< Back BUILDING BRIDGES After nearly two decades in public service, Mayor Noel Rosal has changed Legazpi City for good. And he is gearing up for more. BY HELEN HERNANE PHOTOGRAPHY BY ROMEO PERALTA JR. This is not the first time the mayor graced the pages of LEAGUE Magazine. Only a year has passed since we featured Mayor Noel Rosal in our December 2018 issue, but the seasoned politician already has much more to tell. STICK TO THE PLAN One of the biggest achievements of the city government last year was the launching of the 200 square-meter Museo de Legazpi, which showcases the history of the city in chronological order—from the Ibalong Epic, Sawangan, and the city’s precolonial roots up to recent history when Legazpi attained cityhood for the third time in 1959. The numerous dioramas in the museum also portray the Spanish Era and the Old Albay District, as well as the Battle of Legazpi, which occurred during the American Occupation. During the museum’s inauguration, Rosal revealed that the city government spent nothing on its construction because of the public-private agreement with WholeGrain Land Inc. Another location in the city that is steadily gaining the attention of both tourists and investors is Legazpi Boulevard. Numerous cafes and restaurants can be found along the boulevard that offers an excellent view of Mayon Volcano. Rosal reveals that the city’s 18-hole Mayon Golf Course is undergoing rehabilitation and sports enthusiasts are anticipating its reopening. By 2020, Legazpi City aims to be the top convention destination in Luzon. The city has been working towards this goal for a long time, and through the years, they have been gradually shooting up the ranks. In 2016, Legazpi City was ranked 5th for Meetings, Incentives, Conventions and Exhibitions (MICE). On average, the city hosts around 93 MICE events per year. And in 2018, over 200 MICE events were held in Legazpi City. The thousands of delegates arriving in Legazpi for events account for much of the city’s 1.2 million domestic and foreign tourists. And the city is gearing up for more. This year, the 5th International River Summit will be held in Legazpi City and expectations are running high. Around 3,000 delegates are expected to arrive and Rosal shares that preparations have started as early as 2018. “This will be a shining moment. It’s a perception of strength. We will be introducing [Legazpi City] to the world and this [event] will brand us as a tourism and convention city. We have to make the best of it,” Rosal says. The Mayor believes that if the delegates are pleased with the city then naturally, as a “ripple effect,” more tourists will flock to Legazpi. Rosal poses the question, “How were you able to take advantage of the [situation], while there were delegates here?” Rosal further stresses that tourists appreciate a city that is affordable, clean, visually appealing, has plenty of businesses such as restaurants and activities, and has accomodations, which offer excellent service. “That’s tourism. It’s ‘hitting two birds with one stone.’ It’s a convention, but you are promoting [the city as a tourist destination] at the same time,” he explains. BRIDGING TO MOBILIZE According to their official website, the city generated Php1.1 billion in total revenue in 2018. This was made possible by continuously boosting their major industries: agriculture, trade, tourism, and services. As of 2018, there were over 6,000 registered business establishments and the city had a labor force of over 100,000. With the city booming now more than ever, it is no wonder that Rosal was appointed by President Rodrigo Duterte as the new chairperson of the Regional Development Council (RDC) for Bicol. Rosal replaced Albay Governor Al Francis Bichara whose term as the RDC chair ended in 2019. As for his plans as the new RDC chair, Rosal believes it’s high time for the Bicol region to reach its full potential so that it will no longer be “one of the poorest provinces in the Philippines.” “We should know the strengths and weaknesses [of each city] and we should set the direction for Bicol,” Rosal urges. “Now that I’m the RDC chair, I want to talk to the governor. What else can we do to attract more investors to Bicol?” Rosal muses that some places, such as Camarines Norte and Masbate, have a strong mining industry, while others like Legazpi City have an established tourism sector. “We are very rich in natural resources and attractions—beaches, whale sharks, and the Mayon Volcano. We have everything. We just have to put the proper infrastructure and connectivity.” For the long-time mayor, the key is in bridging the people. And he means this literally. By building roads, bridges, and other infrastructure that will increase mobility or cut travel time, Rosal believes that the result will be a better economy. “One of our flagship projects [as the new RDC chair] is the mega highway. We want to shorten the travel time. For example, going to Baguio, you can now take the TPLEX. We need to do that for Bicol. We need to cut [the travel time from] 12 hours to at least six to seven hours. The mega highway will connect Manila, Lucena, and Camarines Sur,” the mayor reveals. Another one of their projects is also a bridge that will connect Bicol to Samar, from Matnog, Sorsogon to Allen, Northern Samar. Rosal, however, admits that it will entail a lot of funding and could be a multi-billion peso project. But he is optimistic that it is doable, as long as it is made a priority, especially if he could get the President’s endorsement. “If you look at it, this will really bridge the gap especially when delivering goods. This will be a cheaper way to connect the goods and people. Morning or night, you can travel because the bridge is there,” Rosal explains. Aside from the mega highway, Rosal is also pushing for the resumption of operations of the Philippine National Railways (PNR) that travels from Manila to Bicol. The passenger train, also known as the Bicol Express or the South Long Haul Railway, is set to launch partial operations by 2021. Last December 2019, the PNR signed a deal for new trains, which were purchased from the Chinese firm CRRC Zhuzhou Locomotive Co. Ltd. “This train will represent the first trip for the South Long Haul Project, or what we call PNR Bicol, and it will significantly cut the travel time between Manila and the Bicol Region,” said PNR General Manager Junn Magno during the contract signing last December 18. Rosal refers to the railway system as the “missing link,” because it is the cheapest form of transportation from Manila. Once relaunched, travel time from Manila would only be six or seven hours. But he also assures that it is also an effort that will ensure the “security of the rights and privileges of the people who will be dislocated.” He further stresses that those affected will be relocated, and that the government is working closely with the National Housing Authority (NHA). Another priority for both the city government and the national government is the construction of the Bicol International Airport, which is set to be finished by 2020. The new international aiport will replace the old Legazpi airport, which will be revamped as an investment area. “Like what they did in Iloilo, the old airport will be bidded out. The 77 hectares will give opportunities to Bicolanos, because it will promote tourism and generate jobs,” Rosal shares, dubbing the airport as the “last of the Mohicans,” because it is one of his final projects. The mayor hopes that by the time the local airport is redeveloped, “if God permits and the people permit, I will still be running the show.” Once operational, the new Bicol International Airport will handle roughly two million passengers annually. But with the looming sisterhood agreement between Legazpi City and Hengyang, China, it seems more tourists are anticipated to arrive. As the second largest city in Hunan Province in China, Hengyang has a population of approximately eight million people. Rosal shares that the sisterhood agreement with the city involves opening a direct flight between Guangzhou and Legazpi City. He hopes that tourists from both countries will take advantage of the route. “Hengyang has a lot of tourist attractions that plenty of Filipinos have not seen yet. They can also visit our city,” he says, sharing that he has visited the Chinese city a few times. While the city is relatively small compared to other major cities in China, such as Beijing and Shanghai, Rosal thinks that Legazpi can benefit from their developing industries. “We can develop our agriculture, because their city has great agricultural programs that we can learn from. [Hengyang] can also build trucks and jeepneys that we can use. Actually, some of our jeepneys are already made in China, because we have a local partner from Manito.” WEATHER THE STORM Tourism is at the forefront of the master plan Rosal has for the city of Legazpi. But there is another major concern that poses an imminent threat to that industry—natural calamities. As their province faces the Pacific Ocean and is frequented by typhoons, Rosal is deeply invested in making Legazpi City an “all-weather city.” “The biggest challenge, for me, is how to combat climate change. It’s a development issue,” he says, adding that an average of 20 typhoons hit the country every year. Rosal cited the Php2.1 billion flood control project, which was completed in 2016. But he added that there are prerequisites that still need to be added, such as detention basins. “Becoming an all-weather city is essential to being seen as a highly competitive city, because it entails being effective in four aspects: government efficiency, economic dynamism, infrastructure, and we can’t forget about resiliency,” he stresses, citing the criteria for competitive local government units set by the National Competitiveness Council (NCC). With all that the city government is doing, Rosal is pleased that award-giving bodies are noticing their efforts. Legazpi City has received the prestigious Seal of Good Local Governance (SGLG) Award for the last four years and was even recognized as an SGLG Hall of Famer in 2018. Since 2016, Legazpi has consistently met the criteria set by the Department of the Interior and Local Government (DILG). Rosal admits that the award is not easy to win, saying that everything, even the tiniest details, have to be continuously managed or thought of. The mayor shares that out of the 146 cities in the Philippines, only 57 have received the award. “We’re all working and only less than half get the award. It’s a low number, but Legazpi won for the fourth consecutive time, which means we are consistent,” Rosal says. He also mentions the award for the Most Business-Friendly City and the National Competitiveness Award. While the city won first place in the past years for these awards, they fell a spot or two in 2019. But Rosal admits that the competition is tough. “This time, we’re just a finalist. But that’s okay. What’s important is that they notice our city, and what’s more important is that we maintain or level up every year. If you don’t level up and everyone else does, then you’ll be left behind,” he notes. For Rosal, these awards raise the expectations of the people, and becomes a pressure for the city government to meet. “Because if we lose the awards, they’ll think that I’ve lost control of the city, or that I’m no longer determined. But I’m confident that we’ve now established a system in Legazpi.” Despite these awards, the leader laments that poverty is still plaguing Legazpi. In order to tackle the issue, Rosal is focusing on providing job opportunities for his people. He explains further that it would entail strengthening the economy through investors, but accesibility to the region provides an extra challenge to his plan. But Rosal thinks that this is essential, not only to the development of Legazpi but the country. “If you want to decongest Manila, we have to strengthen the provinces,” he says. Aside from the distance to the country’s capital, infrastructure, power, and insurgency are some of the problems that drive investors away. To resolve insurgency, Rosal shares that the National Task Force to End Local Communist Armed Conflict (NTF-ELCAC) plans to use Php3.5 billion to provide for the needs of the people, especially in far-flung areas. The mayor explains that the city government identified “isolated barangays that don’t have roads, power, water, medicine, hospitals, or even land reform.” He believes that the key to ending local conflicts is making sure that the people feel the presence of the local government. In an interview regarding the President’s Executive Order No. 70, Rosal says that he believes “poverty, injustice, and the poor delivery of government services are the root causes of insurgency.” He further added that while “high-profile developments” are also necessary for economic growth, the government “should not forget Juan Dela Cruz.” While infrastructure and investments are important for the progress of Legazpi, Rosal notes that it is all for nothing if the people who live in the city do not feel the ripple effect. “We need to provide opportunities for the people, because they need to have the purchasing power. Whatever country I go to, I notice that the people are happy because their family is secured.” But the mayor is not just focused on the working class, he is also focused on the education of the children, lamenting that when he first assumed office there were only two national high schools and that the dropout rate was at 60 percent. “What did we do? We put a high school in every corner. We now have 13 national high schools and the dropout rate is roughly less than seven percent. The turnaround is astounding because you put the infrastructure where it is needed, near the people,” Rosal beams. He shares that the reason for the very high dropout rate in the past was because while the tuition was free, schools were still far from the average people, which meant spending money on transportation and more. With the additional schools, parents need not worry about transportation, because it is within walking distance and children are no longer forced to work as farmers. And as someone who believes that “education is the one thing we could leave behind,” Rosal is proud of what the city government has done. THE COURAGE TO SERVE Rosal was an industrial engineer by profession who first entered San Miguel Corporation when he was in Manila. When his father suffered a stroke, Rosal had to go back to Legazpi City where he took over their business, a mining company. Their business used to partner with Grefco, a US company, and was one of the top companies in the Bicol region. Upon returning to Legazpi, Rosal saw the potential of their city and was frustrated with the lack of development, noting that the problems they experienced as children were still present decades later. “Why shouldn’t somebody from the private [sector] run the local government? So I entered the barangay elections, just to show them what I can do for my barangay.” When he won, the first issue he tackled was the infrastructure of Barangay Gogon. He had roads built, drainages fixed, lights installed, and more. He slowly made a name for himself, which led to his invitation to the city council. “But I was hesitant [to join]. I’m the president of a very big mining company, I’m earning a lot, and I have all the privileges. Should I leave all that behind to serve the people of Legazpi?” As history would have it, Rosal now has a political career that spans almost two decades. For him, it was all about loving the people and his work. It was a matter of commitment and of course, having a plan. “This is not the greener pasture. You shouldn’t [enter politics] if your ambition is to get rich. This opportunity is all for the fulfillment of seeing your city change for the better,” Rosal admits. “And I’m happy, because our biggest accomplishment is giving a better life to the people. Before, when it was six o’clock, the streets would be empty because they have no money. Now they have jobs and they can spend time with their families in the malls, the boulevard, and more.” When asked about Barangay Gogon, Rosal confesses he still has some bias for his hometown. He proudly shares that it is one of the best barangays, equipped with a solid waste management facility, basic infrastructure, and a park. “The people are so happy that I haven’t left them behind since then and up to now.” He shares that because of his accomplishments, plenty are pushing for him to run for higher office. But Rosal remains dedicated to the betterment of Legazpi City. “For me, there’s still plenty that we can do. And it’s not that I’m the only one who can do this, but I see that continuity is very crucial. I will still ask the people if they want me to continue.” Rosal is confident that within the next decade, the city of Legazpi will lead the Bicol region. Not only because of its infrastructure and tourism potential, but because of the master plan of the city. And for this, he only asks for the people’s continued trust and confidence. He assures his constituents that the plan is for their children, because they are the future of Legazpi. Following a blueprint, Mayor Noel Rosal has been devoting the last two decades of his life to improving Legazpi City. It is the bigger picture that drives him to serve the people. While the city has vastly changed since he first started as a barangay chairman, Rosal is not calling it quits yet. In any way he can, the veteran public servant is determined to finish the plan. Click here to read full article for free

< Back Keeping the Jeepney’s Spirit Alive BY NEPHELINE LIM DACUNO FROM POSTWAR INGENUITY TO HYDROGEN-POWERED INNOVATION, FRANCISCO MOTOR CORPORATION IS REINVENTING THE ICONIC FILIPINO JEEPNEY WHILE PRESERVING ITS CULTURAL SOUL. AT THE HELM, CHAIRMAN ELMER FRANCISCO LEADS A FAMILY LEGACY GROUNDED IN PURPOSE, PUSHING TOWARD A SUSTAINABLE FUTURE POWERED BY IDENTITY, TRADITION, AND TECHNOLOGY. T he very first thing I do when I wake up in the morning is pray,” says Francisco Motor Corporation (FMC) Chairman Elmer Francisco when asked about a typical day in his life. As the head of a company with more than 70 years of existence, Francisco knows that leadership goes beyond boardrooms and bottom lines, it is about staying true to one’s values and principles. For him, that means putting family first. “I bring my wife and son, Dominic, with me wherever I go, whenever possible,” he shares. “Having them close not only makes operations run more smoothly, since they’re involved in the business, but it also keeps me inspired.” Francisco Motors today operates across multiple time zones, with research and development teams in Los Angeles, Germany, China, and Australia. Their mission: to develop and distribute electric and hydrogen-powered vehicles in 25 countries across the globe— many in Africa, where public transportation systems are in dire need of transformation. Despite the company’s growing global reach, the chairman remains grounded. Afternoons are reserved for filtering through the thousands of messages he receives each day. There is a system of dedicated lines, filtered updates, and meetings carved into schedules like clockwork. Evenings, however, are for family again: home-cooked meals, shared shows on Netflix, and the gentle silence of togetherness. A FAMILY BUSINESS FMC has always been more than a vehicle manufacturer. It is a family story forged in metal, memory, and the movement of a nation. Heading the company today is its president and chief executive officer, Dominic, the grandson of its founder. But it is Dominic's father, Elmer Francisco, who remains the company’s steady compass. As chairman, Francisco continues to shape its direction, mentoring his son not as a successor by default, but as a leader raised through immersion. Dominic did not step into a title. He was brought up in it. Francisco, whose own understanding of leadership was formed through years of working closely with his father, believes legacy is not simply inherited. It is taught deliberately and with care. The story of FMC begins not in a boardroom, but in a battered postwar Manila. In 1947, just two years after World War II reduced the city to ruins, a local artist and entrepreneur named Anastacio Francisco, together with his brothers Fernando and Jorge, pooled a modest capital of Php200 and opened a small painting shop. It was a humble operation, born of necessity. But from that workshop grew a company that would become one of the Philippines’ most iconic automotive manufacturers. The streets of Manila then were littered with abandoned US military jeeps, which were mechanical relics of war, rusting under the tropical sun. Where others saw scrap, the Francisco brothers saw opportunity. With a blend of mechanical skill, artistic sensibility, and vision, they began converting those leftover military vehicles into something new: longer, sturdier passenger vehicles designed to meet the country’s evolving transport needs. “They weren’t businessmen in the traditional sense,” Francisco recalls. “My father was a mechanical engineer and my uncle was an artist, and both had the foresight to build something better from what was left behind.” The result was more than a new form of transport. The jeepney, part Jeep, part bus, wholly Filipino, became a fixture of daily life and a symbol of resilience. Over time, these vehicles were adorned with chrome accents, dashboard shrines, and hand-painted tributes to saints, barangays, or sweethearts. The streets came alive with their color and character. For decades, FMC was at the forefront of this transformation, not just building vehicles, but shaping a cultural identity on wheels. FMC HAS ALWAYS BEEN DRIVEN BY INNOVATION. THE SAME SPIRIT THAT ONCE TRANSFORMED SURPLUS MILITARY JEEPS INTO A FILIPINO CULTURAL SYMBOL NOW POWERS ITS SHIFT TO CLEANER ALTERNATIVES. FRANCISCO SEES HYDROGEN AS MORE THAN A TECHNICAL UPGRADE—IT’S AN EVOLUTION. “We weren’t just manufacturing transport,” Elmer says. “We were creating something expressive, something uniquely ours.” As the Philippines now enters a new phase of transportation modernization, the very existence of the jeepney is under threat. Sustainability standards, government regulations, and the rise of electric vehicles are redefining the future of public transit. Yet FMC remains anchored to its roots even as it looks ahead. Under Dominic’s leadership, and with his father’s steady presence as chairman, the company is navigating this shift with the same creativity and resolve that first animated its founding. The company that once turned the wreckage of war into a national icon is now steering toward a future that demands reinvention once again. But for Francisco, the mission remains unchanged: to build not only vehicles, but meaning. As he reflects on his father’s legacy, Francisco often remembers his father’s guiding words: “My father would always say that he founded the company not merely to create jeepneys. We create livelihood.” THE GREEN LIGHT As FMC keeps pace with the changing landscape of modern transportation, one focus keeps rising to the top: sustainability. Always a few steps ahead, Francisco has been pushing the boundaries when it comes to alternative fuel sources—and now, hydrogen fuel cell technology is shaping up to be a major part of FMC’s future. When the Electric Vehicle Industry Development Act (EVIDA) was signed into law in 2022, it marked a turning point. For FMC, it wasn’t just another policy, it was the green light they had been waiting for. The company had already spent years developing electric vehicles; now it had the framework to bring those efforts to the streets. Today, FMC produces fully electric jeepneys designed from scratch, not converted from old combustion-engine units, but purpose-built with modern standards in mind. Many come equipped with regenerative braking, advanced lithium-ion batteries, and soon, hydrogen fuel cells. “Hydrogen?” Francisco repeats the question, a slight smile forming. “Yes. We're not just focused on where the world is today. We're preparing for where it’s going.” Hydrogen fuel cells offer a cleaner, more efficient alternative to traditional fuels. By converting hydrogen gas into electricity, they emit only water vapor, making them one of the most eco-friendly options available. For Francisco, it is an obvious fit for a country under pressure to clean up its transportation system. “Hydrogen fuel cell technology is a game changer,” he says. “It’s zero-emission, and it’s scalable. For us, it’s not just about keeping up with trends—it’s about future-proofing a national icon like the jeepney.” FMC has always been driven by innovation. The same spirit that once transformed surplus military jeeps into a Filipino cultural symbol now powers its shift to cleaner alternatives. Francisco sees hydrogen as more than a technical upgrade—it is an evolution. “We’ve always made the most of what we had,” he says. “This is no different. Hydrogen is just another way we’re meeting the future with our own brand of creativity and purpose.” MODERNIZING THE ICON While hydrogen fuel cells mark a bold leap toward the future, a key question remains: What makes the Philippine jeepney such a powerful cultural icon, and how can FMC modernize it without stripping away its soul? For Francisco, it is all about preserving the distinct visual identity that has made the jeepney instantly recognizable for generations. “There’s the iconic horse on the hood, the trumpets, the egg shaped or fan-style rear fenders, the angular body and roof, and of course, the paintings that bring it all to life,” he explains. “Take any of those away, and the cultural symbol we know disappears. That’s what we work to preserve while introducing cutting edge technology.” At FMC, innovation is not just about switching to electric or hydrogen power. It is about honoring the jeepney’s legacy while equipping it for a cleaner, smarter future. The company now offers a full lineup of electric vehicles, including the classic Francisco Passenger Jeepney, the sleek Elektron, and the compact yet powerful Kidlat. While the team continues to push hydrogen fuel cell development, Francisco is confident that these advancements will keep FMC ahead of the curve, without losing touch with what makes the jeepney uniquely Filipino. In 2018, FMC partnered with the Department of Transportation and the Land Transportation Franchising and Regulatory Board to launch the f irst fully electric version of its iconic jeepney. The unit introduced a new standard in public transport, featuring automated fare collection, air-conditioning, and other upgrades designed to enhance both comfort and efficiency, without compromising heritage. Still, the road to mainstream hydrogen-powered jeepneys comes with challenges. Infrastructure remains limited, with few hydrogen refueling stations available nationwide. The vehicles themselves also remain costly to produce. Yet Francisco is undeterred. “We’ve been working on this technology for years. All we need is the support,” he says, emphasizing the crucial role of government backing. FMC’s commitment to cleaner transportation dates back to the early 2000s, when it began prototyping electric jeepneys. But back then, the Philippines was not ready. “We tried,” Francisco recalls. “But the system couldn’t support it. There was no registration process, no vehicle category. EVs [electric vehicles] were considered anomalies.” He does not express regret, only clarity. “It wasn’t just bureaucracy. It was a mindset. We were ahead of the system.” Today, Francisco continues to champion vehicles that are Filipino-made, Filipino-owned, and Filipino-operated. He notes a troubling trend: the government often looks abroad for new means of public transport while overlooking local innovators. “If they want to modernize the jeepney, why not ask us, the actual jeepney makers, to do it?” he asks. FMC has the engineering skill, resources, and manufacturing capacity to build modern jeepneys powered by electricity and hydrogen. But scaling that vision across the nation remains an uphill battle. Even so, Francisco is hopeful. “We’re at the start of something important,” he says. “Just like the jeepney helped define Filipino identity, hydrogen-powered vehicles have the potential to redefine how we think about sustainable transportation,” he declares. THE ROAD AHEAD What FMC represents goes far beyond business. It is a cultural steward in motion. More than a legacy brand entering the electric era, FMC serves as a mirror, reflecting not only the Philippines’ past, but its potential. A nation shaped by reinvention finds itself echoed in a company determined to lead the charge toward a more sustainable and self-reliant future. Just as the original jeepney emerged from wartime castoffs and became a national icon, FMC is once again transforming what others discard, such as fossil fuel dependency, systemic inefficiencies, and climate inaction, into something uniquely progressive and Filipino. Where others see congestion, Francisco sees opportunity. Where some see scrap metal, he sees heritage. And where the road ahead appears uncertain, he sees the way forward. For Francisco, the destination has always been clear: a future driven not only by technology, but by identity. WE'RE AT THE BEGINNING OF SOMETHING IMPORTANT. JUST LIKE THE JEEPNEY HELPED DEFINE FILIPINO IDENTITY, HYDROGEN-POWERED VEHICLES HAVE THE POTENTIAL TO REDEFINE HOW WE THINK ABOUT SUSTAINABLE TRANSPORTATION.

< Back SMART GREENHOUSE WORTH PHP200 MILLION FROM THE REPUBLIC OF KOREA Photo Courtesy Department of Agriculture The government and the private sector continue to come up with projects responsive to the people’s needs. A Php200 million smart greenhouse and capability-building project has been awarded to the Department of Agriculture (DA) in Western Visayas to encourage farmers, entrepreneurs, and investors to grow high-value vegetables. The Western Visayas Agricultural Research Center in Barangay Buntatala, Jaro received a grant from the Republic of Korea through the Ministry of Agriculture, Food and Rural Affairs (MAFRA) Education Promotion and Information Services (EPIS) to improve small and midsized farmers’ production competitiveness. Agriculture Secretary William Dar who led the inauguration of the project said, “Malaking tulong sa atin ang project (This project is a big help) so that we can have more production with regard to vegetables and fruits using this facility.” Smart greenhouses, which are equipped with current sensor and communications technology, automatically record and disseminate information on the environment and crop 24/7. A smart greenhouse allows producers to reduce labor costs, increase resource and chemical efficiency, and increase output rates by releasing massive plant data. Growers will be able to plant off-season crops, resulting in year-round production. The secretary noted in a press conference that Western Visayas is one of the beneficiaries of the initiative, which is also being implemented in Tanay, Rizal, Baguio, and Bukidnon. DOWNLOAD FULL ISSUE HERE FOR FREE

< Back FROM HARDCOURT STAR TO CITY COUNCIL STALWART By Fraulein Olavario PHOTOGRAPHY BY EZEKIEL SULLANO Cebu City Councilor Donaldo “Dondon” Hontiveros is one city councilor who can lay claim to being a household name all over the country. Few city councilors can lay claim to being a household name all over the country. Cebu City Councilor Donaldo “Dondon” Hontiveros is one of the few who can rightfully do so. A star cager in a country mad with the game of basketball—a former national team player, a Philippine Basketball Association (PBA) and ASEAN Basketball League (ABL) champion, PBA and Metropolitan Basketball Association (MBA) All Star, among other accolades—the 6’1” shooting guard found success wherever he went because he is a team player. “I’ve never been a player whose goal is to win an award for himself. Never did I say that ‘This year, I’m going for MVP.’ That never crossed my mind. Personally, my constant goal was to be the best defensive player I could be. When I get recognition from an opposing player whom I was tasked to defend, saying that ‘Ang galing ni Dondon dumipensa (Dondon is good in defense),’ that’s when I get fulfillment. Usually, going into a season, [I ask myself,] ‘How will I get better as a teammate? as a player? And how can I best help the team?’ ‘Yun ‘yung maipagmayabang ko siguro (I guess that’s what I could be proud of), that I’ve always been a team player,” says Hontiveros, who was a vital cog in the Cebu Gems in the now-defunct MBA; Tanduay Rhum, San Miguel, Air21, Petron, and Alaska in the PBA; and Alab Pilipinas in the ABL. Always a star, never a prima donna, the second-term councilor’s humility and work ethic make him welcome everywhere, especially the city council of the Queen City of the South, where he has been the top councilor in terms of votes received for two elections straight. MAKING THE JUMP Hontiveros was courted by politicians in Cebu upon learning about his retirement from professional basketball in 2018. But true to his personality, the 45-year-old baller chose the group that gave him a clear and defined role within the team. “Two parties here in Cebu City approached me for a meeting. I have friends from both parties, but I decided to align myself with Mayor Mike Rama because we already had an existing connection. I was also told that, ‘Dondon, we want you to be part of our group. We’ll put you in charge of youth and sports. We don’t want you to be a politician.’ Those were the exact words coming from them. ‘We want you to be yourself. You have connections with the youth and sports, and you can help us,’” says Hontiveros of his first run as city councilor under the banner of Partido Barug in 2019. The decision to make the jump from the hardcourt to the session hall stemmed from Hontiveros’ values, which he learned from his parents, who were both law enforcers. Arturo and Ludivina Hontiveros had taught their son that for one to be able to say that he had truly served, he must have done something for people who cannot give anything in return. When Hontiveros started earning, he made it a point to set aside money for outreach programs. He would prepare school supplies for children left behind by parents undergoing drug rehabilitation. He would pay an occasional visit to minor offenders; conduct basketball training camps for kids to teach them the values of accountability, teamwork, and discipline; and lead tree-planting activities to instill awareness of environmental issues among the youth; and invite the San Miguel and Alaska PBA teams to play in Cebu City and visit foundations. “I guess I saw that in my parents, and found it fulfilling [when I started doing the same]. I also wanted to set an example for my son and my campers. So when there came an opportunity to be of service, to be in a position to influence, to share, to make a difference, that led me to think that perhaps that was my chance [to run for public office],” he explains. Athletic, affable, and charming, Hontiveros’ popularity made him a shoo-in for the city council, and he topped the councilor race in 2019. But true to his nature, the resounding victory did not give him any air of overconfidence. His decision to run, after all, was based on his genuine desire to serve, and he was happiest that his new position allowed him to do just that. “I guess I had an advantage because they saw me on TV before. If I were in their shoes, I live in Cebu and there’s this person who represents us in Manila and the [men’s basketball] national team, I would give him a chance. True enough, I won though I never expected to be No. 1. What’s good about it is that now a few companies would approach me and say, ‘Don, meron kaming mga ganito. Alam mo ba kung may center na may need for this?’ I-connect ko na sila. ‘Yun ‘yung nakita ko na maganda on my first term (‘Don, we have this and that product. Do you know any center that may need this?’ Then I would link them up. That’s one thing positive that I experienced on my first term),” recalls Hontiveros. The Cebuano Hotshot’s sterling performance as a first-time councilor did not go unnoticed, as he again emerged as topnotcher in the May 2022 elections. In return, he is making the most of the opportunity, especially as he is the president pro tempore of the 16th Sangguniang Panglungsod of Cebu City. He chairs the Committee on Education, Science, and Technology; the Committee on Scholarship Program; and the Committee on Tourism, Arts, and Culture. He is also the vice chairman of the Committee on Sports and Youth Development and is a member of various other committees. Among the resolutions that Hontiveros filed are those dealing with the revival of the river management board to deal with the waste which causes flooding in the city; asking for the council’s support for the revival of the Colon Night Market, located on the oldest street in the Philippines; and honoring athletes representing Cebu City in various international competitions. He also manages the scholarship program of the city, allowing qualified high school graduates to receive college or technical-vocational education. The councilor’s political life, however, has not been free from challenges. He became vice mayor in the last seven months of his first term, as the passing of Mayor Edgardo Labella made then-Vice Mayor Michael Rama the mayor. He even served as acting mayor for two weeks, which demanded heavier responsibilities from the rookie public servant, such as handling and accommodating the request of the informal settlers regarding their transfer to relocation sites by also working together with other concerned departments. The COVID-19 pandemic, which did not come with a playbook, thrust him into managing crisis situations that strained the abilities of government to respond and posed several problems—at times beyond his control—like delays in the delivery of supplies for food packs for barangays placed under lockdown, and the surge in the number of individuals who had to be placed in isolation facilities. “I learned about logistics, that you have to really communicate. When you are told, ‘Sir, can you wait for a day or two?’ Will it take longer than that? Will the supplies be delivered on time? I remember staying at the Cebu Coliseum for almost 16 hours, since we used the place as a warehouse for the supplies, and also as venue for repacking and everything,” Dondon recalls. “I was also a part of the isolation facility team. We were the ones who received those who were to be quarantined, and we were bashed because we were not yet done cleaning the facility when they started coming in. So we really did everything that we could. I learned a lot, and part of that is you don’t make challenges a reason for you to stop working.” The Cebu-born former basketball star never resented the criticisms that are part and parcel of daily life at city hall. Even when the criticisms turn to insults and taunts, Hontiveros never lets himself get affected, except when he sees an opportunity to improve and grow. Hontiveros says that being a public servant is more challenging than being an athlete. “More challenging because of the nature of politics, I guess,” he says as he relates one incident where he had to deal with the spectre of being “junked” by some supporters because of his initial plan of running as an independent candidate in the elections. “I and my friend, Philip Zafra, declared ourselves as independent candidates a month before the filing of certificates of candidacy. So we were judged na, ‘O, wala na ‘tong respeto sa leader (Ah, he’s become disrespectful of our leader),’ but it was totally different because we asked for permission from the mayor that we will run as independents, but that doesn’t mean we won’t be supporting him. There were even people who supported me before, saying, ‘Ah, lumaki na ulo, nag-i independent na (Ah, he’s developed such a big ego, he’s going independent).’” When things were clarified, however, Cebuanos still gave him the electoral support he needed. Still, the then-reelectionist candidate did not escape the negative tactics employed by some groups that wanted him out of the city council. “I didn’t really feel hurt but my family was adversely affected,” he reveals. “Some people would say things that aren’t really factual, very offensive, just to sway votes [away from me]. ‘Alam mo ba, si Dondon, tumakbo ‘yan dahil wala na ‘yang pera, (‘Did you know that Dondon ran because he’s already financially down?),’ things of that nature. I don’t know if it came from a politician, but it seemed like that. They wanted to win at all costs, but it backfired on them. So, whenever I heard those things, I would think that maybe I am a threat.” After all, Dondon is no stranger to naysayers. Flashback to 1989, when Hontiveros was just 12 years old and in sixth grade. Their English teacher asked the class to write on a piece of paper where they envisioned themselves by the year 2000. “By then, I will be in the PBA,” Hontiveros wrote, as he had always been a basketball fan. This, even as he only stood at 4’11” at the time, far from the ideal height for those eyeing basketball as a career. He took all the negative comments from those around him in good stride, holding on to his dream. Doubters still came aplenty in the coming years, beginning with a grade school varsity teammate at the University of San Jose Recoletos, who told him, “Parang mahihirapan ka kasi ang liit mo (It seems like you will have a hard time as you are too short),” since it wasn’t until 4th year high school that Hontiveros grew to be 5’11” tall. Things like the above did not stop the young Hontiveros, though. Neither did the injury that prevented him from trying out in the big university teams in Manila in his senior year in high school, nor the injury he suffered on his very first game with the Cebu Gems in the MBA. Or the opinion piece he read when he was already attracting offers from PBA teams that said he would just be a small fish in the ocean if he goes to Manila, so he should just be contented with being a superstar in Cebu, where he is a big fish in a pond. “And I guess it started with somebody saying, ‘Hindi mo kaya (You won’t make it).’ I used that as motivation,” says the former University of Cebu stalwart. WELL-PREPARED FOR PUBLIC SERVICE Although professional basketball seems far removed from public service, Hontiveros’ 20 years as a professional baller still gave him some preparation for life as a local government official. “However prepared you are going to a game, sometimes there are unexpected things, and you have to adjust right then and there. You can do that if you prepare for everything, like [being ready for any eventuality]. Good thing, I played for two decades, I had a good grasp of the game. But it’s a different scenario in politics, in public governance because sometimes you do something and it offends a sector. Sometimes you extend help, pero parang kulang pa rin, at kailangang tanggapin kahit anong sinasabi nila (but it seems inadequate, and you have to accept all their comments),” says Hontiveros. And like in his previous career, Hontiveros turned to his teammates to help in the adjustment and used his moral compass and humility as tools to allow him to use the negative remarks to render even better service. “I learned from my colleagues. As experienced councilors, they’ve heard a lot. You just keep on doing what you think or believe is best for the community. But you also have to put yourself in their situation, bakit sila naging ganoon (why did they end up like that)? So, sometimes, marami na kasi silang nalapitan, hindi pa sila natutulungan (they’ve asked help from so many people, to no avail). And you find ways to really connect with them,” he says. As a leader, Hontiveros believes in being flexible—being authoritative at times or being democratic, depending on the situation. The adaptability that he says he learned from his basketball coaches, along with his easygoing personality and inclusive brand of leadership, proved to be beneficial in presiding over the council (for instance, reaching out to the minority and harnessing their common goal of public service despite political differences). “They say that the majority rules, but you have to give an opportunity to the minority. You give them that platform to explain their side. I think it’s important to hear both sides. And I remember as a player that you can still compete without offending others or making it personal. And you just prove a point, it should be like that during sessions. So, sabi nila, yung mga session, na-handle ko well (they’ve been saying that I do well during city council sessions). It’s how you interact ba,” he says. “They have good plans for the city. Sometimes, we don’t agree with each other, but as somebody said, ‘Lahat naman papunta doon sa dagat eh. ‘Yung iba dito lang dadaan na river, iba-iba lang ‘yung direction [sa una] (Everyone is heading for the sea, anyway. It’s just that some have sailed through this river, while others have taken another direction initially).’ Knowing you’re thinking about the city, you find ways to compromise and be part of the solution,” Hontiveros adds. “Ayoko sabihin na I have knowledge on everything. Of course, parang kapal naman ng mukha ko [to claim] that I know everything, especially I’m just at my 4th year. But swerte ako I have Congressman Edu Rama, Councilor Philip Zafra, and Councilor Joy Pesquera who always give me advice. Sasabihin nila ‘Don, maganda ‘to,’ parang ganoon, and I learned a lot from them. Even from the opposition party, natuto ako sa kanila (I don’t want to claim that I know everything. It would be so thick-faced of me to claim such, especially since I’m just in my fourth year as councilor. But I am lucky to have Congressman Edu Rama and Councilor Philip Zafra who would always give me pieces of advice. They would tell me ‘Don, this is good’, like that, and I learn from them. I also learn even from the opposition party).” More so, as councilor, Hontiveros knows his role, which is to follow the lead of Mayor Rama. For him, his successes is part of a team effort. For instance, with Cebu City reaching its vaccination targets, he gives glowing praise to everyone who was involved. “Mayor Mike set a good direction and I would say that because of his leadership, with regard to vaccination, we were able to achieve our goal. So on Feb. 24, he declared the program’s success because we reached the target number of vaccines due to our shared responsibility and I was grateful to be a part of it. Of course, we got the support of our barangay captains, and the vaccination program, the administration of booster shots, are still ongoing,” says the councilor, who also shares the mayor’s goal of making Cebu City to be a Singapore-like City and turning the city into a tourism hub and sports hub. Asked about his plans of running for higher office, Hontiveros admits he still wants to be active in basketball, as he also serves as an assistant coach for PBA team Phoenix Super LPG. In this capacity, he takes part in selecting rookies and imports for the team and attends the coaching staff’s online discussions, while he prioritizes his obligations as local legislator. But Hontiveros is not counting out the possibility of heeding the call—if that’s what the team asks of him. “To be honest, when I won as No. 1 [councilor], a lot of people told me, ‘You could run for Congress.’ And I received pledges of help if ever I would decide to run for Congress. Of course, I always abide by the decision of the head of our party, who is Mayor Mike Rama. There were even talks about the possibility of me running for vice mayor, but never did I demand such a position. Again, Mayor Mike Rama knows that I still want to be involved in basketball. Besides, Congressman Edu Rama, our South (2nd) District representative, is doing good, deserving and fit for the post, as he has been with the legislature for five terms already. I feel that I am just lucky that I became No. 1 twice. With that, many supporters encouraged me that the next position [I should aim for] should be a higher one,” he reveals. “But then again, it will be up to the party.” Indeed, Hontiveros has gone a long way from being a hardcourt idol to an important member of the Cebu City Council. In both roles, he has shunned personal glory in order to achieve his team’s bigger goals. Buy magazine here

< Back Carrying the Torch of Good Local Governance BY RAGIE MAE TAÑO-ARELLANO The late Mayor Jose “Ondo” Cardenas passed away more than two decades ago, but his legacy lives on in the local governance of Canlaon City, with his son, now Mayor Jose Chubasco “Batchuk” Cardenas, carrying on his father’s legacy. In 2000, the rebel group New People’s Army (NPA) staged an ambush that led to Mayor Ondo’s death. Among the siblings, Jose, or “Batchuk,” as he is affectionately known, was the least likely to enter politics, given that he was far from his family because he was studying in Dumaguete City and was in charge of their poultry business there. His other brothers served as barangay kagawads , sangguniang kabataan chairman, and government employees. The young Cardenas even told his father he had no interest in public service and never gave politics any thought.He was not even recognized in his school asthe son of the mayor of Canlaon, as his father consistently discouraged him from boasting about his family’s political background. The city hall was off limits to them. His father would always say, “Because when you visit the city hall, the government employees will give praise to you, for you are the children of the mayor.” He feels, however, that his father had already trained him at that time. Even at the age of 16, his father would send him to meetings attended by adults. When his father died, his followers would organize gatherings and ask him to preside. Cardenas admits that he was not a good speaker at that time: “I vividly recall my first speech in one of the barangays; I just said good afternoon. I am Mayor Ondo’s son, and I am eager to serve. Thank you. Please vote for me.” The NPA also ambushed his mother, Mayor Judith, during her tenure as local chief executive, but she managed to survive. That, however, did not deter Cardenas from taking over the leadership of Canlaon City, just like his parents. In public service, his father’s teachings on maintaining a good name and reputation were his bible. The importance of humility, integrity, and values instilled in him by his father, whom he considers his hero, guided his actions as mayor. Cardenas acknowledges criticisms about his family’s long-standing involvement in public service as a means to create a political dynasty in Canlaon. His father became the city’s mayor when he was appointed as officer in charge by then-President Corazon Aquino right after the Edsa Revolution. When Mayor Ondo finished his term, his mother became mayor. However, Cardenas remains unfazed by this, as he firmly believes that his family’s significant contributions to the city of Canlaon are evident in their electoral victories. According to him, his father was recognized as a mayor in Negros Oriental who did many firsts, especially on infrastructure projects in Canlaon City. His mother improved the city’s tourism. “I regard my father as a politician, and I idolize him based on the stories of the people about Ondo Cardenas,” he says. SALTA CANLAON BRAND OF LEADERSHIP Despite criticisms from political opponents, Cardenas continues to lead with a focus on serving the people while acknowledging his family’s contributions to Canlaon. He believes that, while he has not surpassed his father’s achievements, he has worked hard to continue their legacy of service and dedication. His commitment to the welfare of his constituents, as well as his efforts to improve the city’s infrastructure and tourism sector, have strengthened the people’s trust and respect for him as a leader. The acronym SALTA ( (Service Always, Lavishly, Timely Availed) or Serbisyo Alang Sa Tanan , which means for Service For All in the Visayan language, anchors and encapsulates his leadership philosophy. The name SALTA, derived from the Spanish word “ alta ,” meaning fast or rapid, embodies Cardenas ' dedication to providing prompt and effective service to the citizens of Canlaon City. His desire to create a distinctive and memorable watchword for his administration, one that would deeply resonate with the citizens of Canlaon City, gave rise to the idea of SALTA. Serbisyo Alang sa Tanan , underscores the principle of providing public service to all without exception. It represents Cardenas’ conviction that it is his responsibility as the local chief executive to serve all people fairly and impartially. The mayor and his team changed SALTA to “Services Always and Lavishly, Timely Availed” after realizing the need for a motto that would resonate with people across Canlaon. “Timely availability” emphasizes the importance of efficiency and promptness, whereas “lavishly” denotes generosity and abundance in service delivery. Cardenas makes sure that SALTA is a guiding concept that encompasses all aspects of Canlaon City government operations, not just a catchphrase. He places a strong emphasis on the necessity of making decisions swiftly, solving problems effectively, and acting quickly to meet the requirements of the populace. In order to efficiently implement SALTA, Cardenas sets tight deadlines for government services, with a goal of 15 to 20 minutes per citizen. He places a strong emphasis on the worth of every citizen and tells his employees to treat everyone with courtesy and promptness, no matter what their background. ”I always think that we are here to serve, not to be served. I don’t want to see too many people queuing and waiting, because that is an indicator that our staff does not have the capacity to serve right away. I always tell my staff that we need to serve quickly. We should be quick to respond, quick to diagnose, quick to resolve problems, and quick to take action. We should not make the clients wait. It’s offending to hear 'paghintayin mo lang 'yan, kasi tagabundok lang naman 'yan (let them wait, they ' re just from the hinterlands anyway.) ' I don’t want my staff to refer to the residents as “ tagabundok ” or “ tagabukid .” So you address them as clients. You refer to them as maam and sir. That’s what I make my staff do,” he emphasizes. Under the guidance of Cardenas, SALTA has evolved into a philosophy that drives Canlaon City toward a future where every individual receives prompt, generous, and timely service. It is now more than simply a catchphrase. CANLAON: A CITY IN THE SKY Education is particularly dear to Cardenas, given that he was a college undergraduate and, due to his early involvement in business, did not prioritize his studies. However, upon assuming the role of government official, he realized the significance of education and pursued his degree. According to him, education is the key to overcoming fear and achieving effective communication. According to him, being well educated enables one to confidently interact even with the highest authorities, like the president. The mayor is committed to meeting the educational needs of Canlaon City, especially in its most remote areas. He believes that education is not just about acquiring knowledge but also about personal fulfillment and family pride. He aims to ensure that every resident of Canlaon City has access to quality education, emphasizing that the success of the city’s inhabitants is also a reflection of the success of their families and Canlaon City as a whole. This is also the reason why he is now working for the establishment of Canlaon City College in his city. One notable project of the Cardenas administration is the creation of Canlaon City Hospital, a 50-bed facility to meet the people’s healthcare needs. The high cost of hospitalization has severely strained the Canlaon community’s finances, particularly given that the nearest modern hospitals are in Negros Occidental, which is 126 kilometers away, and Negros Oriental, which is166 kilometers away. The completionof Canlaon City Hospital this year will relieve financial strain and ensure that all Canlaon residents have access to medical care. The mayor also intends to begin building a new city hall, especially since the local administration is now remodeling the pension house, in order to keep up with infrastructure upgrades and increase tourism. The Cardenas administration has improved tourism-related efforts to strengthen the local economy and draw more tourists. A branch of a known supermarket and convenience store chain is already open in Canlaon, helping to stimulate the local economy. Although his goal is to establish a vibrant business atmosphere, he does not plan to make Canlaon City a thriving metropolis. Instead, he wants to preserve its allure as a small, peaceful city that welcomes retirees looking for a peaceful and pleasant way of life. According to Cardenas, Canlaon will become a retirement community where people can settle down and enjoy their golden years. He calls Canlaon a “city in the sky.” He guarantees that locals and visitors feel comfortable in the city, and he highlights that realizing this vision requires a foundation of peace and public safety. MAYOR BATCHUK DOESN’T LIKE LONG QUEUES IN HIS OFFICE BECAUSE THEY SHOW INEFFICIENCY, AND HE WANTS HIS STAFF TO TREAT THE PEOPLE WITH RESPECT BY ADDRESSI N G THEM AS MA'AM AND SIR. The mayor says he was able to address Canlaon’s insurgency problem through his infrastructure and education initiatives. He has adopted a proactive approach, focusing on the root causes of insurgency through infrastructure development, the delivery of basic services, and community involvement initiatives, especially in outlying areas. Canlaon City is a retirement haven because of its cleanliness, high- quality air and water, reasonable cost of living, and close-knit society where locals know one another and cherish their culture. “Things here in Canlaon City are not expensive. And why would I want it to become a retirement haven? I can’t imagine Canlaon becoming a metropolis-like city. I do not intend to invite another mall owner to come here because I wanted it this way: a small city, but a very livable one. It is not crowded. It is a city in which you still know your neighbors because there aren’t too many toremember. It is the kind of city whereyou preserve the culture. So that is mydream for this city—to maximize theresources we have,” he stresses. THE ANCHORS THAT SUPPORT THE PILLARS Every successful man has a supporting woman by his side, and Cardenas’ wife Jane is integral to the success of the administration’s efforts. She is actively involved in the development of the city as the head of the city tourism unit. When the husband-and-wife team arein the office, though, their relationship stays entirely professional and business- like. With this, his wife treats Cardenasas the local chief executive, and he treats her like any other department head. However, when they are not in theoffice, she becomes his reliable advisor. He gives his wife credit for pushing him to expand Canlaon City’s reach beyond its borders. Her passion for tourismmade Canlaon participate in events like the Buglasan Festival in Dumaguete, the capital city of Negros Oriental. Cardenas was hesitant about the idea, but his wife’s persistence paid off as Canlaon City emerged as champion, earning them an invitation to perform at the Sinulog Festival in Cebu. “My wife really is the one pushing me to go out of my comfort zone. She is truly the person who believes that I can surpass every leader in this province or country. She has faith in my leadership. Her wisdom gives me strength. And I gain strength because she is there for me,” he reveals. Cardenas makes money breeding fighting cocks. He underlined that financial stability is necessary for a successful politician since it allows them to better address the interests of their community. He gives tribute to his father for his political and commercial acumen. His late father believed that to truly impact society, one must combine financial resources witha compassionate heart. The mayor says his father educated him to be knowledgeable in these fields. He believed that understanding business principles is critical to effective governance, allowing politicians to provide significant assistance to their constituents. One’s capacity to help constituents becomes limited without additional funds. He shares that his father prepared him to be a versatile and effective leader, not just for his own benefit but as a legacy to continue after his time in government. “You cannot be a very good politician if you do not know how to earn money. How can you help without having extra income? When you have a good heart, it naturally leads to good resources, enabling you to extend your help to your community. However, if you only have a good heart but limited financial resources, you may not be able to provide the kind of help that your constituents need,” he says As Mayor Batchuk Cardenas reflects on his path, he sees himself as the fruit of Mayor Ondo’s careful preparation, proving the long-term value of a father’s guidance and wisdom. Mayor Ondo’s subtle but profound influence has left an indelible mark on Mayor Batchuk’s heart and leadership.

< Back Where He Is Destined to Be Barangay Captain Jomer Cruz of San Mateo, Rizal shares how his faith and kind of leadership has helped his constituents in his 15 years of public service. BY KAREN TERESE ROJAS PHOTOGRAPHY BY ROMEO PERALTA JR. GROOMING BY JHEF CADION Leadership that comes naturally. Spiritually-and kindnessdriven. Long-term teaching. Leading by example. That is how Barangay Captain Jomer Alejandro Cruz of Barangay Guitnang Bayan 1 in San Mateo, Rizal describes his brand of leadership. An “action man,” this is how his constituents call him. A HOMEGROWN LEADER Barangay Captain Jomer Alejandro Cruz, or ‘Kap Jomer’ to his constituents and kababayans, was born and raised in Guitnang Bayan 1—a homegrown leader, as some people would say. The youngest in the family, Cruz was raised in a loving household, including his mother who was well-known in their area for their pawning business or sanglaan. He says his mother taught him values and morals he still lives by up to this day, and helped strengthen his faith in the Lord. Cruz, while in school at the Nuestra Señora De Aranzazu Parochial School (NSDAPS), served as a sacristan during celebration of the Holy Mass. He was also part of several religious organizations which further strengthened his Catholic faith and beliefs. “Hanggang ngayon—hanggang naging kapitan, lahat ‘yun, ‘yung lahat ng experiences kong ‘yun, ‘yun ‘yung mga baseline ko bilang kapitan (Until today–until I became [barangay] captain, all those, all those experiences, they became my baseline when I was elected),” Cruz says. “‘Yung mga act of kindness ko, ‘yung mga nalaman ko doon sa kung saan-saan man, ginagawa ko siya ngayon (Those acts of kindness, everything I learned throughout everything, I apply those lessons until today),” he adds. STARTING OUT IN POLITICS Despite having now served for several terms in public office, the barangay captain used to not want to be involved in politics. “Noong time na kinukuha ako na kagawad pa lang, ayoko talaga kasi ano ‘yan eh, hindi ko naman forte ‘yung public service tapos kakausap ako sa tao, tutulungan ko ‘yung tao. Pero by nature, ganoon ako, hindi ko lang alam (When they were pushing me to run for barangay councilman, I didn’t want to do it, public service is not my forte but I would talk to people, help people. By nature, I am [a public servant], I just didn’t know it at that time),” he says. That is why when someone asked him to join their ticket back in 2007, he initially declined the offer stating that he has yet to decide on joining the world of politics. But when they saw each other at a gathering of a common friend, Cruz was eventually persuaded to run as a kagawad. “And the rest is history. 2007, it was my first term as barangay councilman, which led to my second and third term. Eventually, I developed my personality, everything. And now, here I am, a barangay captain,” he adds. However, the barangay captain shares that it was not his first time in politics. When he was younger, he became a Sangguniang Kabataan (SK) kagawad as well. But just like his political career now, it was as if everything was falling into place, despite it not being what he initially wanted. “Noong tumakbo ako ng SK kagawad noon, dahil merong nagsabi sa ‘kin na kaibigan ko na tumakbo ako na SK chairman kasi ‘yun ang nakikita nila sa ‘kin (When I ran for SK councilman before, it was because my friend told me to run for SK chairman because they saw me in that position),” he says. “Ngayon ang ginawa ko, pumunta ako doon sa tito ko na councilor that time, at sabi ko tatakbo akong SK chairman. That time, hindi ko kinonsider paano ko siya gagawin. Basta sa akin lang, sinabihan akong tumakbo, ako naman sumunod kasi siyempre meron silang nakikita sa ‘kin (So what I did, I talked to my uncle who was a councilor at that time, and told him that I will run for SK chairman. At that time, I didn’t consider the job. For me, they told me to run, and so I just followed because I know that they see something in me),” he quips. Unfortunately, someone was already running for the position, which is why he had to run for SK kagawad instead. “Masunurin kasi ako lalo na kapag alam kong para sa tao o para sa amin. Para bang kahit hindi ko alam ang mangyayari, pero alam kong tama, ginagawa ko (I’m an obedient person, especially if I know it benefits people. It’s like even though I don’t completely know what’s going to happen, but as long as I know it’s the right thing to do, I’ll do it),” Cruz shares. Cruz said that this attitude of his is what brought him to where he is now—a barangay captain in his hometown. “‘Yung attitude na ‘yun, ‘yun ‘yung nag-lead sa ‘kin dito bilang kapitan. Kung makikita mo, ‘yung mga kasama ko ritong mga kagawad, minsan mas matanda pa sa ‘kin, pero bilang leader, kahit sasabihin man na matanda sila sa ‘kin, parang natural na sa ‘kin ‘yung mag-lead (My attitude led me to running for [barangay] captain. Now, even if some of our councilmen are older than me, I don’t find it difficult to lead),” he shares. A LEADER’S INSPIRATION When asked what inspired him to become the kind of leader he is today, the barangay captain simply answers, “Purpose.” “Kapag kasi nalaman mo kung ano ‘yung purpose mo, natural, ‘yun ‘yung passion mo (Because when you know your purpose, naturally, that’s your passion),” he stresses. “Noong first time kong tumakbo [as kagawad], kaya lang ako napa-oo kasi ang gusto ko lang ayusin is sports—basketball. Pero noong naging kagawad na ako noon, nakita ko na marami pa palang problema, hindi lang (When I first ran [as barangay councilman], I just agreed because I wanted to focus on sports—basketball. But when I became a councilman, I saw that there are many issues that have to be resolved, not just) sports,” the barangay captain adds. That was what started everything for Cruz. After serving three terms as a kagawad in their barangay, he discovered and developed his passion for public service. It was what also helped him to discover who he truly is and made him realize that his purpose was to be a lightworker for his constituents. “‘Di ba sa Bible nakalagay, ‘Be the light and salt of the world’. Sabi ni Jesus Christ, ‘di ba? Totoo naman ‘yun (It’s in the Bible, ‘Be the light and salt of the world.’ Jesus Christ said it, right? It’s true),” Cruz says. “Bilang kapitan, ‘yun ang ginagawa ko. Maging the light and salt sa mga tao (As captain, that’s what I’m doing. Being the light and salt for everyone),” he adds. Cruz further says that his passion to serve is what drives him to wake up every single day. “‘Yung passion mo, ‘yung makakatulong ka sa tao, isi-share mo ‘yung sarili mo (Passion, helping people, sharing myself to people),” he says. “‘Yun ‘yung nagda-drive sa ‘kin tuwing umaga na it’s a brand new day para makatulong ka sa mga nangangailangan (That’s what drives me every day, every morning, [thinking that] it’s a brand new day to help those in need).” HELPING PEOPLE, IMPROVING THE BARANGAY For Cruz, one of his biggest and proudest moments in public service is when he gets to help others. “Kapag nakakatulong ka sa tao, siyempre lahat ‘yun proud ka kasi may nagagawa ka. Pero ‘yung pinaka-proudest moment ko, siguro itong naayos ko ‘yung barangay sa loob lang ng isang term na nakaupo tayo (When you get to help people, of course you’re proud of all those times because you were able to do something. But my proudest moment, I guess would be, when I was able to fix the barangay during this first term that I served),” he reveals. What makes him even prouder is that he was able to achieve it during the time of the COVID-19 pandemic, which made everything more challenging, including public service. According to the barangay captain, one of their biggest concerns as of the moment is the informal settlers in their barangay. These informal settlers have constructed their houses on bridges along creeks—which poses a threat to their own safety, not to mention the effects it has on the environment such as pollution. “Kahit sabihan mo sila, kung ganoon na ‘yung nakaugalian nila, tapon lang sila nang tapon ng basura. So ‘yun ‘yung isa sa biggest concerns ko na sana magkaroon ang local government (LGU) ng programa para sa mahihirap na mabigyan sila ng pabahay (Even when you reprimand them, they got used to that system, they just throw trash [into the creek]. So that’s one of our biggest concerns, that hopefully the local government (LGU) will have a housing program for the indigents),” he shares. He adds that while it is up to the local government and higher units of government, it takes political will to initiate programs like this. “Kasi minsan pag wala kang political will, wala na, lilipas na lang ‘yun [issues]. Dadami ‘yung problema, hindi mo na maaaddress ‘yun (If you don’t have the political will, then it’ll remain that way, the issues will just keep happening. The problems will pile on and you won’t be able to address these any longer),” Cruz laments. GRATEFUL THROUGH AND THROUGH Like others who are passionate about their work, Cruz simply answered “sense of happiness” when asked what he loves most about his job. “Simple lang eh, ‘yung masaya ka na marami kang nagagawa and at the same time, ‘yung mga tao natutuwa sa’yo in little ways na kaya nilang itulong, ibibigay sa’yo o kaya ginagawa nila (It’s simple, I’m happy because I get to accomplish so many things, the people are also happy because in their little ways, they also get to help, give, or lend assistance),” the barangay captain muses. He shares that some of his constituents give his office small tokens of appreciation because of what he and his fellow public servants in Guitnang Bayan 1 are doing in their barangay. While the job can be fulfilling in many ways, it is not without its challenges and obstacles. Cruz says that the most difficult aspect of his work as a barangay captain is dealing with everyday situations and problems in their barangay. “Isa sa pinakamahirap ‘yung hindi naiintindihan noong pinaliliwanagan mo ‘yung sitwasyon, ‘yung problema, kasi closeminded sila. Kasi magkakaiba nga ang perception ng mga tao, so pinaka-mahirap ‘yung meron kang mae-encounter na sarado ‘yung isip tapos pinipilit na tama ‘yung sinasabi o ginagawa nila (One of the hardest things [with the job] is when people don’t understand the problem even when you try to enlighten them because they’re closeminded. Because people have different perceptions and that’s most difficult when you encounter those that have made up their minds and will insist that what they’re doing or saying is right),” he shares. Asked for a message he can give to his constituents, Cruz said that like always he wants to remind his kababayans in Guitnang Bayan 1 to be grateful for everything they have, and not look at what they do not have. “Be grateful lagi kung ano ang meron tayo at i-share ‘yung sarili o kung ano ‘yung meron sila sa ibang tao. Kapag nagawa natin lahat ‘yun, lahat tayo pare-parehong maayos, masaya, at walang problema (Always be grateful for what you have and share what you can to other people. When we are able to rise up to the challenge, then we will all live harmoniously, happy and without problems),” he says. “Walang naiinggit, walang naninira sa kapwa kasi naiintindihan mo na kailangan maging grateful ka sa sarili mo. And nagsisimula ‘yun sa puso, sa sarili (Don’t be envious, don’t malign your neighbors because you understand that it’s better to be grateful and content. That starts with your heart, with yourself),” Cruz ends.

As we approach the anniversary of the 2022 elections, Garcia highlights the direction of the poll body and its importance in ensuring clean and honest elections. < Back HELPING KEEP DEMOCRACY ALIVE As we approach the anniversary of the 2022 elections, Garcia highlights the direction of the poll body and its importance in ensuring clean and honest elections. By Godfrey T. Dancel PHOTOGRAPHY BY ROMEO PERALTA, JR. COMELEC CHAIRPERSON GEORGE M. GARCIA TALKS ABOUT THE IMPORTANT ROLE OF CLEAN, HONEST, AND CREDIBLE ELECTIONS IN KEEPING DEMOCRACY ALIVE, AND HOW HE ENVISIONS THE POLL BODY SIX YEARS FROM NOW. In March 2022, Atty. George Erwin M. Garcia was appointed by then-President Rodrigo R. Duterte as commissioner of the Commission on Elections (COMELEC). His appointment, according to Garcia himself, “was completely and totally unexpected.” After all, he had not applied for the position. However, the country’s top leader must have thought that Garcia’s expertise would serve the poll body well. Garcia, essentially, had the credentials to be an official of one of the bastions of Philippine democracy: he was a veteran election law practitioner, respected member of the academe, Mandatory Continuing Legal Education (MCLE) lecturer and resource speaker, and radio and television political talk show host. As an election lawyer, Garcia had handled cases against Duterte and for President Ferdinand Marcos, Jr., among others. Even as his initial stint in the COMELEC hit a snag, Garcia was later appointed by Marcos to head the commission. Following a quick confirmation by the Commission on Appointments (CA), Garcia will serve as COMELEC chairperson until February 2029. CLEAR MANDATE, CLEAR DIRECTION The importance of the COMELEC can be gleaned from it being a constitutional commission. “People have to understand that the COMELEC’s mandate is actually a constitutional duty,” Garcia states. “Elections are always part and parcel of democracy. Without elections, then there can be no real democracy in our country.” “As far as me, the chairman of the COMELEC is concerned, my mandate is not only to conduct elections or to enforce and administer election laws in our country. More importantly, it is to protect and keep our democracy alive, [to maintain] the vibrancy of our democracy,” he stresses. Garcia is bent on making the COMELEC a truly empowered, independent, and fully modernized government institution that is capable of ensuring credible electoral exercises in partnership with an empowered and enlightened citizenry. Among the many functions of the COMELEC, the chairman identifies three which ordinary Filipinos could easily relate to. “Of course, we always have to confirm, affirm, support, and uphold the right of the people to vote. The right of suffrage is guaranteed by the Constitution. Secondly, we should ensure that the votes of the people are preserved and properly counted, and at the same time ensure that the integrity of the same is protected. Meaning, whoever is the choice of the people should be reflected in our proclamations. Third, and most importantly, the COMELEC should always keep the people’s trust in our electoral system.” “It’s the COMELEC’s duty to conduct electoral activities, and of course we register voters. We register voters not only here in the Philippines, but also abroad for overseas voting. The Commission performs tasks not only during elections. We have other tasks even a day after an election, preparatory to the next electoral exercise,” the hands-on leader expounds, countering the misconception that the COMELEC is only relevant during elections. The direction toward which Garcia wants to take the COMELEC is clear. He is bent on making the body a truly empowered, independent, and fully modernized government institution that is capable of ensuring credible electoral exercises in partnership with an empowered and enlightened citizenry. Another hallmark of Garcia’s leadership is his focus on accountability and transparency. Transitioning from private practice to public service is an adjustment, especially in an agency that has always been subject to public scrutiny, whether grounded in reality or otherwise. Instead of taking a defensive stance, the chairman recognizes that public criticism is only loud because it reflects the people’s desire to safeguard their votes and protect the electoral process. He believes that it is incumbent upon the COMELEC to make its processes and actions known to the public, and for its Education and Information Department to take the lead in responding to the public’s questions. He has spent the first few months of his term reaching out to civic organizations and citizens arms, as well as the media, to address issues and ensure that the commission is receptive and open to comments and suggestions. Garcia understands that openness and transparency are necessary to build an institution that is accountable, and that credibility is just as important as integrity. RECORD-BREAKING PERFORMANCE Gauging from the May 2022 elections, the COMELEC is well on the right track. To start with, a total of 65.75 million Filipinos registered to vote, indicative not only of the people’s interest but their readiness to take part in the elections and beyond. Of this number, almost 55.3 million voters cast their vote. The 84.1 percent voter turnout is the highest not only under the automated election system but in the history of Philippine elections. Asked what contributed to the record turnout, Garcia answers, “I think it’s because we Filipinos are becoming more mature in how we want to have a part in [charting] our future, in making the proper roadmap for the future of our country, in ensuring that the right leaders will be elected. Not only the old, but more particularly the young voters, are now more concerned about ensuring that they will be the ones to control their destinies and they’ll be able to select their own leaders.” Garcia explains that the turnout is also an indicator of the electorate’s trust in the country’s electoral system. “We should look into whether the people were so afraid to cast their votes that they stayed home and did not go to the precincts. So [more than] 84 percent said, “No, we will cast our votes, we are not afraid, we want to vote.” That is very, very important. Even if there were several difficulties during the election of 2022, such as several machines malfunctioning or long queues in the polling precincts, our countrymen still trooped to the polling places to cast their votes. Why? Because of their love of country,” the Bachelor of Arts in Political Science graduate (cum laude) of the Lyceum of the Philippines University (LPU) adds. The random manual audit that came after the canvassing of votes also proved monumental for COMELEC, as it achieved a nearly perfect score. After manually counting the votes contained in almost 750 ballot boxes from all over the country, the Random Manual Audit Committee, composed of representatives from civil society organizations as well as the Philippine Statistics Authority (PSA) and COMELEC, reported a 99.96 percent accuracy. In short, the vote counting machines accurately counted the votes cast in the elections. The almost-perfect random manual audit results and the generally peaceful conduct of the elections contributed to the 82 percent trust rating the people had in the credibility and accuracy of the election results, as reported by Pulse Asia. This figure is up two percentage points from the 2019 elections and eight percentage points from the 2016 polls. Under Garcia’s watch, the poll body is expected not only to turn out recordbreaking performances, but also bring about significant changes in the way people view elections and other electoral exercises. TOWARD VOTER MATURITY Aside from quantity, Garcia wants quality when it comes to voters. “When it comes to ensuring that the voters will be voting, we have no problem with that. [But there is something] more important, I think, not only for the COMELEC, but also for non-governmental organizations (NGOs) and civil society groups. That is, how could we ensure that the people will not only be voting, but will be voting for the right candidates? That is a different matter altogether,” he underscores. Garcia, who holds a Master of Laws degree from the Pamantasan ng Lungsod ng Maynila (PLM), stresses that while Filipinos have achieved maturity in terms of their passion to vote, he sees that there is still much to be done for Filipinos to reach the level of maturity needed to consistently elect the right leaders. “That, we cannot guarantee [yet],” he admits. What the chairman can guarantee, however, is that the COMELEC will not only carry on but intensify and widen the reach of its voter education efforts. As part of the preparations for the Sangguniang Kabataan (SK) and barangay elections, for instance, the COMELEC will strive to inform the youth voters in far-flung areas of their right to vote, the importance of choosing the right leaders, and of the electoral process. A LISTENING AND INCLUSIVE LEADER Garcia adheres to the idea that a good leader is one who listens and ensures inclusiveness. “When you listen, it’s not you who controls or dominates the decision-making process in your institution,” he says. For his part, he makes it a point to consult other COMELEC officials, his subordinates, veteran election management experts, and even people outside the commission. For him, “a good leader is one who listens, not one who tells others to follow; somebody whom others will follow simply because they believe in the person. There’s a great difference between the two.” In connection with this, the chairman has taken concrete steps to address issues that have long hounded the commission. These include ensuring the speedy disposition of election cases, improvements in the voter registration program, improvement of the overseas voting and registration system, and revival of the Voter’s ID program. Garcia has also taken due notice of the pain points that became evident during last year’s elections. “It’s a pity how our elders, persons with disability (PWDs) and pregnant women have to endure so much by having to vote together with all other voters,” Garcia laments. “Some of them came in wheelchairs, others in crutches or using canes. They ended up lining up for so long, being pushed around, squeezing themselves into cramped spaces. Some even had to go up to the second floor of their polling centers. All these, just so they could vote. With their condition, they should not be subjected to such suffering.” The chairman also wants overseas Filipino workers (OFWs) and Filipinos residing abroad to have a better experience in every election. If he had his way, there should never be a repeat of the ordeal that some Filipino voters in Hong Kong and Singapore had to endure in May 2022. With the heavy turnout, consular officials had to deal with large crowds, insufficient chairs and tables for use by voters, and other concerns. “Siguro nga dapat pag-isipan na rin natin ang internet voting para sa ating mga OFW, mga Filipino sa ibang bansa (Perhaps it is high time that we consider internet voting for OFWs, for Filipinos living abroad). Internet voting would be much better, so long as we are able to ensure that the votes are protected, that the secrecy of the ballots or the votes will be protected. The way I see it, that will greatly ease the voting on election day,” he shares. Internally, Garcia wants to ensure inclusiveness inside the COMELEC. “No one should be left behind,” he stresses. “Ibig sabihin, kapag ang isa ay umaangat, dapat lahat umaangat din. Kung may kaalaman ang iba, dapat lahat may kaalaman din. (This means that everyone should be given equal chances for growth. If we are to equip some with knowledge, we have to likewise equip the others with the same.) This, because we are one in the commission—one institution, one commission, one purpose, para sa bayan (for the country).” ADDRESSING COMELEC CONCERNS Garcia’s efforts to bring about changes in the COMELEC started during his stint as commissioner. His appointment as head of the poll body gives him even more power—and responsibility—to make sure that the commission is able to properly perform its mandate. “We have to ensure that we are able to establish and put into place electoral reforms, both structural and legislative,” he states. “Within the COMELEC, we have to ensure that our funds are properly disbursed, spent, and accounted for. This should go for every single cent that we spend because it’s not ours. These are public funds,” he stresses. “Number two, we have to train and educate our people. Our people also need constant education, and that is why we are establishing the COMELEC Academy that will train and educate not just our incumbent employees, but even those that we are going to hire. We will make sure that the learning modules given to them are comprehensive, and thus will equip them with the necessary knowledge so that they could perform their tasks effectively,” he continues. “At the same time, we need legislative reforms, such as [improved] laws. I have 31 proposed pieces of legislation, including amendments to the Party-List Law and the Omnibus Election Code. We are implementing our elections using an election code enacted circa 1985. It is very difficult on the part of the Commission to implement laws which are circa 1985. It is high time we make changes to these laws and other regulations,” laments the former PLM College of Law dean. MANAGEMENT, STRUCTURAL, AND LEGAL REFORM AGENDA The pieces of legislation Garcia is referring to are part of his Management, Structural, and Legal Reform Agenda, which is a comprehensive list of the reforms that he wants to implement at the Commission. One of these is the move to criminalize the practice of running as a nuisance candidate. Nuisance candidates have, for the longest time, been messing with—or been used to mess with—the country’s electoral system. By running simply to oppose legitimate candidates who are their namesakes or near-namesakes and not to offer themselves as real choices, these candidates make a mockery of the electoral system and deprive other candidates of the chance to serve the people. More than the present penalty of disqualification as provided for in the Omnibus Election Code, Garcia wants imprisonment and a fine for nuisance candidates. To remedy the election day-related plight of vulnerable groups, Garcia wants to accord them the same treatment given to other groups under the Synchronized Elections Law. “One of the priority pieces of legislation that we are pushing for is to allow our senior citizens, our PWDs, and pregnant women to vote early,” he reveals. “We allow media people to vote ahead of the election, or even our overseas Filipinos to vote one month before the election. Why can’t we allow those from vulnerable sectors or groups to vote ahead of everybody else?” Letting those from the above-mentioned groups vote early would ensure that they will not only be protected physically, but that their right of suffrage is likewise protected. Draft pieces of legislation regarding the above, together with those for other issues including the qualifications of partylist nominees and substitution of independent candidates, have already been submitted by the COMELEC to Congress for appropriate action. The poll body’s goal is to have the appropriate legislation before the filing of certificates of candidacy for the 2025 elections. Incidentally, such exercise is set to happen just a year and a half from now. Seeking to improve the voter registration experience and carry out a more inclusive, participatory, and accessible system of voter registration, the COMELEC pilot tested its Register Anywhere Program (RAP) from December 2022 to January this year. Individuals studying, working, or temporarily living in areas outside their city or municipality of permanent residence were able to register in malls, schools, and government offices in Metro Manila and key cities around the country. This paved the way for more than 1.5 million voters to register for the barangay, SK and regular elections, update and correct their records, and reactivate or transfer their registration. With the highly successful pilot test, the RAP is expected to be implemented nationwide by 2024. LOOKING AHEAD More than half a year into his term, Garcia has shown what a competent chairman can do for the COMELEC. In the next six and a half years, he wants to embed his footprints in the Commission by way of institutionalizing standards and processes that will ensure the people’s enjoyment of their right of suffrage and of the benefits of democracy. “Things should always be predictable for anyone whenever they deal with the Commission on Elections,” he emphasizes. “Predictability is so important in a government institution. You do not change the rules in the middle of a ball game. You do not change policies simply because it suits an individual. You ensure that policies are permanent because these have passed the test of time.” “Sobrang hirap ng trabaho (the task at hand is formidable), but we’re not complaining,” Garcia declares. “We actually appreciate the opportunity given to us by our people to serve them in the best way possible, in the best way that we know: by ensuring honest, orderly, and credible elections.”

< Back Rising from the Ruins BLOSSOMING AMIDST THE RUBBLE How Baguio City’s story of recovery is symbolized by the colorful Panagbenga Festival BY DARYLL MUTYA II PHOTOS COURTESY OF BAGUIO CITY TOURISM OFFICE AND MIKE CORTEZ The Panagbenga Festival is probably the most blooming festival in the country. Each year, thousands of tourists would troop to the City of Pines just to enjoy the festivities and revel in the colorful, flowery floats that parade its main streets. Yet behind the beauty and the allure of Panagbenga is a story of valor, perseverance, and redemption. Unknown to many, the Panagbenga is an embodiment of Baguio redeeming itself from the aftermath of the disastrous earthquake in 1990. REMEMBERING THE QUAKE On July 16, 1990, Baguio City was reduced to rubble after a 7.7-magnitude, 45-second killer quake unexpectedly hit. Followed by numerous aftershocks, the quake was noted to be the deadliest throughout the history of the Cordillera Administrative Region (CAR), accounting for more than 1,600 people dead, hundreds of buildings and roads destroyed, and thousands of families displaced from their own homes. On that fateful day, various narratives from the community would describe how helplessly devastated the city was, and how they needed a lot of help to get back on their feet. The city knew that rising above the devastation could not be possible without a leader who would serve as a guiding light to its people—leading, empowering, and unifying them—through the struggle to rebuild and recover. STEPS TOWARDS REHABILITATION Baguio’s rehabilitation from the earthquake has been considered as the greatest legacy of incumbent Baguio City Mayor Mauricio G. Domogan. It was his first term as mayor at the time when the city was at its most disaster-stricken and challenging state. Mayor Domogan’s brand of leadership was to be a source of hope back then, the kind of authority that inspired the people to rebuild what was destroyed. “It was a big challeng,” Domogan recalls. By working with various nongovernment organizations (NGOs) and other Local Government Units (LGUs), he was known to have veered away from politics in order to work efficiently on development projects and programs that would help Baguio and its citizens rise above the effects of disaster. One of Mayor Domogan’s first steps was to rebuild the city’s roads so as to make it more accessible to all the communities. He also invested in equipment, such as garbage trucks that came all the way from Japan, complemented by a garbage disposal system to aid management of waste. He founded the “Alay sa Kalinisan” program, that aimed to: (1) sustain an efficient solid waste disposal system; (2) monitor and maintain clean, breathable air; (3) preserve the cleanliness of rivers and potable water; and (4) keep the city green and filled with flowers and trees. Because of this program, Baguio City was inducted into the National Clean and Green Contest Hall of Fame after being declared champion three years in a row. Back then, the people rallied in support of the mayor after seeing a devastated city garner such recognition on the national level. ON TEAMWORK AND INCLUSIVITY In order to rise up from the ruins, the city also engaged in several initiatives in cooperation with the other affected Cordilleran provinces. BLISTT, an urban planning project, was an effort of the Regional Development Council of the Cordillera Administrative Region (RDC-CAR) to promote the joint development of Baguio, La Trinidad, Itogon, Sablan, Tuba, and Tublay to which the acronym BLISTT stands for. It was formed to respond to the staggering damages of the earthquake. The government, non-government organizations, and individuals have pitched in their share in terms of relief,rehabilitation, and reconstruction efforts. The members developed a vision of a better Baguio after the earthquake, with emphasis on the following: That the devastation of Baguio brought about the chance to change what they do not like in the city; Sustainable development must be incorporated into the rebuilding; Sustainable development must be achieved inclusively through empowering people and other social institutions such as non-government organizations; and Such developmental plans should be done in behalf of the needs of the city’s children in the present and for the future. BLISTT’s vision is seen to be promising. And it did not remain on the drawing board, as some of the progressive steps have already been actualized, serving as a catalyst for more development projects which steered its surrounding cities and provinces to modernity. Infrastructure, such as the Western Link Road and the BLISTT Circumferential Road, have been constructed. Water drainages studies, such as the BLISTT Water Resources Study, the Water Distribution and Leakage Study, and the Flood Mitigation and Drainage Work Study, have been conducted and used as developmental frameworks. Also included were other studies on land delivery units for low-cost housing and town development feasibilities. BLISTT, in fact, did not limit itself to the purpose of rehabilitation and reconstruction. It also tried to address the issues of traffic, overcrowding, inner-city decay, and other forms of congestion. TRANSCENDING INFRASTRUCTURAL DEVELOPMENT Baguio may have been burdened with rehabilitation and restoration. But one thing admirable about its efforts was how it became socially-inclusive and socially-empowering at the same time. Mayor Domogan, through his current projects, has given premium for the protection of the Indigenous Peoples (IPs) and other marginalized sectors of the community. “We were discriminated for a very long period of time; it’s time to reverse it,” says Mayor Domogan. Because of his social advocacies in his earlier terms in office, he was even selected as the Outstanding Indigenous Leader of the Philippines at the Global Conference of Indigenous Peoples in 1996. Domogan proved that nobody gets left behind in the recovery process—no matter what social sector one belongs to. Recovery was not an easy task. But for his efforts at reviving Baguio after the disaster, Mayor Domogan does not fail to give credit to his constituents who have rallied behind him. He recognized that Baguio’s journey of development would hinge on the values and discipline of the people, knowing that the process of restoration was a shared responsibility. “Teamwork is important. Kung nawala ‘yung teamwork, ang daming makakaligtaan (If there is no teamwork, a lot of things will be missed),” Domogan adds. CELEBRATING PROGRESS AND BEAUTY So, how did the Panagbenga Festival become the embodiment of Baguio City’s redemption? After the earthquake, a lot of people left the city. Tourists were afraid to visit Baguio, wary of the aftershocks that usually followed in the wake of a major seismic activity. The mayor knew that something had to attract visitors back to Baguio, as well as revitalize the city’s Photo by Raniel Jose Castaneda flagging spirits. In February 1995, Baguio shifted its eyes from despair to a collective smile as it celebrated the multi-colored flowers that grew and bloomed on its farms and mountain slopes. The festival (commemorated annually since the year it began) was called Panagbenga, a Kankanaey term that means a “season of blooming.” And from that year on, Baguio has continued its steady climb out of the rubble. These days, the city has regained its prominence as the country’s prominent summer capital, enjoying tourist arrivals surpassing figures even before the earthquake. It has also been recognized in 2017 as one of the Creative Cities cited by the United Nations Educational, Scientific and Cultural Organization (UNESCO). “The secret to our success boils down to teamwork, discipline, and principled leadership. With these three, even small cities like Baguio can make the impossible, possible,” ends Mayor Domogan.

< Back The Audacity of Abby In this no holds barred interview, Makati City Mayor Abby Binay opens up about the hard choices she had to make, the “blessing and curse” that come with her last name, the tough lessons she had to learn about family and politics, and how those experiences drive her view of the future BY LAKAMBINI BAUTISTA PHOTOGRAPHY BY JAR CONCENGCO Makati City Mayor Mar-Len Abigail “Abby” Binay could very well be any writer’s dream interviewee. For one, she’s raw and real. She has no pretensions and is unafraid to show her true colors. She says what’s on her mind—revealing her resoluteness, her passion, and her smarts. Unguarded moments show her softer side, as she chitchats with her staff and pokes fun at herself glamming up for a magazine shoot, and then proceeding straight to her duties as a mayor. “Pwede kaya akong mag-house-to-house ng naka-makeup? ‘Nag-prepare po ako para sa inyo. Nagpa-makeup talaga ako’,” she tells the people in the room, as if addressing the people of Makati. “`Yun nga lang, baka bukas `di na nila ako makilala! (But they might not recognize me tomorrow),” she says laughing. She explains to this writer that she has a daily flesh-pressing schedule in the barangays, to endorse the team she’s running with in the forthcoming elections. After serving three terms as congressman and one term as mayor, one can see that Mayor Abby has grown accustomed to being in the public eye. She surmises that years of studying in UP Los Baños, where she finished BS Human Ecology, Major in Human Settlements Planning, and in Ateneo Law School, where she took up Law, served her well. Studying in those two schools exposed her to a wide spectrum of personalities and persuasions. She can be masa or alta, depending on who she’s talking to. Mayor Abby practically grew up in politics. She was 11 years old when her father, Jejomar Binay, started working as a human rights lawyer and was very active during the era of Martial Law. Public service became a normal part of their life when the patriarch won the mayoralty post in Makati and served from 1988 to 1998 and from 2001 to 2010. Her mother, Dr. Elenita Binay, served as city chief from 1998 to 2001. Suffice it to say, politics had been a usual part of the discourse in the Binay household. Mayor Abby is second in a brood of five. Despite the early exposure, Mayor Abby admits that it was only belatedly in life that she decided to enter politics. “I didn’t really see myself in politics,” she tells this writer. “Even my dad didn’t see me in politics. It was only in 2005 when I’ve decided that I wanted to run for public office,” she says. Her first foray into politics was in 2007, when she won as Representative of the 2nd District of Makati ; she served for two more terms after that. The then-lady legislator was planning to retire from politics after her nine-year tenure, but fate had other plans. The Office of the Ombudsman ordered the dismissal and perpetual disqualification of her brother, then-Mayor Junjun Binay, in connection with the administrative case he was facing over the allegedly overpriced construction of the Makati City Hall Building II. “We had to rethink whether it was a good idea to make him run, because he can get disqualified during the reign,” Mayor Abby recalls. So in 2016, it was agreed that she will run for mayor. And she prevailed over Romulo “Kid” Peña Jr. in the elections. Click here to read full article for free

< Back Finding the Next Champion BY ROSANNE BERNADETTE CHUA PHILIPPINE SPORTS COMMISSION CHAIRMAN RICHARD BACHMANN IS CHARGING AHEAD WITH A BOLD AGENDA TO IMPLEMENT TRANSFORMATIVE CHANGES WITHIN THE NATIONAL SPORTS AGENCY, ALL AIMED AT BETTER SUPPORTING FILIPINO ATHLETES. Dressed in his favorite pair of Jordan Nikes, former basketball star and sports executive Richard “Dickie” Bachmann is poised for one of his most significant challenges yet: leading the Philippine Sports Commission (PSC) in the quest to discover the nation’s next Olympic champions. For the former Alaska Milkman, this endeavor is about more than just funding; it’s about fostering proactive programs, nurturing grassroots development, and forging stronger collaborations to support our national athletes. “The PSC must evolve beyond being merely a funding agency for national sports associations (NSAs),” Bachmann asserts. “I envision the PSC as an active partner in elevating sports in the country, fully grasping its role as the national sports agency.” Aware of the limited time at his disposal, Bachmann is fervently advocating for institutional reforms within the PSC, committed to turning this vision into reality. A SPORTSMAN IN THE PSC Appointed by President Ferdinand Marcos Jr. as chairman of the PSC in December 2022, Bachmann officially took his oath of office on January 4, 2023. Given that his appointment is coterminus with the president’s term, the former Green Archer acknowledges that the next four years may not be enough to realize his ambitious vision. “For me, one term is simply not enough,” he admits. “There’s a multitude of issues to address, from upgrading facilities to enhancing our programs and supporting our staff. Completing this work will require significant time and effort.” Bachmann is aware of the urgency of his mission, and is striving to implement changes at a rapid pace. “I’m pushing hard, often to the annoyance of my executive director and staff,” he confesses. “But it’s essential. I need to drive these initiatives forward for the benefit of our athletes.” Part of Bachmann’s game plan was to engage with the agency’s most valuable players—its dedicated employees—upon taking the helm of the PSC. His leadership approach is both collaborative and consultative, as he understands the importance of tapping into the extensive experience of long-serving PSC staff to effectively meet the needs of national athletes and sports stakeholders. After a year of careful observation and dialogue, the chairman began implementing changes. His first priority was to advocate for the Department of Budget and Management to establish more permanent positions within the PSC. Currently, many staff members are employed under contracts of service, while others are appointed by incoming chairs and often depart when their appointing officer’s term ends. Bachmann identifies this instability as a significant barrier to the agency’s ability to institutionalize its programs, activities, and projects effectively. “We have capable staff members on contracts of service, but they’re unable to transition into permanent positions due to a lack of available roles,” Bachmann explains. “My goal is to provide these employees with pathways to secure permanent positions and opportunities for advancement within the PSC.” With this vision in mind, Bachmann’s next step was to establish a solid foundation for long-term programs. He expresses concern over the transient nature of many agency initiatives, which often shift with the changing priorities of each new chairman. “That’s a major reason we struggle to make consistent progress,” he admits. “Each chairman brings their own set of ideas. One might initiate a series of programs, only for the next chairman to come in and completely overhaul such. My hope is to create a cohesive framework during my tenure that my successor can adopt and build upon, rather than starting from scratch.” Another key reform Bachmann has championed is the acceleration of the procurement process. Drawing on his extensive experience in the corporate sector—as former chair of the Philippine Basketball Association’s 3x3 League and a former team governor of the now-defunct Alaska Aces—he finds the cumbersome government procurement procedures particularly frustrating. “We have numerous items related to facilities that urgently need to be procured, yet the process can stretch on for six months for a single item,” he remarks. “In the corporate world, when we make a decision, we act swiftly to procure what we need. This inefficiency simply isn’t acceptable in sports.” AN ATHLETE FOR ATHLETES The son of former Olympian Kurt Bachmann, Dickie— as the chairman is affectionately known—considers himself an athlete first and foremost. Since taking office, he has dedicated even his weekends to traveling across the country, engaging with local executives about their sports programs. The true reward for this demanding routine comes from the athletes themselves. “When I meet an athlete who tells me this is the first time they’ve felt real change at the PSC, it inspires me to work even harder. There’s so much more to achieve for our athletes and all sports,” he shares. For Bachmann, grassroots sports development is the key to discovering the next champions like gymnast Carlos Yulo and weightlifter Hidilyn Diaz. Last year, the PSC successfully revived the Philippine National Games and the Philippine Youth Games, also known as Batang Pinoy, both of which had been suspended due to the pandemic. These national events have historically produced sports champions, including Olympic gold medalists Diaz and Yulo. However, before these athletes can shine on the world stage, they must be nurtured at the local level. This is where partnerships with local government units and sports organizations become vital. A robust network of local sports advocates, including collaborations between schools and community sports programs, plays a crucial role in identifying and training young talents from the outset. As head of the national sports agency, Bachmann goes around the provinces to engage local government units (LGUs) in local sports development programs. These grassroots programs are the building blocks to discovering and developing global sports champions. “We believe in engaging in local sports development programs. If the PSC is invited to local sports events, we listen and check on those programs in person so we could get a feel of how the PSC can help or support them in their advocacy of using sports as a tool for community building,” Bachmann says. THE POWER OF EXPOSURE AND COLLABORATION As a former assistant coach in the PBA, Bachmann does not shy away from acknowledging Filipinos’ tendency to gravitate toward a handful of popular sports. In his discussions with LGUs, he often finds that many requests are focused solely on building track and field facilities. Bachmann believes it is time to broaden our horizons and critically assess which sports are truly relevant to each community. “Let’s identify which sports thrive in your area and build facilities to support them,” he urges. He also emphasizes the importance of exposing Filipinos to lesser-known sports. Currently, the PSC oversees 80 different sports disciplines, and to cultivate our next generation of champions, it is essential to move beyond the mainstream and introduce children to a diverse range of activities. One initiative aimed at achieving this is the PSC’s Laro’t Saya (Play and Fun) Program, which features a sports exhibit and demonstration events designed to showcase a variety of lesser-known sports. “If we can spark interest through sports exhibits like Laro’t Saya, we can anticipate a significant increase in participation in our major grassroots sports programs,” Bachmann asserts. “Currently, many parents—especially in the provinces—tend to focus primarily on basketball and volleyball. But my advice is to explore the vast array of sports available in the Philippines. We have 80 different sports; by trying out various activities, their children may even find themselves on the national team in the future.” While grassroots initiatives sow the seeds of interest in aspiring athletes, the PSC is now turning to national sports associations (NSAs) to identify individuals with the potential to represent the country at a national level. “It has always been a collaborative effort between the NSAs and the PSC,” Bachmann acknowledges. “They possess a deeper understanding of their respective sports, allowing them to make more informed decisions when selecting athletes. The way to enhance the state of sports in our country lies in trusting and collaborating with institutions and organizations that share a genuine passion for athletics.” FUNDING AND INFRASTRUCTURE The remarkable achievements of Philippine athletes at the Paris Olympics have propelled interest in sports to unprecedented heights, particularly in gymnastics and pole vaulting. Although EJ Obiena narrowly missed out on a podium finish, his outstanding performance ignited a wave of enthusiasm for a sport that many Filipinos were previously unfamiliar with. This surge in interest presents a valuable opportunity to secure funding and support for the development of future athletes. By capitalizing on this newfound excitement, stakeholders can foster a stronger athletic culture and nurture the next generation of sports stars. “Exposure and awareness of the different sports in the country contribute so much to increasing support for our athletes, like how the Olympics did for our Filipino Olympians,” says Bachmann. This, however, doesn’t mean the PSC’s annual budget has increased enough to meet the needs of all 80 sports it covers. In fact, according to Bachmann, they need at least a 100% increase in budget to properly fulfill the agency’s mandates and deliver services. “Let’s put it this way, in 2019, we had 36 sports. Right now, we have 80 sports but our funding has remained the same. So the sports doubled, but the funding is the same. That’s a big discrepancy right there,” laments Bachmann. To supplement their budget, the PSC resorts to lobbying in the Senate and the private sector. But while the support is there, the funding is not always enough. And hard choices have to be made in the meantime. “I would rather focus on sports that we’re good at and pour the funding there. And then maybe minimize the funding on sports that are new and not an Olympic sport, that we are not actually good at yet. I say ‘yet’ because Filipinos actually adjust right away and we can actually compete in such sports in the future,” he says. Bachmann reveals that discussions are already underway in Congress regarding the potential establishment of a Department of Sports, aimed at more effectively addressing the funding and implementation challenges faced by the PSC, among others. However, he acknowledges that this ambitious initiative may not come to fruition during his tenure. But while that remains to be seen, Bachmann is focused on building better facilities for national athletes, including a sevenstory dormitory inside the Rizal Memorial Sports Complex. “In my first few months in the agency, I checked the status of the athletes' facilities and the venues we have. The dormitories were in a poor state, which isn't good for our athletes. They deserve better bedding and living spaces. At the end of the day, the performance and well-being of an athlete always depends on the living conditions of the athlete,” says Bachmann. Aside from dormitories and sports facilities, Bachmann also eyes building regional training centers in the provinces. Most athletes who want to up their game come over to training centers in Manila. But one problem young athletes find hard to surmount is homesickness, with many abandoning their dreams to go back home. By building training centers nearer to these athletes, Bachmann hopes to fuel their passion much longer and develop a sports-loving community. “This isn't just for our athletes already in the national team or the national training pool, but also for the public who have a passion for sports. If we can provide our athletes with a safe and sound living space, a better venue, as well as well-functioning sports facilities for the locals, then we can attain one of our goals in building a better community with the spirit of sports,” he says. BEYOND FUNDING After observing Filipino Olympians compete in Paris, Bachmann seized the opportunity to analyze the other sports in which our athletes did not qualify, reflecting on the significant strides still needed to compete at the highest level. He believes that a crucial area for improvement lies in the development of high-performance training programs for targeted sports, under the guidance of world-class coaches. This strategic focus, he contends, is essential for elevating the caliber of Filipino athletes and enhancing their competitiveness on the global stage. “We have trainers that give our athletes basic training. But when we hire foreign coaches, they question, like, ‘why are we doing this? I don’t need this for squash. I don’t need this for tennis.’ So right now, the instinct is focus training on focus sports,” he says. Bachmann firmly believes that the Philippines is home to a wealth of young athletes with the potential to become the next Yulos and Diazes. Their work ethic and fervent desire to showcase their talents on the world stage are undeniable, creating an atmosphere ripe for nurturing future champions. “Right now, if you look at the athletes, they want to show everyone that they can. It’s just that we lack the support in the Philippines— be it facility, be it training, and training abroad. But once we actually fix all of that, consistently winning medals on the world stage, that will be my ultimate,” Bachmann says. THE HEART OF AN ATHLETE Despite his ambitious goals, it is hard to imagine that the former PBA star initially turned down the PSC chairmanship. He admits it was a challenging decision, as he had no prior government experience. However, after some contemplation, he ultimately accepted the role. “Witnessing the athletes firsthand and recognizing the urgent need for change in Philippine sports motivated my decision to step up,” Bachmann explains. “I didn’t want the PSC to merely function as a funding agency; that felt uninspiring to me. Instead, I aim to engage actively with the programs of the national sport associations, participating in their grassroots initiatives to ensure that their strategies align effectively with their respective sports.” As a former athlete, Bachmann considers it a tremendous honor to collaborate with athletes, NSAs, the Philippine Olympic Committee (POC), and local sports stakeholders across the provinces. “It is both a significant responsibility and a profound privilege to give back to the country through my passion for sports development,” Bachmann shares. “There’s much to anticipate in the future, and I hope everyone continues to support the evolving sports development programs in our nation. To truly enhance our sports landscape and uncover the next generation of Olympians, we need collective support. The PSC, POC, and NSAs cannot achieve this by themselves; success in sports requires collaboration and unity from all parties involved.”