship with LTFRB Spokesperson Pircelyn “Celine” B. Pialago has been going strong; a testament to the resilience of love. Their story showcases how love can flourish even amidst the challenges public servants serving in different fields of governance face. The couple's journey began in October 2019, when Vargas received a call from then-Senate President Juan Ponce Enrile. Tasked with assisting a close friend of Enrile's in a congressional campaign, Vargas traveled from his home in Cagayan to Manila to heed the request. This fateful meeting would set the stage for a significant chapter in Vargas's life, both professionally and personally. During this pivotal meeting, vVargas was introduced to Pialago, who was then serving as the spokesperson for the Metro Manila Development Authority (MMDA). Before this introduction, Vargas had never encountered Pialago. The meeting proceeded without further interaction between them, as both were involved in separate relationships then. It wasn't until 2023 that their paths crossed again, setting the stage for the relationship they share today. “I met up with a mutual friend in Makati for a meeting. The first words that came into my mind was ‘Kamusta na si Celine? (How is Celine doing?)’. My friend then said that If I had more time in Manila, he could set up a meeting with her to catch up,” Vargas recalls. Vargas and Pialago reconnected at a café in Bonifacio Global City, and their bond quickly deepened. By this time, both were single and unencumbered by past relationships. Reflecting on their serendipitous reunion, Vargas remarks, "It was like magic. It happened in the right place and at the right time." Reflecting on their relationship, Vargas and Pialago highlight a dynamic balance of shared interests and complementary differences. Both are deeply engaged in politics, governance, and business, creating a strong foundation for their partnership. Despite a 10-year age gap, they have learned to navigate their distinct personalities and demanding schedules. Vargas, accustomed to provincial life, found his worldview broadened by Pialago, a lifelong Metro Manila resident. In turn, Pialago gained a sense of maturity and perspective from Vargas's influence. Their contrasting lifestyles have enriched their partnership, allowing them to grow both individually and as a couple. “We are compatible. Sabihin natin ‘Oh, she’s beautiful!’ pero kung hindi naman kayo compatible at wala kayong puwedeng mapagkuwentuhan or hindi kayo makarelate sa isa’t isa, magiging disadvantage ‘yon, (Even if someone says, ‘Oh, she's beautiful!’ compatibility and engaging conversation are essential. Without these, the relationship can suffer from a lack of connection and shared interests)", he stresses. Initially, Pialago was reluctant to date anyone involved in politics, wary of the stereotype that men in power tend to be domineering. However, she found Vargas to be different. They navigate their differences by addressing issues directly and embracing constructive criticism, fostering a healthy and respectful relationship. “He really values my input and he always considers my opinion,” Pialago says. “It felt too good to be true because in the first six months of our relationship, we barely fought. At one point, I asked him ‘Are we a normal couple?’, but he reassured me that, eventually, we’re going to fight about things but we’ll deal with them together.” Their story is nothing but a whirlwind romance. After reconnecting in Manila, they officially became a couple just a week later, on Vargas's birthday in June. Vargas celebrated with his constituents in Cagayan, and Pialago surprised him by traveling from Manila for the occasion. "She told me she couldn't make it because of her busy schedule, but she surprised me on the day," Vargas recalls. "She planned the whole party, reserved a space in a bar in Tuguegarao, invited my family and close friends, and came all the way from Manila to celebrate with me. There were fireworks, a live band, and she even serenaded me on stage. It was unforgettable." At the end of the day, both Vargas and Pialago work side-by-side to make their relationship work, all the while flourishing in their own separate careers. "We're flexible. It's not about gender, age, or who holds more authority. Our past experiences have made us stronger individuals, and we apply those lessons to our careers and our relationship. My home is a 10-hour drive from Manila, where Celine works, but through trust and maturity, we find ways for our relationship to thrive," Vargas explains. VARGAS BELIEVES CAGAYAN PROVINCE HOLDS IMMENSE POTENTIAL FOR IMPROVEMENT. HIS VISION EXTENDS FAR BEYOND COMMON PERCEPTIONS OF THE NORTHERN PROVINCE. HE ENVISIONS CAGAYAN AS A PREMIER TOURISM DESTINATION IN THE NORTH AND A CENTER OF EDUCATIONAL EXCELLENCE IN NORTHERN LUZON. A CRADLE FOR EXCELLENCE For the remainder of his term, Vargas aims to prominently highlight and improve several matters, particularly the quality of education in Cagayan. There are a number of leading ISO-certified institutions for higher education in the province, namely St. Paul University, Cagayan State University, and University of Saint Louis in Tuguegarao City. Vargas notes that these institutions are top-performing schools whose graduates have consistently placed high in national board examinations for teaching, accountancy, engineering, and criminology. Aside from producing top graduates, the education sector in Cagayan has also gained international attention, attracting enrolees from abroad, particularly from China. The increasing number of Chinese students in the province has drawn criticism, largely due to the ongoing West Philippine Sea dispute with China. Rumors have circulated that these foreign students might be covert spies, entering Philippine colleges due to the presence of two Enhanced Defense Cooperation Agreement (EDCA) sites in the province. Located in Santa Ana and Lal-lo Airport, these sites are part of the United States' recent moves to increase military presence in the region. Vargas believes that criticisms should focus solely on the quality of education that Cagayan provides, addressing any shortcomings, rather than associating foreign enrolees with the geopolitical conflict. “It would be unfair to link the educational sector of Cagayan to the allegations and ongoing conflicts because I know how good the Cagayano students are. The students are performing very well and the province is open to all, regardless of race, background, or nationality. If they want to study in Cagayan for whatever reason because it’s cheaper or because the school is good, we open our doors to them.” Vargas asserts. As the presiding officer of the sangguniang panlalawigan, Vargas filed a resolution to express support for the EDCA programs in the province and took the lead on related projects. The projects are aimed at producing better opportunities for business expansion and creating jobs for locals, especially fresh graduates. “I pride myself on being a transparent leader and have no issues with foreigners coming into the province. In fact, they boost our economy, and we welcome development in Cagayan, both in education and business. Ultimately, it’s their choice to study here, and I believe they choose Cagayan because they trust in our educational system,” Vargas declares. PUSHING FOR INNOVATION The Province of Cagayan has been actively pursuing projects under its CAGANDA 2025 Agenda, which outlines the administration's vision for the province's future. This comprehensive plan includes 17 programs across various fields, including education, infrastructure, political bureaucracy, economic and cultural cooperation, and environmental initiatives. One of the province’s flagship programs, “No Barangay Left Behind,” was put on hold due to the controversy surrounding a top provincial official’s disqualification in the 2022 elections. This program, which aims to provide financial assistance to all Cagayan residents at the grassroots level, had already disbursed nearly PhP3 million across the province's 820 villages and produced around 15,000 scholars. The Commission on Elections (COMELEC) disqualified the official for violating the 45-day election ban on public fund use and excessive political maneuvering. This resulted in the delay of the Department of Budget and Management (DBM)’s approval of the 2023 budget, compromising the “No Barangay Left Behind” program. In light of the controversy, Vargas expressed his opposition to the misuse of government funds. He asserts that any public servant accused of political maneuvering or misuse of public funds should face legal processes and defend themselves in proper forums. “No one is above the law. All public servants who truly want to help the people should learn from this example,” he asserts. Amidst the controversies, Vargas has remained focused on his initiatives, confident they will benefit his constituents in the long run. A key focus is the environment, particularly crucial for Cagayan, which includes highly urbanized areas like Tuguegarao City. Under the CAGANDA 2025 Agenda, specifically Program No. 6, "Consolidated and Holistic Environmental Protection, Rehabilitation, and Conservation Approach For a Climate Change-Ready, Resilient, and Adaptive Province of Cagayan," Vargas led a tree planting activity in collaboration with the sangguniang panlalawigan. Vargas believes that while tree planting is a common project, even small initiatives can significantly impact environmental protection. The project was also carried out in collaboration with One Movement, a Manila-based non-profit organization dedicated to promoting tree planting activities nationwide. Vargas recounts that the initiative was a resounding success, attracting numerous attendees from Manila to Cagayan for the event. “It is not a unique program, but it is a very important project, considering that we are forgetting the true essence of the environment that we should protect. We should be against illegal logging, mining in the Cagayan River, and so forth,” he says. “We should protect the environment, not just for us, but for the generations of Cagayanos to come.” Another priority is social projects. Vargas lobbied for livelihood programs targeting the grassroots, such as the Lingap Kaibigan, Angat Cagayan Caravan which provides free government services to Cagayanos. The program provides free medical, dental, and legal consultations, as well as opening up forums for discussion with different national government agencies like Pag-IBIG, Overseas Workers Welfare Administration, Philippine Health Insurance Corporation, and Social Security System. He also prioritizes his constituents who haven’t recovered from the COVID-19 pandemic. “It’s our utmost priority to make programs of the national level reach different communities in the province. I’m proud to say that we’ve helped thousands of people in Cagayan province gain financial assistance and helped them get back up on steady feet following the pandemic,” he shares. Vargas believes that Cagayan holds immense potential for improvement. His vision extends far beyod common perceptions of the province. He envisions Cagayan as a premier tourism destination in the north and a center of academic excellence in Northern Luzon. This vision stems from his innate desire to highlight the province's strengths. Vargas asserts that if every public servant champions initiatives that emphasize Cagayan's strengths, this vision will become clearer and closer to reality. “Cagayan is known as a rice granary; we’re very rich in agriculture. But we’re depending a lot on the programs organized by the Department of Agriculture. Our province is also rich in tourism spots, but people are willing to spend a lot of money to vacation elsewhere. It’s important to lobby for projects that maximize the strengths of the province,” he says. “We must not be traditional. We must be innovative. We must have a vision for the province and know how to use the strength of the province for all the people, not just a select few.” WE MUST NOT BE TRADITIONAL. WE MUST BE INNOVATIVE. WE MUST HAVE A VISION FOR THE PROVINCE AND KNOW HOW TO USE THE STRENGTH OF THE PROVINCE FOR ALL THE PEOPLE, NOT JUST A SELECT FEW. LAND TRANSPORTATION FRANCHISING AND REGULATORY BOARD SPOKESPERSON CELINE PIALAGO REFLECTS ON HER CAREER JOURNEY, FROM HER EARLY DAYS IN JOURNALISM TO HER FORAY INTO PAGEANTRY, WHICH ULTIMATELY PROPELLED HER INTO GOVERNMENT SERVICE. SHE REVEALS HOW SHE EXPERTLY SHAPES NARRATIVES, ENSURING THAT EVERY MESSAGE IS DELIVERED WITH PRECISION AND THE APPROPRIATE TONE. BY NEPHELINE LIM DACUNO Making Every Message RESONATE F rom appearing on television as a broadcast journalist to making use of different media to deliver clear messages about flagship government programs, LTFRB Spokesperson Celine Pialago has been a familiar voice bringing important messages to the fore. YOUR CAREER HAS BEEN FASCINATING, SPANNING FROM BEING A BEAUTY QUEEN TO BECOMING A TELEVISION JOURNALIST, AND THEN TO GOVERNMENT SERVICE. WHAT MADE YOU SHIFT CAREERS? Looking back at my preschool graduation yearbook, you’ll see that I listed becoming a broadcaster as my dream profession. From a young age, I aspired to be a broadcaster, inspired by my idol, Korina Sanchez. My mother was a significant influence on my decision to pursue broadcasting and journalism, having harbored similar ambitions when she was younger. Although my father hoped I would follow in his footsteps as an engineer, my mother strongly encouraged me to chase my passion for broadcasting. I took a leap of faith and secured my first journalism job at RPN 9, which evolved into Solar News and later CNN Philippines. From there, I transitioned to PTV 4 and trained with TV5. My formal training, however, came at ABS-CBN, where many of my idols worked. Immersed in media, production, and research, I relished every moment of it. It was during my time at PTV 4 that I was introduced to the world of pageantry. Many of my former colleagues pursued beauty pageants after their broadcasting careers, which sparked my curiosity. Despite my initial reluctance, largely due to weight gain during my tenure at PTV 4, the idea of participating in a pageant became more tangible when my director mentioned that my contract might not be renewed because of my changing appearance. Determined to keep my job, I vowed to lose weight but lacked the motivation until a coworker suggested I enter a beauty pageant. Initially, I hesitated, feeling I didn’t meet the conventional standards of a beauty queen. Nevertheless, I decided to give it a shot. I inquired about the Miss Philippines Earth competition, surprising the organizers with my inquiry. They asked, "Are you sure?" but I assured them I would be ready by application day. After dedicating three months to preparing and losing weight, I applied and competed in the 2014 Miss Philippines Earth pageant. Though I didn’t win the pageant, it opened doors in show business, leading me to various acting workshops. However, I soon realized it wasn’t the right fit for me. Fortunately, a former colleague from PTV 4 reached out, offering me a role as a media relations officer for then Department of the Interior and Local Government (DILG) Secretary Manuel “Mar” A. Roxas III. Following his defeat, I remained with the DILG until my position was phased out with the new administration. Seizing the opportunity, I applied for and secured a role as assistant secretary at the Metro Manila Development Authority (MMDA). HOW DID YOUR PREVIOUS EXPERIENCE IN BEAUTY PAGEANTS AND TV INFLUENCE THE WAY YOU FULFILL YOUR ROLES IN PUBLIC SERVICE, FROM BEING DILG MEDIA RELATIONS OFFICER TO MMDA SPOKESPERSON, NATIONAL TASK FORCE TO END LOCAL COMMUNIST ARMED CONFLICT (NTF-ELCAC) SPOKESPERSON, TO NOW LTFRB SPOKESPERSON? One of the key skills I gained from my experience in journalism and media relations is effective communication with both reporters and the public. Firstly, many of the reporters I interact with are former colleagues and friends, which helps create a relaxed atmosphere, even when delivering challenging news. Secondly, having been in their position, I understand their mindset and motivations, allowing me to respond swiftly and effectively to their queries. This insight helps me anticipate their narrative preferences and adjust the message to benefit both the media and the agency I represent. Lastly, as a spokesperson, it is my duty to deliver clear and concise messages to the public, whether in English or Filipino, and regardless of whether the news is good or bad. My role is to ensure that messages are understood and serve the public’s best interests. WHICH ROLE HAS BEEN THE MOST CHALLENGING IN TERMS OF RELAYING MESSAGES TO THE PUBLIC, AND WHY? While the LTFRB and MMDA are related, the MMDA’s seven mandates—ranging from traffic management to flood control and waste management—require me to stay on top of constantly shifting narratives. At the MMDA, I had to master various penalties, legalities, and procedures, making it crucial to manage and convey messages effectively. In contrast, the LTFRB focuses on transport, and my role as the NTF-ELCAC spokesperson was particularly challenging. Representing diverse sectors, including the youth, demanded careful navigation of current events and a balanced approach to avoid offending any parties involved. The LTFRB, as a regulatory body, operates differently from the enforcement-focused MMDA. While the MMDA handles immediate action and enforcement, the LTFRB falls under the Department of Transportation, dealing with board resolutions and joint administrative orders. This role can be challenging, as it requires us to navigate and adhere to policies handed down to the agency. Mediating between jeepney drivers and the agency is challenging, requiring significant effort to ensure that everyone understands the reasons behind policy enforcement and how these policies are intended to benefit them. HOW HARD IS IT TO COMMUNICATE THE GOVERNMENT’S MESSAGE REGARDING THE PUBLIC UTILITY VEHICLE MODERNIZATION PROGRAM (PUVMP)? The PUVMP is very controversial because we need to have a clear understanding of the plight of traditional jeepney drivers. Meanwhile, the people need to fully understand the ramifications and expected results of the program. The LTFRB’s regional offices are open to entertain jeepney drivers and operators’ questions in terms of financing, consolidation, and other matters, so that we could fully and smoothly implement the PUV modernization program. Of course, public transportation is meant to give safety and comfort to our commuters. But what about those operators and drivers who lack the f inancial capacity to buy the modern jeepney units? This is where clear and efficient messaging comes in. After all, this is for the betterment of everyone. IN 2022, YOU WERE A NOMINEE OF THE MALASAKIT MOVEMENT PARTY LIST GROUP, WHICH VIED FOR CONGRESSIONAL SEATS. HOWEVER, YOUR CANDICACY HIT A SNAG. WHAT INSIGHTS DID YOU GAIN FROM THIS EXPERIENCE, AND ARE YOU AND YOUR GROUP CURRENTLY WORKING TOWARDS OBTAINING ACCREDITATION? Although we were accredited, our group was disqualified and unable to fully compete in the 2022 elections. Despite this setback, the experience taught me a valuable lesson: if you are truly committed to serving and helping people, you must persevere, regardless of whether you have an organization or a party list group supporting you. I'm the type of person who pursues a goal wholeheartedly when I truly want it. Had we been given a chance to present our platforms during the elections, I would have committed fully, driven by the purest intentions of serving the people. Even without strong connections or extensive support, knowing and believing in yourself can take you far. Never allow yourself to stray from who you truly are and what your genuine motives are. IS THERE A PARTICULAR ACHIEVEMENT IN YOUR CAREER IN GOVERNMENT SERVICE THAT STANDS OUT FOR YOU? I'd say my strongest asset is my communication skills. Ultimately, my job is about delivering the right message to the public. I'm confident in my ability to speak effectively and relate to people from diverse backgrounds and perspectives. At the end of the day, I always ask myself, "Did the people understand me? Did my message resonate?" My mentor once told me that I know I've delivered my message effectively if even a child can understand it. I believe I'm not yet a good communicator until a child can understand my message. I believe this skill has been instrumental in advancing my career at both the MMDA and LTFRB.

< Back FIGHTING FIRE As the country observes Fire Prevention Month, BFP Chief Puracan shares important figures, updates, and tips. BY GRACE BAUTISTA In 2020, around 14,000 fire incidents were reported which cost billions in property damage and resulted in loss of numerous lives. On top of these are the additional losses incurred while the area undergoes rehabilitation and repair. Fire, needless to say, is serious business. It takes less than a minute for a small flame to grow into a major fire and if your house is made of easily flammable materials, then it can be engulfed in flames in just five minutes. And it only takes an hour or so for a house to completely burn down. Last year, on September 10, President Rodrigo Duterte signed Republic Act 11589 or the BFP Modernization Act into law. This puts into motion a 10-year plan that is expected to revitalize the institution. Bureau of Fire Protection (BFP) Chief Director Louie Puracan expects that this will move the agency beyond its “traditional role of firefighting.” With this development, Puracan shares his insight regarding some of our burning questions: 1. Fire protection is a major concern nationwide and the figures show that we are short on the necessary equipment, stations, manpower, etc. Ideal ratio is 1 firefighter: 2,000 people. Have we achieved this ratio? The BFP is getting there. As of January 31, 2022, the total BFP personnel strength nationwide is 32, 952. We are very positive that we will reach the ideal ratio with the passing of Republic Act 11589. One of the provisions of this act is Human Resource Development. The modernization program shall include the development of a comprehensive training program for all BFP personnel and BFP volunteers, including mandatory training for new entrants and newly appointed personnel of the BFP and BFP volunteers and establishment of training facilities. In this way, the BFP can hire more fire officers and train them to be competent and capable public servants. 2. In 2018, there were a total of 2,749 fire trucks nationwide—2,343 owned by the BFP and 446 owned by LGUs. Ideal ratio is 1 firetruck for every 28,000 persons. Considering the population of the Philippines in 2021, we should have nearly 4,000 fire trucks. As with the lack of manpower, is this a budget issue? What are the hindrances for us to reach the ideal ratio? Budget plays a crucial role. This has been answered with RA 11589. Though it is a 10-year modernization program, our vision of a fire safe nation by 2034 is now a clearer picture. Because in order to have the ideal number of BFP manpower, we need to hire new fire officers to close the gap. The BFP is equipment-based, meaning hiring requires the need to procure new fire trucks, personal protective equipment or PPEs, build new fire stations, and the budget for their salaries. 3. How is BFP reaching out to partner with LGUs to ensure fire safety in all cities and municipalities nationwide? The power lies in the BFP’s authorized representatives in the cities and municipalities, our city/municipal fire marshals (C/ MFMs). They carry a big responsibility in implementing RA 9514 and keeping the city/municipality fire safe. While the LGUs play a big role in the enforcement of such, C/MFMs always coordinate with the BFP in the issuance of Fire Safety Evaluation Clearance (FSEC) to ensure that safety standards are met and in accordance with the Building Code and the Fire Code of the Philippines. 4. The ideal response time is 5 to 7 minutes after a fire incident is reported. What is our average response time nationwide? If the ideal is not met, what are the reasons behind this? The BFP responds within this time period, however, there are factors that may hinder our firefighters to respond within the time frame in some cases. One is that fire incidents are not reported right away. And in some instances, the address of the scene cannot be found or is difficult to find due to streets with same names or barangays overlapping boundaries. In some provinces, where a number of municipalities do not have their own fire station and fire truck, if they seek help from other municipalities which have their own and would take a couple of minutes before our firefighters reach the fire scene. Also, far flung areas in some provinces, are tagged as ‘red areas’ (insurgent infested areas) which make it hard and dangerous for our firefighters to reach. 5. In case of a fire emergency and the firefighters have not yet arrived, what should people do or not do? The residents or the people in that area should call the fire department immediately. It’s the first important thing to do. And while waiting for the firetruck to arrive, people should stay away from the burning building/area to avoid possible injury and accidents. When the fire truck arrives, people should give way to our responders and should not block their way in any other means. In a fire scene, people’s emotions are high and they tend to do whatever they can to save their belongings. Some reports show people snatching the fire hose from our crew in trying to save their own properties. These scenarios sometimes injure our personnel and some are even assaulted. 6. March was designated as Fire Prevention Month since this month accounts for the highest number of fire incidents nationwide. What are our campaigns to help lessen fire incidents nationwide? This year our theme is: “Sa Pag-iwas sa Sunog, Hindi ka Nagiisa” Our fire safety awareness programs include a kick-off program which involves motorcades, rallies, and concerts. Beyond the festivities, we shall also conduct community fire protection planning. Every fire station shall schedule Community Fire Protection Plan (CFPP) planning activities during Fire Prevention Month. The city/municipal fire station shall determine vulnerable barangays in the area of responsibility (AOR) to undergo the planning process. The said activity shall be done in coordination with the concerned local government unit. There is also a Kaisa Partnership Campaign in coordination with the business sector and OLP On the Road which consists of a periodic roving of their respective communities. Using a public address (PA) system, the public shall be informed on basic fire safety tips. We will also spread infographics and advocacy posters, and conduct a community relations week wherein we shall strengthen our relationship wti the communities through various activities (such as games, open station tours, barangay fire drills, exhibits, firefighting tournaments, etc.). The BFP is also determined to intensify our presence in the media through integrated online and offline campaigns. We are also launching a film and photography festival called “Apoy at Lente.” 7. What are the top causes of fire incidents? Based on the latest fire incident statistics, the following are the data dated February 24, 2022 gathered nationwide: 1. Electrical ignition caused by loose connection or arcing 2. Smoking (lighted cigarette, cigar or pipe) 3. Open flame from cooking (LPG/gas stove, firewood); open flame due to torch or sulo 8. Every year, the total estimated damage to property reaches an average of Php4.65 billion and there are an average of 251 deaths. Are there certain places that are more vulnerable to fire incidents and why? Or why is our country particularly vulnerable to fire incidents? Yes. Since the Philippines has a dense population, some of our fellow Filipinos build their homes using light materials which can easily catch fire. 9. In the USA, there is this new fire extinguisher technology called Elide Fire Ball which self-activates when in contact with fire. What do you think are the advantages and disadvantages of using these new technologies when it comes to fire extinguishing? New technologies always have their own advantages and disadvantages. In this case, the Elide Fire Ball does not require extensive training to detonate or special technique to be able to activate it once in contact with flames. Anyone may readily use this tool to suppress fire. Once it detonates, it creates a loud noise which alerts people nearby. It explodes within 3 to 5 seconds of contact with fire, making it one of the fastest ways to extinguish flames. However, this device can only be used once to put out flames. Once it makes contact with fire, it cannot be reused in the other parts of the burning area. 10. What are the latest advancements in technology or strategy that the BFP is employing? The BFP continues to procure firetrucks and other equipment. On January 25, 2022, the BFP distributed 65 units of brand new 1000-gallon fire trucks to LGUs nationwide. In addition, 104 fire trucks are in the pipeline for procurement and eventual distribution to other cities and municipalities across the nation. The BFP also has its K9 Unit, the first ever BFP-K9 unit and is one of the support units of the Special Rescue Force (SRF) and is part of the Modernization Program. The said unit is composed of 21 dog handlers with their 21 Search and Rescue Dogs (13 Belgian Malinois and 8 Jack Russel Terriers) which recently graduated from the Search and Rescue Dog Trainer Course held at Kawa-Kawa, Brgy. Tuburan, Ligao City on February 17, 2022. This new additional endeavor of the BFP is a huge help to speed up rescue and retrieval operations usually conducted after man-made and natural disasters. To cap, Puracan reminds every Filipino that while fire prevention is particularly important during March, it is something that should be observed throughout the rest of the year. “The BFP, as the lead agency of the country for fire suppression, is one with the public in combating destructive fires. The public should not be complacent and rely only on our awareness of fire safety tips but also be vigilant with our surroundings,” he ends.

< Back SANTA BARBARA, ILOILO BY KAYDEE DELA BUENA REVOLUTION & EVOLUTION Through the efforts of Mayor Dennis Superficial, his team, and their inspired citizenry, the ‘Cry of Santa Barbara’ can still be heard to this day, shaping a future that befits their proud history. In 1898, as one of the most important turning points in the Revolution for Philippine Independence, Santa Barbara, Iloilo became the historic site where the Philippine flag was first raised outside of Luzon. Under the leadership of General Martin Delgado, Filipinos took the municipal building from the Spanish authorities, formed and inaugurated the Revolutionary Government of the Visayas, and flew the country’s colors for all to see. With the eventual surrender of Iloilo City by Governor- General de los Rios on Christmas Eve in 1898, Gen. Delgado completed his campaign to liberate the whole province from Spanish rule. Today, Santa Barbara honors its rich legacy with yet another proud recognition. The town was named No. 1 in Government Efficiency by the National Competitiveness Council (NCC), besting 978 other municipalities in the country last 2016. The NCC developed the Cities and Municipalities Competitiveness Index, with the assistance of the United States Agency for International Development (USAID) to assess the competitiveness of a city/ municipality and identify areas for improvement and collaboration. “We are very proud of the recognition as it was achieved through hard work. But there’s more to be done,” shares Mayor Dennis Superficial. “Currently, our focus is to maintain the quality of service and standards of excellence that we have been delivering to our constituents. After establishing ourselves as a competitive and transparent local government, our overall mission and vision now is to make Santa Barbara an economically developed municipality—and eventually a city.” A surgeon by profession, Mayor Superficial has made the successful transition from the operating room to the municipal hall, using his keen problem-solving skills and meticulous attention to detail to his advantage. For him, the orientation of a doctor has always been to “not sleep on a problem,” but “identify the problem and find the solution.” And this same principle he applies when developing resolutions for his city.

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< Back Shooting for Change BY: CAMILLE F. CABAL PHILIPPINE BASKETBALL ASSOCIATION (PBA) LEGEND VERGEL MENESES IS NOW MAKING A NAME IN PUBLIC SERVICE, BRINGING WITH HIM THE VALUABLE LESSONS HE LEARNED AS AN ATHLETE. THE AERIAL VOYAGER Meneses was not just a simple basketball player back from the 1990s to the mid-200os.His name is synonymous to titles and praises he earned during his time. He earned the nickname " Aerial Voyager " for his gravity-defying in-game trips to the basket. He holds the record of the most All-Star Game Most Valuable Player (MVP) awards, totaling four. Wherever and whenever he played, Meneses brought excitement to the crowd and he was idolized by many baskteball-loving Filipinos during his time in the Philippine Basketball Association (PBA). The PBA star player started his basketball journey in a simple basketball league his dad used to hold in Bambang, Bulakan. Meneses recalls that in one of those tournaments he participated in, he was the first player to score a basket. Following this, his fatherknew he had the skills to play. “Until my father challenged me that for every shot I make, he will give me Php100.” After how many tries, I barely made a shot,” Meneses shares. Discouraged, he went back to Malolos where he met a former Jose Rizal University (JRU) Heavy Bombers player who trained him to be better at playing. Soon enough, Meneses started playing in Malolos. He then played for Centro Escolar University (CEU) at theage of 17, competing with players who are almost twice his age. When he was confident enough to compete, he went back to Bulakan and there they witnessed how good Meneses had become. The rest, as they say, is history. Despite all the titles and recognitions, Meneses admits that being a professional basketball player was not really on top of his goals. Being surrounded with public servants growing up, Meneses admired their capability to uplift the lives of the people around them. “Not to make myself look good but even when I was still in PBA, I was already extending help to my fellow Bulakenyos.” But for Meneses, his entry to politics will make him more capable to help the people of Bulakan. “Whatever the government gives will reach them,” he adds. FROM HOOPS TO HALLS OF GOVERNANCE The mayoralty was not the first local government position that Meneses aimed for. In 2016, he ran for vice mayor of Bulakan but fell short. The following election, he tried his luck for the mayoralty and won with an almost 7,000-vote margin over his relative Piccolo Meneses. He replaced former Mayor Patrick Meneses who is also his relative. “ Naging usapan nga dito nung araw, ang pwede lang tumalo sa Meneses eh Meneses din pala, so ako pala yun (It has been the talk of the town that the only one who can defeat a Meneses is also a Meneses, and that’s me), Meneses says. Although related, the incumbent and the current have different goals. Meneses is a witness to how his relatives ran the municipality and he wanted to change it. With only his experience from the hardcourt, Meneses knew what he was getting into and was prepared for the challenges that come with it. If there is something he earned from playing, it is his ability to lead, which also comes in handyin public service. For him, it is no differentthan handling a basketball team where the coach should be the model to his players. Meneses says he still uses the same strategy in politics; he speaks less and lets the people judge him by his accomplishments. “Ang pulitika parang basketball yan, mapa -player o coach ka, ang tinitignan ng mga tao ang performance mo para patuloy ka nilang tangkilikin. (Politics is like basketball. Whether you are a player or a coach. People continue to support you if you perform well),” Meneses says as he shares what he considers his “baptism of fire” when he dealt with the side commentsof the people regarding their efforts during the COVID-19 pandemic. Meneses shares that he was actually the one who discouraged his staff from dealing with the taunting of the people. Instead, he encouraged them to keep on posting about their projects and accomplishments in the municipality. MENESES IS CONFIDENT THAT HE IS ON THE RIGHT TRACK IN BRINGING THE CHANGE THAT HE WANTS FOR BULAKAN. BINAGONG BULAKAN Meneses expresses his genuine willingness to uplift the lives of Bulakenyos and to do this, he believes there must be changes in the municipality. Above all, Meneses pays attention to the health of his constituents the most. In fact, the first thing that he did as he assumed his position was to provide Bulakan with its own ambulances. “ Pinilit ko makapag- provide ng mga ambulansiya, actually lahat ng barangay sa amin meron (I did my best to provide ambulances, actually, each of our barangays has one), Meneses proudly claims. He adds that his family also donated five ambulances. Meneses’ focus on health was the best decision that time because it became a lifesaver for Bulakan during the pandemic. Aside from the above, Meneses did not forget to care for the senior citizens of Bulakan. From the first 100 beneficiaries, there are now 400 seniors benefiting from programs of the mayor’s office, receiving a one- time payment of Php6,000 and free medicines. During Christmas, Meneses himself goes to the communities to distribute medicines and other medical needs of his constituents who are bedridden or those who are no longer capable to go to his office. And this year, he even involved his childrento share and give something to the people of Bulakan. “ANG PULITIKA PARANG BASKETBALL YAN, MAPA- PLAYER O COACH KA, ANG TINITIGNAN NG MGA TAO ANG PERFORMANCE MO PARA PATULOY KA NILANG TANGKILIKIN.” By the beginning of this year, Meneses hopes the establishment of Bulakan’s dialysis center will start, which he claims, the municipality obtained through investors. This, for him, will be a big help so Bulakenyos no longer need to travel to nearby towns for their dialysis treatment. Bulakan did not just vote for a mayor but a someone who has established good friendships and connections. As a former Ginebra player for three years, Meneses also gained the support of his former boss, and Chief Executive Officer (CEO) of San Miguel Corporation (SMC) Ramon S. Ang. He shares that Ang has consistently supported Bulakan by helping the municipal government build school buildings and barangay halls. The office of Senator Bong Go, on the other hand, provided funds for the construction of their Super Health Centers. As of writing, Bulakan is expecting the construction of the Manila International Airport, a project proposed by SMC, within its territory. Although seen as a door to many opportunities such as employment, Meneses found it challenging at first to make the people understand the benefits the municipality and its residents may gain from it. So, he asked SMC to assist and help explain the project to the people, which eventually resulted to the understanding of all parties. Now thriving in his new arena, Meneses never forgets where he came from. Of course he holds basketball tournaments in his town. Aside from the youth, he wants to involve the members of various tricycle operators and drivers associations (TODA). For him, this is not just another way to keep the youth preoccupied but to discover and train players who will follow his footsteps, someone that Bulakan can be proud of or someone or who will be proud to put Bulakan in the map. "HINDI AKO 'YUNG POLITIKO NA PAGKATAPOS MANALO AY PARANG NAKALIMUTAN NA ANG LAHAT NG PANGANGAILANGAN NG MGA TAO." According to Meneses, whatever he started since his first term in 2019, he is just continuing now in his second term. “ Ang brand ng politika na gusto ko matatak sa tao o yung legacy ko, gusto ko makita nila yung mga contribution ko para sa kanila. Hindi ako yung politiko na pagkatapos manalo ay parang nakalimutan na lahat ng pangangailangan nila (The brand of leadership or the legacy that I want people to remember me by is, being someone who had contributions for their welfare. I am not a politician who forgets their needs after winning),” Meneses says. Overall, Meneses is proud of his accomplishments and confident that he is on the right track in bringing the change that he wants for Bulakan.

< Back AN ECONOMIST’S GAME PLAN BY LAKAMBINI BAUTISTA PHOTOGRAPHY BY DANIEL SORIANO Manila mayoral candidate Atty. Alex Lopez talks about reclaiming Manila’s image and glory as the country’s premier city. Thriving in the private sector for most of his career, one wonders why Atty. Alex Lopez decided to run for public office only at this point in his life. The 63-year-old businessman will be up against four candidates for the mayoralty in the City of Manila, including incumbent Vice Mayor Honey Lacuna. “I’ve always considered Manila to be my home,” the Tondo-born gentleman says simply, when asked about his decision to run as Manila mayor. “But most importantly, I’ve always kept the people of Manila in my heart. As a son of a politician from Manila, I grew up thinking of the welfare of Manileños.” The politician that Lopez was referring to is his late father, former Manila Mayor Gemiliano “Mel” Lopez, who served as the capital city’s chief executive after the Edsa Revolution in 1986 until the end of former President Cory Aquino’s term in 1992. The younger Lopez, then in his late 20s to early 30s, was his father’s private secretary during the old man’s stint as mayor. As his father’s right hand man, Lopez—who completed degrees in Economics and Law at the Ateneo de Manila University—didn’t only manage his father’s private affairs. The official profile provided to LEAGUE indicates that he had a huge influence in the way the city was run in those times. Lopez says he was responsible for the prioritization of the construction of more than 2,000 classrooms citywide. He was instrumental in the increase in allowances of the city’s teachers in 1987, the creation of the Pamantasan ng Lungsod ng Maynila’s (PLM) College of Medicine, and the increase in the city’s subsidy for the PLM. Lopez also assisted his father in undertaking strong economic reforms—“to erase the debt of Manila City Hall, leaving with it a budget of Php700 million which was turned over to Mayor Alfredo Lim.” Since the early 1990s, Lopez had decided to focus on growing the family-owned Pacific Concrete Products Inc., which he’s proud to say has received the Philippine Accreditation Board’s highest accreditation as a Quadruple A (“AAAA”) construction company. Some of the firm’s notable projects are SCTEX, TPLEX, CLEX, Bonifacio Global City and SM Mall of Asia Road Networks, NAIA 1 to 4, and PAL Terminal Runways. HEEDING THE CALL TO PUBLIC SERVICE Lopez says he decided to run for mayor because he sees the need to do so. “I feel that there’s another calling [for me],” he says. The man has been forthright in his interviews, stressing his discontent in the way current Manila Mayor Isko Moreno Domagoso has been running the city. He mentioned about wrong priorities, funds that have been misspent, and ordinances that were not responsive to the needs of Manileños. “They borrowed Php 15 billion. Php1.7 billion was spent on the [Manila] zoo. It was clearly a wrong priority,” he says, shaking his head. “That’s too much. That’s budget already for three small provinces. I think I could have renovated the zoo for a hundred million bucks and made it look better.” He mentions the school buildings that were demolished and rebuilt during the pandemic. “There’s a pandemic; a lot of people are suffering. Why would you demolish school buildings that are still ok?” he says. “These are not condemned buildings. These are heritage buildings. They were demolished for the sake of having projects, which I think were not timely projects.” He says the incumbent mayor should have prioritized providing the basic needs of the people of Manila—jobs, shelter, medicine, and support (honoraria) for frontliners. “I am an astute student of economics. I think my economics background will help bring more jobs. I will help uplift the lives of our people. There are many economic principles and policies which I think are not being adopted by the city,” he says, when asked what he could contribute should he get elected as mayor. Lopez says he’s not discounting the fact that Domagoso has done a good job in trying to promote the city’s image. “He’s an image builder,” he says. “As for me, being an economist, I want to institute change by empowering the marginalized.” He continues, “There is a saying that goes, ‘You give a man fish, you feed him for the day. You teach a man how to fish, you feed him for a lifetime.’ But that’s not exactly true. You may know how to fish, but that’s not enough if you don’t have a boat and a fishing net. So that’s what I want to do in the City of Manila—provide financing. We’ve done that during my father’s time. We put up cooperatives to help the marginalized.” The lawyer-economist says he wanted to restore Manila’s image and glory as the country’s premier city. “Today, we’re number three in Metro Manila and eighth nationwide among LGUs in terms of income. That means business has slowed down. Many other cities have overtaken us. I think it’s because of the wrong policies, wrong priorities,” he says. Lopez believes his rich background in business can help the city get back on track. “Running private corporations, I give value to our shareholders and stakeholders. That’s also what I intend to do if I become mayor of Manila,” he says. MAJOR CHALLENGES Lack of housing is one the biggest problems of the city. Lopez intends to solve this “not by destroying schools,” but by expropriating informal settlers. “There are about 200 estates with informal settlers [in Manila]. We’re going to build housing units for the poor in those areas,” he tells LEAGUE. To address traffic congestion, he’s planning to have more oneway streets and build more parking spaces. He also intends to help improve the city’s mass transport system. “You know you have a good transport system if the rich like to ride the train,” he says. Strengthening peace and order means starting from the grassroots—by that, he means providing additional allowances to the barangay tanods. “Did you know that a barangay tanod earns Php1500 in Manila? Php50 a day. Let’s give them additional Php1000 or Php2000 allowance.” Camera capability of the barangays should also be improved. So he’s planning to install more CCTV cameras and provide a few drones per police precinct, so that their uniformed personnel can properly monitor and maintain peace and order in the streets of Manila. “The police force of Manila was once Metro Manila’s finest. How can that be if they’re using scooters? I want to bring back Manila’s Finest again,” says Partido Federal ng Pilipinas’ mayoral bet. There should be more police visibility, mobile patrols going around. Police precincts should be refurbished and the policemen’s support equipment updated and improved. “Let’s give additional Php1000 allowance to the city’s 5000 policemen. If we have 5000 policemen, that’s only Php 5 million. You can build a zoo worth Php 1.7 billion but you can’t add Php1000 to the policemen’s allowance?” In six years’ time under his administration, Lopez says he’s hoping to see less poverty and more jobs. “We do that through empowerment of the marginalized, building more housing units for the poor,” he says. “I’d like to see river walks and more dolomite beaches. I’m proposing to have two in Parola, and one in Baseco. More fishports. More trading activities.” Lopez believes he’s got what it takes to be a good leader. “A good leader should have the people’s welfare in his heart. The people’s welfare should be your primary goal,” he says. I believe that a public office is a public trust. It must be served with the highest degree of integrity, honesty. Your willingness to serve should be paramount. You have to sacrifice your personal interests for the common good. Your personal gain and political career should take a backseat.” DOWNLOAD FULL ISSUE HERE FOR FREE

< Back Rising to the CHALLENGE Pressure is high for La Union Governor Raphaelle “Rafy” Ortega-David, but she is confidently stepping up to the plate and is ready to serve the Elyu-canos. BY HELEN HERNANE PHOTOGRAPHY BY ROMEO PERALTA JR. Before the closure of Boracay in 2018, the famous island would receive millions of tourists. But when former President Rodrigo Roa Duterte ordered the island-res ort’s closure and rehabilitation, beach lovers ventured to other popular islands and beaches in the countr y—El Nido, Coron, Si argao, and La Union. La Union was somewhat of a hidden gem, albeit popular to surfing enthusiasts. In early 2018, however, the province decided to ramp up its promotional efforts to attract more tourists. Coincidentally, Duterte’s announcement of B oracay’s closure around April along with the dynamic advertising of the provincial tourism office led to an increase of 54.25 percent in tourist arrivals in the first semester of 2018. Now, e ven with the reviva l of Boracay, La Union is still the go-to place for young professionals, barkadas, couples, and of course, surfers. Because of its proximity to Metro Manila and the op ening of the Tarlac-Pangasinan-La Union Expressway (TPLEX) Pozorrubio to Rosario s egment in 2020, hundreds of tourists flo ck to t he province daily, even more during weekends. It is common to hear people say, “Tara, Elyu tayo (Let’s go to L.U.)” Newly-elected Gover nor Raphaelle Veronica “Rafy” Ortega-David shares that the provincial government is thinking of coining a term to call the citizens of La Union and one of the top choices is ‘LU-canos,’ pronounced ‘Elyu-canos.’ The term aims to recognize the province’s Ilocano origins while at the same time, signify the province’s modern and youthful governance by using t he colloquial term ‘Elyu’ (after L.U., the initials of La Union). It also encourages patriotism for the province and unity among the people. FRESH TAKE La Union, it seems, is at t he forefront of many trends. Tourism-wise, going to the province for the weekend for surfing and drinks is considered hip. When it comes to governance, the province coincidentally rides another trend—electing a young leader. At 25 years old, Ortega-David admits that her age prompted many to question if she has what it takes to run the province of over 820,000 people. But she is undeterred. “I have the next three years to prove that I was voted in because they know I can [run the province well]. I believe that the people of La Union spoke loud and clear that they want new and fresh ideas along with good governance, one that a young, female leader can bring to the table,” she says. Seeing or hearing her age is a double-take moment, often followed by a confirmatory question. But the initial shock wears off quick as young leaders are now emerging left and right all over the Philippines, Ortega-David among them. In terms of governors alone—Camarines Sur Governor Vincenzo Luigi Villafuerte is also 25 years old, Ilocos Norte Governor Matthew Marcos Manotoc is 33, and Sultan Kudarat Governor Datu Ali Pax Mangudadatu is 24. “You know what they say, that the youth are the leaders of tomorrow. But I believe that they really are the leaders of today. There is a rise in youth leaders now because it is time for us to get on with the everchanging times and the youth is very fit for that [role] because we are a very dynamic group of people and can easily adapt to changes,” Ortega-David muses, further saying that the likes of Pasig City Mayor Vico Sotto have assured many people that the youth are more than ready to take the helm, especially with their good performance. “By electing young and new leaders, coupled with our fresh and innovative ideas, true change will be brought about and be realized. Our youth also brings with us that sense of idealism and forward-thinking—major factors that will transform the way we look at and do governance,” she adds. Youth, nowadays, is linked with technology and it is something that Ortega-David is looking to harness further to improve governance in the province. She shares that they are devising a Provincial Wireless Mesh Backbone, which aims to connect the 20 component LGUs in real time to make communication seamless among local governments. This, she says, would strengthen the peace and order system in the province and help during natural disasters and calamities. She further adds that they are starting to change some internal systems through digitization, especially social services such as financial assistance and processing of documents. With document tracking systems, the work in departments that would often need plenty of papers such as Human Resources will ease up, making services more efficient for their citizens. In addition, it also helps preserve the environment and makes the provincial government more sustainable. Ultimately, Ortega-David stresses, the goal is making it so that the longest someone will wait for financial assistance or a document will only be one week. Social media, also, is another digital tool that the governor aims to utilize to improve government services. Recently, the province was the subject of a few controversies as some tourists posted online that they were scammed by vendors in La Union. “First and foremost, I am grateful for the people who have spoken through social media. One of the things that I am empowering now in our provincial government is our information office because I believe social media has a great role in terms of governance. Since we were alerted to these scams online, I immediately alerted our tourism office as well as our LEEIPU (Local Economic Enterprise and Investment Promotion Unit) and they conducted onsite inspections to validate and if proven guilty, apprehend the violators,” the Enderun Colleges alumna reveals. She further adds that their long-term goal is to conduct information and education campaigns on consumer rights and welfare, as well as develop hotlines for tourists which would help secure them during their trip if ever such a case happens again. Focusing on these concerns would directly affect their government’s overarching goal which is to be the “Heart of Agritourism in North Luzon by 2025,” something that was started during the term of her father, former Governor Francisco Emmanuel Ortega III. TAKING OVER Aside from her youth, Ortega-David is very much aware that her family name is among the many things that brought her to victory. Her father is the immediate past governor of La Union, serving from 2016 to 2022. Before him, the governor was Manuel Ortega (2007- 2016) who took over after Victor Ortega (2001-2007). Indeed, it has been a long line of Ortegas watching over La Union. In fact, the very first Filipino governor of the province was also their ancestor—Don Joaquin Ortega (1901-1904). But Ortega-David stresses that the people of La Union look beyond their family name when electing their next leader, “Naniniwala po ako (I believe) that we were put in the position because the people believe in our capability as leaders of the province.” “And besides, hindi na po ako (I’m no longer an) Ortega. I’m already a David,” she jokes briefly before further saying that there is a benefit to their continued leadership as projects started by their family will surely be continued and improved. Yet with the legacy also comes pressure, Ortega-David reveals, saying that she has very big shoes to fill. On the flip side, having family who have been in the same position offers the unique benefit of additional guidance that is founded on experience. Ortega-David shares her father’s advice to her, “He always says that governance is always dynamic, always changing and relentless. We should always learn to adapt. He also always says, ‘What gets measured, gets managed. What gets managed, gets done.’” With that in mind, Ortega-David inherited a system that is data-driven, action-based, and results-oriented. Moreover, seeing her grandfather and father in public service and how much of themselves they have given to the province has always inspired her growing up and continues to shape how she is as a leader. “My grandfather’s slogan was ‘Agay-ayat kadakayo amin’ which means, ‘Mahal ko kayong lahat (I love you all).’ Ever since, our way of governance, of the Ortegas, has been through love. Hence our current tagline here, ‘I love La Union,’” she says, pointing to the quote which hangs behind the governor’s desk. Her family’s legacy and influence has pushed her toward public service, but her motivation lies not just in safeguarding their family’s reputation, but also securing a better future for her son and the generations to come. “Being a new mom has sparked my passion for public service because what we do now dictates [what will happen to] the future generations, which includes my child. I want my son to be able to grow up in an environment where he is safe, like the way I grew up [here in La Union]. I want him to know La Union the way I knew it growing up—peaceful, maganda (beautiful), clean,” she shares. Her love for the province stems deep. She reveals that when she got married to her husband who hails from Pampanga, she asked if they could stay in La Union, adding that she knew even from a young age that this is where she wants to spend the rest of her life. With her role now as governor, Ortega-David shares that she is in a better position to show her love for her province by serving and helping her fellow Elyu-canos. CHANGING FLIGHT Philanthropy and helping others were always a part of Ortega- David’s life. Prior to entering politics, she was a volunteer lifeguard and volunteer emergency technician at the La Union Provincial Disaster Risk Reduction Management Office (PDRRMO). The young governor is also a former president of the La Union Vibrant Women Inc. (LUVWI) San Fernando City Chapter. Being in government, she admits, was something she avoided for the longest time. “I’m a licensed commercial pilot and that was the direction I was going prior to entering [public service]. But the aviation industry was brought down by the pandemic and all my roads still led me here,” she says, gesturing to her office in the provincial capitol. “It took a pandemic for me to realize that my destiny really is in public service, to serve the people of La Union in an official capacity.” Her father originally filed his certificate of candidacy (COC) to run for a third gubernatorial term before shifting to run for mayor of the City of San Fernando instead. Ortega-David reveals that the city holds a special place in her father’s heart as it was where he started his political career. With the gubernatorial race missing a candidate, her father then urged her to run in his place. “First time he approached me to run as governor, honestly, I declined. Eventually, confidence set in, knowing that my heart is for La Union and that I could do well. My father also has complete faith in me and knows that I’ll continue the programs that he’s started. So I stepped up and took the challenge presented to me,” the neophyte politician says. EYES ON THE PRIZE Securing nearly 90% of the votes in the province, Ortega-David clinched the gubernatorial position through a landslide victory. Now that she’s won, the province’s youngest and first female governor plans to continue the transformative governance in the province. She says that La Union is one of the few provinces in the country that practices the “Performance Governance System (PGS)” which is a performance management and measurement tool developed at the Harvard Business School. By continuing to use this system, Ortega-David is confident that they’re on track to achieving their goal by 2025. As a woman, she also stresses her focus on women empowerment. Starting with the provincial government, Ortega-David is set to provide menstrual leaves for their women employees which she eventually hopes will be implemented throughout the entire province. She also plans to launch job fairs for the benefit of women and has ordered their peace and order units to strengthen their Anti-Violence Against Women and Children (Anti- VAWC) units, noting that it is vital in preventing the rise of crimes. The governor is also planning to set up women’s facilities in the districts of the province which would be a safe space for women to heal physically, mentally, psychologically, and more. Ortega-David is also focused on youth development and would love to encourage the youth to go into sports. One area in the province that she’s looking to develop is the freeport zone in the Poro Point area. However, it is under the control of the Bases Conversion and Development Authority (BCDA). “We can’t just intervene since it is under the control of the BCDA. So I’m looking to tap the BCDA and other private corporations to see if we could partner with them for my planned sports complex which I hope would rise in that area. It would encourage the youth to go into sports and it could also be used as a multi-purpose center for farmers for agri-tourism summits, fairs, etc. Many are looking forward to this as it would also provide jobs and boost the economy,” the governor reveals. Additionally, Ortega-David plans to finish paving the remaining eight percent of provincial roads, get the provincial government ISO re-certified, and also develop the province’s eco-tourism sector. “La Union has so much to offer than just our surfing town,” she adds. With all of these in mind, she asks her fellow Elyu-canos for support to ensure their province’s continued success. “Awatenyo iti panagyaman ken nabara a kablaawko kadakayo amin, ing-ingungutek a kaprobinsyaan (My dear provincemates, I would like to express my thanks and send my heartfelt greetings to all of you),” Ortega-David says. “Ang inyong pagmamahal at suporta sa akin ang nagbibigay lakas sa akin upang magampanan ko ang aking trabaho bilang inyong gobernadora. Sana po ay patuloy tayong magtulungtulungan upang makamit po natin ang (Your love and support gives me strength in performing well as your governor. I hope that we continue to work together for us to achieve a) stronger La Union through ‘La Union PROBINSYAnihan.”’

< Back Building a Modern Police Force for a Modern Filipino Society BY RAGIE MAE TAÑO-ARELLANO PHILIPPINE NATIONAL POLICE GENERAL ROMMEL FRANCISCO D. MARBIL DEFIES THE STEREOTYPE OF A STOIC AND AUTHORITATIVE FIGURE, DEMONSTRATING HIS APPROACHABLE NATURE AND CHARM IN ENGAGING PEOPLE IN CONVERSATION. More than shedding light on his role as chief of the country’s police force, the League Magazine interview with Philippine National Police Chief General Rommel Francisco D. Marbil gave a glimpse of how he is as a husband and father, for he allowed us to share a conversation with his wife, Mary Rose, and daughter, Robyn Marie. The weekend session with him did not start right away, for he had to finish some official tasks, but when he greeted those present and apologized for the delay and made a lighthearted joke about how he looked for the photoshoot, we easily connected with him. Instantly, we realized that we were face to face with a man whose character is so far from the public notion of a rigid PNP Chief. THE FAMILY MAN BEHIND THE BADGE Mrs. Marbil reveals that being the wife of a PNP Chief is a difficult task to handle especially that the role of her husband is not only very challenging but also requires making decisions where lives are put at risk. If there are things that she has to be thankful for for being the wife of the PNP Chief, it is about how she has developed patience and strengthened her faith amid the uncertainties her husband and their family always face. “We don’t know if the opponents are up to something. So we don’t know if there’s a threat to him or to us. It’s quite challenging. We really have to rely on prayers because that’s the only thing that will get you through,” she shares. Robyn Marie, the Marbil couple’s only child, shares that she never felt that friends or acquaintances gave her preferential treatment simply due to her being the PNP Chief’s daughter. Although she takes pride in what her father is doing for the country, she admits that because she doesn’t fully understand what’s happening, she sometimes gets anxious by the news and issues surrounding the PNP and her father. But Robyn Marie understands and has strong confidence in the ability of her father to resolve the issues. She understands that her father may withhold some information to protect her. “I feel very proud. I have a dad who can do such great things for the country. And I know he can always deliver what he’s asked to do. But it’s also very scary, because I can also hear it in the news. He doesn’t share any information with me, but occasionally, I hear about it from my close friends. He won’t tell me things that are scary,” she discloses. Robyn Marie further shares that her dad is quite lenient with her. She always cherishes moments spent with him, as he has a knack for telling jokes that bring her joy. Meanwhile, Mrs. Marbil shares that she supports her husband by not meddling with his official affairs, believing that a PNP officer can shine more in his career if the wife is just silently supporting him. “I think the best support a wife can do is to just keep quiet and not meddle with what he’s doing,” she says. The wives of the PNP officers have established a foundation under the leadership of Mrs. Marbil with the primary focus of helping policemen and police non-commissioned officers (PNCO) and their families. The general firmly endorses this initiative, realizing that “police officers, through their police community relations program, assist those in need during calamities but often overlook the sick members within their ranks who require medical and financial support. We also have a government agency, the Department of Social Welfare and Development, whose mandate is to assist those in need within the community. It’s time that the police and their families should also be given help,” he asserts. “In addition to our scholarship program, which is specifically designed for the children and orphans of police officers and PNCOs, our foundation prioritizes providing financial assistance to sick policemen, PNCOs, and their families.” EMPOWERING THE FORCE Marbil emphasizes that policemen’s professional growth and well-being are essential to public service. He ensures the proper implementation of counseling services, stress management programs, and mental health support to foster emotional resilience. To encourage a healthy lifestyle, police personnel should frequently assess their mental health and participate in wellness and athletic activities. “These measures not only enhance physical well-being but also foster camaraderie and teamwork within the force,” Marbil states. According to him, the PNP offers its police personnel training opportunities, leadership seminars, and specialized courses as part of an ongoing program for their professional development. To guarantee that every police officer has an equal opportunity to advance and thrive in their career, PNP officers are promoted on the basis of their performance, or merit. Marbil not only supports his men’s professional growth but also upholds the highest standards of conduct. He steadfastly adheres to the zero-tolerance policy toward erring policemen, determined to restore public trust by taking decisive action against rogue officers. “We have no room for erring officers in our ranks. We expect every police officer to uphold the strictest code of conduct, and our internal disciplinary mechanisms will swiftly and decisively address any form of misconduct or abuse. The time for complacency is over,” he says. The PNP will strengthen the Internal Affairs Service (IAS) to ensure timely investigations and appropriate disciplinary action. According to records, the IAS has filed charges against 6,256 personnel from July 2022 to July 2024, with 572 individuals recommended for dismissal. Marbil is currently working on transforming the culture within the PNP, promoting professionalism, transparency, and integrity to rebuild public trust. He wants police officers to be accountable, for this is where they will earn respect from the communities they serve. The country’s top police officer admits that while he is up to transforming the PNP, they are dealing with limited resources, outdated facilities, and some pushback on changes within the organization. The PNP leadership is making efforts to resolve this by partnering with local governments, private companies, and international partners. However, their primary focus at the moment is combating cybercrimes, as criminals are already leveraging technology to operate online. The PNP is investing in better digital tools and training in order to handle these new threats. The organization is also adopting more advanced technology to predict crime trends, improve their responses, and ensure that they are ahead of cybercriminals. COMMUNITY ENGAGEMENT Marbil believes that there should be a deep connection between the police and the communities they serve through community engagement to foster trust. One of the initiatives toward this effort is the “Revitalized Pulis Sa Barangay” (R-PSB) program, which places police officers directly within local barangays to live, work, and interact with community members. This shows that law enforcement is not just about crime prevention but also about building genuine relationships. They implement initiatives such as peacekeeping and community development, fostering mutual assistance between citizens and police officers. The PNP also empowers local citizens in helping maintain peace and order through Barangay Peacekeeping Action Teams (BPATs). The police deploy residents as BPATs, acting as force multipliers in crime prevention, disaster response, and conflict resolution. There are also Police Community Precincts (PCPs) in strategic locations that serve as hubs for citizens to easily go to whenever they need police assistance. However, the PNP encompasses more than just policing and crime prevention. As part of its commitment to enhancing the quality of life and public safety, they have a Community Assistance and Development Program that tackles broader social issues such as livelihood projects, health services, and crime prevention seminars. The PNP also upholds the rights of women, children, and other vulnerable members of society through its Gender and Development (GAD) program. It is active in conducting training and awareness programs to promote gender equality and inclusivity in police work. The PNP also wants to ensure that the communities receive prompt and effective police assistance, which is why they revitalized the 911 emergency response system. Marbil emphasizes that this effort goes beyond upgrading the technology; it is about serving every Filipino, regardless of their location or status, to make them feel secure. This upgraded E911 system, which replaces Patrol 117, has advanced technology that reduces the response time of police and enhances coordination with other emergency services. Marbil states that all police units are directed to respond to 911 calls within three minutes. “We believe that all PNP personnel must uphold the highest standards of urgency and professionalism, reflecting the organization’s dedication to serving and protecting the public,” he assures. SMART POLICING In accordance with President Ferdinand Marcos Jr.’s directive to advance digitalization, the PNP is also implementing a comprehensive modernization strategy to improve operational efficiency and public safety. Police Regional Office (PRO) CALABARZON services have developed a mobile application, POWER (Protecting Our Community’s Well-being through Effective Services and Response), which enables anyone to report crimes easily without compromising confidentiality. MARBIL ACKNOWLEDGES THAT WHILE HE IS COMMITTED TO TRANSFORMING THE PNP, THEY FACE CHALLENGES SUCH AS LIMITED RESOURCES, OUTDATED FACILITIES, AND SOME RESISTANCE TO CHANGES WITHIN THE ORGANIZATION. Meanwhile, PRO 9 has developed the Geographical Analysis for Crime Incident and Deployment Management (GeoAID) System, which enhances their operations by enabling real-time monitoring of police personnel, vehicles, and crime incidents. This system allows for accurate tracking and rapid deployment of resources, leading to quicker response times. The PNP Crime Information Reporting and Analysis System (CIRAS) and PNP e-Blotter systems also centralize the database for crime reporting and incident management. According to Marbil, the PNP’s goal in the next decade is to leverage technology to provide faster, more efficient, and transparent services to the people. The PNP will persist in the development and implementation of digital tools such as artificial intelligence (AI), big data analytics, smart surveillance systems, and advanced communication technologies, ensuring they are adequately prepared to tackle both traditional crimes and emerging threats like cybercrime. He believes that the digital transformation will not only enhance public safety but also ensure that the police force maintains the trust and confidence of the communities they serve. The PNP Chief explains that they are committed to integrating AI technology into their operation to strengthen both crime prevention and emergency response. The organization saw the power of AI in providing real-time data processing. He cites the capability of AI systems to analyze closed circuit television footage and identify specific vehicles within seconds, a process that would take longer when done manually. The PNP is also integrating AI in their SMART Policing program to improve their resource deployment and decision-making through real-time analytics. AI can help in upgrading their Integrated Command and Control Centers for a quicker and more coordinated response to emergencies. Furthermore, we are exploring AI-driven surveillance systems, such as smart CCTVs with facial recognition and behavior analysis features. These technologies will enhance public safety by enabling us to detect suspicious activities and prevent crimes before they occur. Digitization and AI technology will greatly help the PNP in the fight against cybercrime, which is the organization’s top priority. The Anti-Cybercrime Group (ACG), according to Marbil, has adopted a SMART (Secured, Mobile, AI-driven, Real-time Technology) policing approach in its cyber-patrolling, entrapment operations, and technical support for investigations. The SMART Policing approach, with the aid of AI technology, enables police operatives to promptly identify any cyber threats online, as well as to monitor phishing schemes, financial fraud, or online fraud. The PNP also has a strong partnership and collaborative efforts with the Department of Information and Communications Technology (DICT) on intelligence sharing, making the response to cybercrime incidents more effective. The PNP’s Cybersecurity Center is also a significant contributor to the detection, protection, and response to cyber threats. The overall crime volume decreased by 14,666 from July 2023 to June 2024, as indicated by the PNP’s records. Additionally, there has been a substantial decrease in the number of robberies, carnappings, and rapes, as well as a 21.09% decrease in the number of cybercrime incidents. Marbil acknowledges that the challenges accompanying transformation are significant, yet he inspires his men to persist in their service and protection of the people, as they possess the ability to create a meaningful impact in the lives of every Filipino. He urges them to work together in upholding their principles of professionalism, integrity, and service. He underscores his call for the police officers to remain dedicated to the PNP’s vision of Mahusay, Matatag, at Maasahan na Kapulisan (Efficient, Strong, and Reliable Police Force), which the public not only respects but also trusts. “Overall, while there are hurdles to overcome, our commitment to innovation, teamwork, and positive change will help us create a modern and effective police force that can tackle both traditional and new challenges.” He would also like to express gratitude for the support of the Filipino people toward the PNP, as it strengthens the police force’s mission to serve and protect the nation with dedication and integrity. He leaves them with this message: “Sa Bagong Pilipinas, ang gusto ng pulis, ligtas ka! (In the New Philippines, your safety is the goal of the police).” OVERALL, WHILE THERE ARE HURDLES TO OVERCOME, OUR COMMITMENT TO INNOVATION, TEAMWORK, AND POSITIVE CHANGE WILL HELP US CREATE A MODERN AND EFFECTIVE POLICE FORCE THAT CAN TACKLE BOTH TRADITIONAL AND NEW CHALLENGES.

< Back The Queen City JOURNEYTO THE TOP Naga City Mayor John Bongat, with his gamechanging leadership, braced by a solid foundation of good governance, is expected to continue leading his beloved city to greater heights INTERVIEW BY LAKAMBINI BAUTISTA PHOTOGRAPHY BY RICKY LADIAADDITIONAL PHOTOS COURTESYOF NAGA CITY TOURISM OFFICE Naga City’s solid track record speaks for itself. The “Queen City of Bicol” has consistently figured at the top rankings of the National Competitiveness Council (NCC). Naga was adjudged as the overall No. 1 most competitive component city in 2015 and 2016. When the competitiveness rankings first started in 2013, component and highly-urbanized cities were not differentiated and yet Naga ranked ninth. It jumped six places to capture the third place in 2014, before clinching the top spot for component cities in 2015 and 2016. In 2017, Naga ranked first in government efficiency, third in economic dynamism, and third in infrastructure. INCLUSIVE LEADERSHIP The term “inclusive leadership” naturally comes up when Mayor John Bongat starts talking about keys to good governance. “That may sound like a technical term. But it just means that the city government by itself cannot hope to bring about the changes that we need in Naga. We have to engage and mobilize other government agencies, the private sector, non-government partners, even individual citizens. My role as a leader is to help craft a vision and goals that we all believe in; enable sectors and people to contribute to those goals; and make sure that we are all going in the right direction,” says Mayor Bongat. He explains that while improving government efficiency is well within the control of City Hall, they also have to take into account the processes of national government agencies in Naga. Applying for permits, for instance, entails dealing with the Department of Trade and Industry (DTI), the Bureau of Internal Revenue (BIR), and the Bureau of Fire Protection (BFP), among others. Hence, to ensure that they are on top of the rankings, they have to discuss and agree on processes that they have to put in place to enhance efficiency. Mayor Bongat explains further, “Infrastructure does not count only the facilities put in place by both local and national government. It also looks into private infrastructure such as telecommunications facilities, accommodations for businessmen and tourists, and educational and health facilities. For us to put the necessary infrastructure in place, we have to be able to get their inputs, discuss with them, and convince them about priority development concerns. “Economic dynamism largely measures the investments made by, and productivity of, the local business community. The role here of a local government is to put in place an environment where business can thrive. Again, that requires engagement and inclusive decision-making. The private sector has to feel that it is listened to and that is it part of the growth of Naga. “Disaster resiliency is not only about rescue and relief. Engagement with all sectors is necessary as it deals with the ability of an entire community to weather natural and man-made calamities and resume life immediately after.” NAGA SMILES TO THE WORLD The term “SMILES” is more than just a word describing Nagueños’ outgoing nature. It’s in fact an acronym that symbolizes Naga’s goals of strengthening its position as a fast-growing progressive city in Bicol and in Southern Luzon. Mayor Bongat shares that he and his core team thought of the term in 2010, before he was sworn in as mayor. While they had a pretty good grasp of their initial priorities—health, housing especially for the urban poor, education, livelihood, investments, tourism development, public safety, the environment, and good governance—they felt that they had to “market” their vision in a way that constituents and stakeholders can easily understand. He challenged his team to think of action words to convey the dynamism in his administration’s plan. At first, they came up with the words “study,” “invest,” and “live.” Naga, being a top tourist destination and venue for hosting national events and conventions, they naturally decided to use “see” and “meet.” To highlight Naga’s distinction as a model for good governance, Mayor Bongat suggested the word “experience.” “As chance would have it, when we looked at the first letters of these verbs, they spelled out S-M-I-L-E-S. See Naga, Meet in Naga, Live in Naga, Experience Naga, and Study in Naga. To market our vision, we came up with the phrase ‘Naga SMILES to the World,’” he quips. STATE OF THE CITY The city’s chief executive says he is most proud of the fact that over the course of his tenure, they have seen significant and permanent improvements in basic aspects of living in the city such as health, housing, education, the economy, and peace and order. “The city’s physical landscape has changed for the better over the past seven years, perhaps the fastest such change in several decades. We are now among the country’s billionaire cities with local government revenues exceeding the billion mark in 2017. And that is not due to IRA, but to local revenues from a booming economy,” Mayor Bongat points out. We are now among the country’s billionaire cities with local government revenues exceeding the billion mark in 2017. And that is not due to IRA, but to local revenues from a booming economy But more than the statistics and figures, he considers the conceptualization and institutionalization of new programs and projects that address the citizens’ concerns and the inclusion and active participation of different sectors and stakeholders as some of his biggest achievements. As for the awards and recognitions, the good mayor says the city government doesn’t really have a policy for actively applying for awards and recognitions. He admits, though, that he sometimes tend to micro-manage at City Hall when he sees that things are not being done or are not being done right. “I have made it a point to empower our individual departments and offices to enable them to attain our respective goals and objectives. We found out that by listening to their concerns and the concerns of the constituents they serve, agreeing on strategies, then giving our people enough ‘elbow room’ to craft and implement their own implementation plans rather than imposing my will, we are able to drive performance. In many cases, our city offices have been able to exceed their targets. This has resulted in awardgiving bodies taking notice of their performance, leading to recognitions for the city government. “I have always emphasized that the best way to receive recognition would be to not seek them from any awardgiving body but to simply deliver on our promises, ensure that goals are met or exceeded, and to properly inform our stakeholders of what is being done,” he says. Thus, in 2010, they started with seven priority areas: H-ealth and Nutrition; H-ousing and Human Settlements; E-ducation, Arts and Culture, and Sports Development; L-ivelihood, Business and Employment; P-eace and Order and Public Safety; C-leanliness and Environmental Protection; and T-ransparency and Good Governance. For these, they coined the tagline H2 ELP your CiTy which is also a call for people to get engaged in governing the city. Nagueños can attest to the strides that the current administration has made in addressing the city’s priority concerns. Like any city, Naga was also faced with obstacles. One of the most challenging involved instituting fiscal reforms in the city government to lessen their reliance on their IRA share from the central government. When he became mayor in 2010, he sought to review the city’s finances and utilization of resources. This allowed him to be more discriminating in budget spending and encouraged him to explore the possibility of strengthening the city’s economic enterprises such as the public market, which they reorganized and rebranded as the Naga City People’s Mall. Around 2,000 stalls at the public market serve not only shoppers from Naga but from nearby towns as well. From barely earning enough to fund its operations, the People’s Mall is now the largest contributor to locally-generated revenues of the city government. This has given the city additional funding for its programs. The same holds true for its other economic enterprises: the Naga City Abattoir and the Naga City Hospital. The other significant challenge that his administration faced involved the exercise of their political will to reclaim management rights over Naga’s Central Bus Terminal. When Mayor Bongat assumed office, the bus terminal, which is owned by the city government, was being managed by a private entity under a management agreement. Over time, however, remittances to the city government remained abnormally low despite the obvious income the terminal was earning. When the management contract expired, they decided not to renew it and regain control of the bus terminal. This was vehemently refused by the private management company, locking down the terminal and denying their personnel access to the facility. Knowing very well that the law was on their side and that the general public would consequently benefit from their actions, they decided to exercise the city government’s will. Less than two years after that incident (and after several court and Ombudsman cases), and after being rebranded into the Bicol Central Station, it now trails the People’s Mall as the second-largest contributor of local revenues to the city government. After years of neglect, facilities at the central station have also been repaired, collection efficiency has significantly improved, and traveler and passenger services have been upgraded. On his last term as the mayor of Naga, Mayor Bongat would like to focus on consolidating the gains made and institutionalizing policies and programs to ensure their continuity. “There are also other matters that deserve our attention. On top of these are efforts to provide a more holistic intervention to improve the lives of those in our poorest communities which we call Least Economically-Resilient Communities (LERCs); disaster resilience; and opening up new investment opportunities in Naga especially in the areas of IT/ business process management and manufacturing of high-value products for export, which are in addition to the city’s traditional role as the trade and finance center of the Bicol region.” “I would like to leave behind a city which can take on new economic opportunities and is on its way to becoming one of the country’s economic powerhouses; is better-prepared for and can weather calamities; and where the poorest of the poor have a better quality of life,” he concludes. Click here to read full article for free

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