< Back GOODBYE GOLDEN VISA, GOODBYE FILIPINO INVESTORS? BY ATTY. PAULA ZAYCO ABERASTURI SPAIN IS PUTTING AN END TO ITS GOLDEN VISA PROGRAM WHICH HAS LONG ATTRACTED FOREIGN INVESTORS, OFFERING NON-EU NATIONALS, INCLUDING FILIPINOS, RESIDENCY THROUGH REAL ESTATE INVESTMENT. WHAT DOES THIS MEAN FOR FILIPINO INVESTORS? Spain has long been a magnet for foreign investors, thanks in part to its Golden Visa program, a residency-byinvestment initiative that has offered non-European Union nationals a pathway to European residency by purchasing property worth at least EUR 500,000. Over the years, this program has attracted high-net-worth individuals from around the world, including a growing number of Filipinos drawn to Spain’s familiar culture, deep historical ties, and warm Mediterranean lifestyle. But now, a major shift is on the horizon. In a landmark decision, the Spanish government has announced plans to phase out the Golden Visa program, citing concerns over housing affordability and the impact of speculative real estate investments. Prime Minister Pedro Sánchez put it bluntly: “We must ensure that housing serves its primary purpose—to provide a home, not to act as a tool for unchecked profit.” With the program officially ending in April 2025, Filipino investors who have viewed the Golden Visa as a gateway to Europe are now facing a rapidly closing window of opportunity. Spain’s appeal to Filipinos has been more than just financial—it has been a bridge to a country that shares language similarities, cultural connections, and a rich colonial history. For many families and retirees, the Golden Visa wasn’t just about property investment; it was about securing a future in a place that felt like a second home. As the phase-out approaches, investors will need to reassess their plans. Will Spain introduce alternative pathways to residency? And what does this mean for those who were counting on the Golden Visa to make their European dream a reality? One thing is certain—the landscape of foreign investment in Spain is about to change, and Filipinos with their eyes set on Spanish residency will need to act fast or look for new avenues. THE UNIQUE PATH TO CITIZENSHIP FOR FILIPINOS The end of Spain’s Golden Visa doesn’t mean the door is closed for Filipinos seeking residency or even citizenship. Those who move to Spain for work, study, or other legitimate reasons can still build a life there, and one major advantage remains. Unlike most nationalities that must wait ten years, Filipinos can apply for Spanish citizenship after just two years of legal residency, a unique fast-track option rooted in Spain’s shared history with the Philippines. For many Filipino investors and families, this has been a key incentive, not just for property ownership, but for the long-term benefits of European citizenship, from seamless travel across the EU to access to Spain’s healthcare and education systems. While the Golden Visa may be fading out, Spain remains an inviting destination for those looking to put down roots. PROPOSED TAX REFORMS In addition to these changes, the Spanish government has proposed tax reforms that could potentially lead to taxes of up to 100% on properties purchased by non-EU residents. This significant measure is part of Spain’s strategy to encourage responsible investment and address concerns regarding the stability of local housing markets. Addressing the new tax proposals, Sánchez stated, “The West faces a decisive challenge: to ensure that our society does not become divided into two classes, the rich landlords and the poor tenants.” The uncertainty surrounding these reforms has led to a reevaluation of plans by potential investors, including those from the Philippines. HOPE FOR FOREIGN INVESTORS Despite these sweeping changes, Spain remains an attractive market for foreign investors who are willing to adapt to the new environment. The government is emphasizing opportunities in sustainable real estate and social housing projects. There are also potential incentives for those investing in the renovation of vacant properties or contributing to Spain’s goal of providing more affordable housing options. For those still interested in purchasing property, Spain offers numerous regions with diverse investment opportunities. Coastal areas such as Andalusia and Valencia continue to appeal to retirees and expatriates, while cities like Madrid and Barcelona attract professionals and entrepreneurs seeking urban investments. Additionally, Spain’s thriving tourism industry and growing emphasis on sustainable development present lucrative opportunities for investors in hospitality, eco-tourism, and renewable energy projects. A WINDOW OF OPPORTUNITY For Filipino investors who have already established roots in Spain through the Golden Visa program or those considering Spain as a second home, these changes present an opportunity to consider how investments align with the country’s new vision. Spain’s shared cultural history with the Philippines and the deep connection between the two nations mean that opportunities for Filipinos in Spain remain significant. While the reforms may seem challenging at first, they also encourage foreign investors to engage with Spain’s evolving priorities. By exploring new avenues such as sustainable housing or business ventures that contribute to local communities, Filipino investors can continue to strengthen their ties with Spain and contribute to its promising future. Spain continues to be a country with a rich culture, diversity, and opportunity. For those interested in aligning their investments with the nation’s evolving priorities, there may be opportunities to secure a stake in Spain’s promising future. As the country considers adjustments to its housing and real estate policies, it invites Filipino investors to consider joining in building a future where profitability and purpose can coexist, with the aim of ensuring continued prosperity for both nations.

< Back MAN AT THE PINNACLE BY RAGIE MAE TAÑO-ARELLANO VICE ADMIRAL TORIBIO ADACI, JR'S INSPIRING JOURNEY TO THE PINNACLE OF NAVAL LEADERSHIP SHOWCASES UNWAVERING COMMITMENT TO DUTY AND READINESS TO FACE CHALLENGES. In the vast expanse of naval leadership, Vice Admiral Toribio Adaci, Jr. stands as a beacon of unwavering commitment and dedication, steering the course towards the Philippine Navy's (PN) peak of strength. OBEYING AND LISTENING Philippine Navy Flag Officer in Command (FOIC) Vice Admiral Adaci has been trained in an organization where obeying first before you complain is a time-honored maxim, but this does not in any way define his leadership. He clarifies that the emphasis on obedience does not in any way diminish the significance of a well-defined code of conduct within the organization. "That system of command and control has been there for decades already. It's a time-tested system, and you have to trust it," he explains. The Navy chief encourages discussion of issues, allowing his subordinates to speak out. He believes that no one has a monopoly of knowledge; that’s why it is important for him to listen to them. “It’s important to listen to others’ views and ideas so that you can make an informed decision, especially at this time when a lot of things are happening,” he underscores. VICE ADMIRALADACI VALUES OPEN COMMUNICATIONAND ENCOURAGES SUBORDINATES TO EXPRESS THEIR OPINIONS, ACKNOWLEDGING THAT VARIED PERSPECTIVES CONTRIBUTE TO AN INFORMED AND IMPROVED DECISION-MAKING. Listening to other people has been the cornerstone of Adaci’s leadership since he was still a junior officer. He says that he is always fond of discussing things to do and things that have happened, and asking his staff for their recommendations. “The value of getting people’s thoughts about issues and concerns before making any decision has been ingrained in me,” he explains. Adaci values open communication and encourages subordinates to express their opinions, acknowledging that varied perspectives contribute to an informed and improved decision-making. As he moved higher in the navy’s leadership, Adaci came to appreciate the value of trusting the existing system, realizing that micromanagement is unnecessary. He thinks that because this has always been there and has evolved, been evaluated, and corrected over time, it enables people to have a profound regard for the foundation upon which the organization functions, going beyond superficial adherence to procedures. He gives as an example the system of chain of command, where decisions go through several layers of leadership before reaching the highest levels of the organization. In the case of the PN, it is the FOIC who has the final say. A BLESSING AND A CHALLENGE Adaci acknowledges that he never, in his wildest dreams, thought that he would become the topmost officer of the PN. Aside from the fact that the selection process is intricate, he never expected to become the FOIC because he believes that there are more competent officers aside from him, so his chance of getting the position that he considers the peak of his career was so slim. Therefore, being chosen for the position is both a blessing and a challenge for him. Being FOIC is a blessing for him because leading a 24,000-strong organization is a very rare chance. On the other hand, it is a challenge because he needs to live up to the role of top officer in command of the PN. The task and position are overwhelming for Adaci because he only used to lead units on a smaller scale. “With my appointment as the FOIC PN, suddenly I’m on top of the organization, leading thousandsof people and looking after their welfare, and implementing various policies and programs of the Navy,” he says, referring to the most challenging role he has played so far in his professional career. Leading the PN, Adaci says, is challenging because, beyond overseeing the well-being of 24,000 individuals, his responsibilities extend to shaping and implementing policies, steering the Navy’s modernization initiatives, and fostering the development of bases to advance the Philippines’ maritime interests. “After all, we are a maritime nation. There is a need for Filipinos to realize that we need a strong navy because we are a maritime nation of more than 7,000 islands,” he emphasizes. The PN’s 40th FOIC admits that what makes his task more challenging is the fact that he can’t help but observe the noticeable gap between the PN and other countries’ navies. While other navies occupy the upper categories owing to their modern equipment, ships, and mindsets, the PN is somewhere below, trying to catch up with them. However, Adaci is very optimistic that, given a decade or so, the Philippines can bridge the gap and stand at par with its regional counterparts. He openly admits to LEAGUE that there is a tinge of sadness stemming from the realization that, over the years ,the Philippines has struggled to keep pace with the modernization of neighboring nations. “It’s like a missed opportunity. If only we had kept pace back then. We would even be ahead now, because Filipinos are capable,” he shares. The son of Kiangan, Ifugao remains optimistic despite the challenges. He is confident that something can be done, especially with the full support of the national government. Adaci says that in addition to the new warships that came in the past few years, there are several warships under construction.“So imagine our Philippine Navy two or three years from now when all these brigades, Corvettes, and offshore patrol vessels are in. Imagine this trend that we can project around the region.” “After all, we are a maritime nation. There is a need for Filipinos to realize that we need a strong navy because we are a maritime nation of more than 7,000 islands.” Among other things, Adaci is bent on proceeding with the Navy’s decade-old modernization program. Modernization of naval bases, according to him, is equally "I KNEW THAT MY RESPONSIBILITIES IN THE ORGANIZATION WERE GREAT AND NUMEROUS, BUT I HAD TO LIVE UP TO THE CHALLENGE. THAT DEVELOPED MY STRENGTH AS A NAVAL LEADER." important as modernization of ships, as the Philippines must manifest its sovereignty and presence within its territorial waters. Additionally, the PN leadership is enhancing the management and administration of officers’ and staff members’ specializations, particularly in technical services. These specialized personnel will man the country’s fortified naval bases, where they will safeguard the nation’s maritime interests. Adaci is confident that the dangers that the nation continues to face in the West Philippine Sea will not spread to the eastern shores, particularly in the vicinity of Benham Rise. According to the Philippine Military Academy (PMA) alumnus, safeguarding the country’s territory and national sovereignty should not be confined to coordinating, training, and providing vessels for naval forces. Rather, it should be a collective responsibility of all Filipinos and government agencies. The concept encompasses the Coast Guard, Bureau of Fisheries, Department of Environment and Natural Resources, Philippine Ports Authority, and Maritime Industry Authority, in addition to the military. Ensuring the continued viability of the blue economy, maritime security, and ecological preservation are all dependent on the successful efforts of said agencies.The vice admiral explains that improved cooperation is necessary, particularly in light of the opposition of foreign states to our maritime claims. He emphasizes that strengthening domestic coordination and collaboration as well as exploring potential bilateral and multilateral approaches is required in lieu of unilateral actions. Additionally, he points to cooperation among Southeast Asian nations, regional allies, and international partners as another vital requirement. The desire to show the international community that the member- states of the Association of Southeast Asian Nations (ASEAN) are united in their pursuit of enhancing maritime security through alliances and partnerships was another driving force behind the Philippines’ decision to host the ASEAN Multilateral Naval Exercises in 2023. “AFTER ALL, WE AREA MARITIME NATION. THERE IS A NEED FOR FILIPINOS TO REALIZE THAT WE NEED A STRONG NAVY BECAUSE WE ARE A MARITIME NATION OF MORE THAN 7,000 ISLANDS.” Adaci, who marked his first year at the helm of the PN in January 2024, acknowledges the different challenges as part of the weight of responsibility for overseeing a large organization. Although he sometimes hears negative perceptions about the Navy, he just assures himself that, at the end of the day, he has done his best for the organization. Knowing that he is responsible for the welfare of the Navy and its personnel propels him to take on challenges with dedication and a commitment to the organization’s well- being. The opportunity to serve, Adaci says, is what he loves most about his job, and he is committed to steering the organization even through turbulent waters. For him, the accolades, honors, and awards take a back seat; the chance to contribute to the organization and the country remains paramount. THE GREATEST ACHIEVEMENT Adaci considers becoming a navy officer as one great achievement. He shares that he took a circuitous route before joining the Navy because he first volunteered for the Philippine Air Force (PAF). But fate intervened because the result of the physical examination he underwent revealed a condition that deterred him from becoming part of the PAF. Someone from the Philippine Constabulary (PC) swapped slots with him. “I was having second thoughts about joining the PC then, because, during that time there were questions about the credibility and integrity of the organization.” So when someone from the Navy asked him to again switch slots with him, he grabbed the opportunity. Circuitous as the route he took may have been, Adaci shares that joining the Navy was the best decision he made. The Navy chief says that the support of his family in his journey is one thing he considers as an achievement. Having an uncle who is an engineer made Adaci consider becoming an engineer or an architect, and thus studied in Mapua University. But Adaci also had an uncle who was a PMA graduate and he was the one who greatly influenced the young Adaci to join the academy. Adaci recalls that while he was a young officer, he just focused on his job. Ashe continued to take on more important leadership roles in the organization, he also took a wider look at things. Becoming a one-star general was the turning point of his career. “I knew that my responsibilities in the organization were great and numerous, but I had to live up to the challenge. That developed my strength as a naval leader.” He points to a commodore who helped him prepare for the many tasks that came with being a leader. His parents too who were both educators and his uncles were big influences on his leadership values and philosophies. Adaci calls on the members of PN to remain optimistic and focus on what they are doing and avoid distractions so that they can always do things to promote the greater good of the organization. He has been telling young people who aspire to be officers and reach the success he has had to be sponges, absorbing both the good and bad things and setting things right as they perform their roles. “That principle has served me in good stead. And fortunately for me—and of course again, I was blessed—I was appointed as the chief of the Philippine Navy,” he ends.

< Back Strike as One for Success BY MARIE LAPAY CITY OF BACOOR MAYOR STRIKE B. REVILLA REFLECTS ON HIS THREE DECADES OF PUBLIC SERVICE AND REVEALS THE SIMPLE YET COMPELLING REASON BEHIND HIS EFFORTS AS LOCAL CHIEF EXECUTIVE. If there is one thing that City of Bacoor Mayor Strike Revilla strives to give his constituents, it is quality public service corresponding to the trust that they have placed in their city leaders. “The people put their trust in us to do what needs to be done,” he says, noting in the same breath that “The local government cannot do it alone; we also need their support. The people also need to be involved.” The above has been the guiding principle that shaped Revilla’s leadership for the past three decades. Born Edwin M. Bautista, the mayor is more commonly known by his nickname turned legal name, Strike. His distinctive name stems from a rally on the day of his birth that prevented visitors from reaching the hospital where he was born. Armed with a bachelor’s degree in Management and a master’s in Business Administration, Revilla initially pursued a private life, managing his family’s businesses in Cavite. However, life had other plans for him as the call to serve the public became too strong to ignore. Driven by his desire to ensure representation for the people of Bacoor, Strike was encouraged by his older brother, Senator Ramon "Bong" Revilla Jr., to run for office. And it was a decision that ultimately transformed his life. The local chief executive notes that as he became involved in public service, a veteran public servant became his inspiration in rendering quality public service—his father, former Senator Ramon Revilla Sr. “Gusto niya kasi, aksiyon agad. Kapag nangako ‘yon, sumagot sa iyo ng ‘yes,’ kahit saan kayo mapunta, hindi ka niya iiwanan. (He is proactive. When he promises something, when he says ‘yes,’ he will make good of his promise, regardless of where the circumstances take you.) He has word of honor,” he shares about his father. “I want my constituents to feel the same deep sense of honor and commitment, transcending mere politics. We must stand for the greater good, prioritizing what benefits everyone in our community.” THREE DECADES OF PUBLIC SERVICE The mayor began his public service career in 1995, having been elected as a municipal councilor for Bacoor at age 25. In 1998, he was elected as a provincial board member representing the 1st District of Cavite, serving two terms until 2004. He then became chief of staff of Senator Bong Revilla before being appointed to the Board of Directors of the Philippine Charity Sweepstakes Office by then President Gloria Macapagal Arroyo in 2005. In 2007, Revilla returned to office as mayor of the City of Bacoor. After his third term ended in 2016, he ran and won as congressional representative of the Lone District of Bacoor. He was subsequently elected as Deputy speaker of the House of Representatives. He reclaimed his post as mayor in 2022, securing a decisive victory with a margin of more than 150,000 votes over the other candidate. The mayor attributes his landslide victory to the trust of the people, acknowledging that their confidence in his leadership made it possible. They have seen what he has accomplished and consistently repay him with their confidence whenever he runs for office. He shares that he is not only grateful for this trust but also proactively treasures and uses it to guide his decisions, ensuring that his actions always reflect the people's best interests. “Sinusuklian ko ng sakripisyo para makita nila na nandito ako, hindi yung mayor lang na nakaupo lang dyan. Nag-iisip ako ng paraan para mapagaan ang buhay ng tao. Hindi man ganon kadali… pero kahit papaano, tingin ko, nabibigay naman natin ang kailangan nila. (I sacrifice for my constituents. I don’t want them to see me as a mayor who merely sits behind a desk. I constantly seek out ways to improve their lives and seize opportunities to offer help. It’s not always easy, but I believe we still manage to meet their needs.)” Looking back, Revilla highlights that his journey from legislator to local chief executive has significantly shaped him into a better public servant and leader. From being a councilor at the time when the Local Government Code of 1991 was introduced, to coming back as city mayor, he shares that every day in the office is a learning experience. I’M VERY OPEN. I’M NOT THE TYPE TO TELL PEOPLE WHAT TO DO AND EXPECT THEM TO DO IT EXACTLY HOW I WANT THEM TO. I’M ALWAYS OPEN TO SUGGESTIONS OR COMMENTS AND IF I’M WRONG, THEY CAN ALWAYS TELL ME. STRIKE SA SERBISYO BRAND OF LEADERSHIP Bacoor, a first-class city in Cavite, serves as the province’s primary link to Metro Manila. According to the 2020 census by the Philippine Statistics Authority, the City of Bacoor’s population stands at 664,625 across 73 barangays, ranking among the three most populous cities in the province. Amidst the City of Bacoor’s growing population and burgeoning economy, Revilla prioritizes ensuring that every citizen feels at home. The local chief executive launched the “At Home Ka Dito (You’re At Home Here)” tagline to encapsulate his vision. “I want the people to feel safe in Bacoor, just as they do at home, the safest place in the world,” he explains. True to his word, Revilla’s leadership is known for his "Aksyon Agad" stance, providing immediate response to Bacooreños’ concerns. Meanwhile, the "Strike sa Serbisyo" brand of service has created seemingly small but significant ripples in the city by actively involving the community. This approach ensures that residents not only feel safe but also valued and heard in their hometown. “Ayoko na nung may napapahirapang tao, pero hindi ko kaya mag-isa kaya kailangang alam ng mga tao ang bahaging kailangan nilang gampanan. (I don’t want to give my people a hard time, but I can’t govern alone, that’s why it’s important for the people to be aware of their role in the community.) It’s high time that the people are included in the change process. Actions become easier when done together.” This is the reason behind the STRIKE AS ONE tagline fueling the City of Bacoor’s success. “I am also aware of the importance of providing tools for people to learn and expand their knowledge,” Revilla also adds. In early 2024, the mayor launched Strike TV, the official TV Channel of Bacooreños. The online platform is used not only to broadcast announcements from the mayor but also projects and programs from various offices of the city government as well as live traffic updates. The local government actively uses social media to promote activities and inform residents, a notable sacrifice for Revilla, who cherishes his private life. Despite this, he prioritizes transparency and communication with the community. To ensure that the city council understands and supports his vision for the city, Revilla conducts weekly meetings to discuss plans and programs. There is also a dedicated Viber group for barangay officials and representatives aside from the monthly consultation meetings. “I’m very open. I’m not the type to tell people what to do and expect them to do it exactly how I want them to. I’m always open to suggestions or comments and if I’m wrong, they can always tell me,” he shares. Involving the people, Revilla shares, is also integral to the disaster preparedness efforts of the city government. The City of Bacoor is a flood-prone area that receives water flowing from Imus and Dasmariñas in Cavite, as well as Muntinlupa and Las Piñas in Metro Manila during heavy rains. To enhance community resilience, individuals applying for a Mayor’s Working Permit are required to complete the Disaster Risk Management Training Seminar conducted by the Bacoor Disaster Risk Reduction and Management Office (BDRRMO). The local government, together with the Bureau of Fire Protection, also constructed the first-ever rescue village in the country, the Strike Fire and Rescue Village. The village serves as the training facility to equip residents—children and adults alike—with basic knowledge and skills in firefighting, emergency medical response, search and rescue, and fire prevention which they can apply in their own homes and schools. Revilla also shares how the city ordinances reflect how he values people’s lives, saying that “I’m very particular when lives are at stake. Even if it’s just one or two individuals, every life is precious. We must develop fool-proof solutions to prevent life-threatening situations from occurring again.” To address the rising number of accidents related to imbibing alcoholic drinks, the city has strictly enforced a curfew for minors from 10 p.m. to 4 a.m. In addition, drinking in public spaces and selling liquor during these hours are prohibited for residents of all ages. Unlike many politicians, the City of Bacoor’s mayor believes in empowering people and preparing them for the future, even beyond his term, even if it means facing potential backlash. “Sometimes, you have to deal with the fear of potentially angering people [because of your actions]. But for me, I haven’t angered anyone thus far. It’s a risk you have to take,” he adds. His initiatives extend beyond free social services and basic life safety training, reflecting his commitment to enhanced police and barangay enforcement. Recognizing that many residents work in Metro Manila, he prioritizes convenient and accessible transportation. Revilla sees the Light Rail Transit (LRT) Line 1 – Cavite Extension as the key solution to this concern. While the project construction is causing heavier traffic and more responsibilities for his team, he notes that it is again one of the sacrifices they have to bear for the future. His office has been actively helping to fast-track the project's completion, recognizing that the LRT is not only a dream for Bacooreños, who wake up at 4 or 5 a.m. to get to work by 7 or 8 a.m., but also for all Caviteños hoping for an easier commute. Revilla is also looking forward to purchasing parcels of land that the local government can use as another source of income. By investing in land, the city government can fund more projects to enhance the services provided to the people. The mayor shared his regret about not acquiring land earlier in his term, as there are fewer available parcels now and prices have significantly increased. However, he remains hopeful as he believes that this investment can create local employment opportunities for residents who are currently working in Metro Manila, thereby boosting Bacoor’s economy and improving the quality of life for its citizens. LOCAL GOVERNMENT SUCCESS Revilla’s efforts have received recognition from the national government. In 2023, the City Government of Bacoor received its seventh consecutive Seal of Good Local Governance (SGLG) award from the Department of the Interior and Local Government (DILG). The award, which is a recognition of the local government’s excellence and good governance, is given by DILG as a symbol of effective and efficient delivery of public services. The City of Bacoor stands out as the sole recipient of this recognition in the entire province of Cavite, beginning with the Seal of Good Housekeeping during the tenure of the late DILG Secretary Jesse Robredo. Last December 11, 2023, the City of Bacoor also received the 23rd Gawad KALASAG Seal and Special Awards for Excellence in Disaster Risk Reduction and Management and Humanitarian Assistance from the National Disaster Risk Reduction and Management Council. The annual search aims to recognize significant initiatives in the promotion and advancement of disaster risk reduction and management in the country. Despite the remarkable success of his leadership, Revilla has no intention of pursuing a national position. "I have no plans of running even for a provincial position. I don’t want such. I will end my career in Bacoor. I have done my part for 29 years, that’s a long time. Of course, I need time for myself and my family,” he declares. Through his tireless efforts and unwavering commitment to service, Revilla has made an indelible mark in the city, ensuring its continued progress and making people remember the Strike Revilla brand of leadership for years to come. “Gusto ko lang namang makapagbigay ng maayos na serbisyo sa ating mga kababayan. (I simply want to extend quality public service to the people.) In everything that I do, I always think about what’s best for the people. I base my decisions on the best interests of my constituents,” he ends. I SIMPLY WANT TO EXTEND QUALITY PUBLIC SERVICE TO THE PEOPLE. IN EVERYTHING THAT I DO, I ALWAYS THINK ABOUT WHAT’S BEST FOR THE PEOPLE. I BASE MY DECISIONS ON THE BEST INTERESTS OF MY CONSTITUENTS.

df4245f3-258f-45f6-9622-ed207f81fdf6 <Back REP. RUFFY BIAZON Muntinlupa Rep. Ruffy Biazon shares how good and sound leadership begins with understanding the everyday plight of the typical Filipino BY MARIDOL RANOA-BISMARK PHOTOGRAPHY BY RENJIE TOLENTINO Most of his colleagues would take their chauffeur-driven cars every day to go to work. Most of them think nothing of taking the courtesy lane for VIPs at the airport upon arriving from an overseas trip. But not Muntinlupa Rep. Rozzano Rufino “Ruffy” Biazon. The three-term legislator takes the MRT at peak hours. He knows how it feels to have a sea of commuters pushing him forward, while he’s standing right next to the door. He takes the P2P bus, rides the jeepney, and walks if he wants to. That’s because he wants to check out the state of public transportation and experience everything a regular commuter does. “That’s what we’re supposed to do as a policymaker,” the 49-year-old congressman explains. “It enables us to double check what government officials say they’re doing. I understand that sometimes, they paint a positive picture of the reality. But they can’t fool us.” Again, unlike some of his colleagues, Biazon politely declines to head straight to the airport courtesy lane and lines up just like us ordinary citizens. As usual, he wants to know if returning passengers encounter problems on their way to the carousel, immigration, and other areas at the airport. Again, unlike some of his colleagues, Biazon politely declines to head straight to the airport courtesy lane and lines up just like us ordinary citizens. As usual, he wants to know if returning passengers encounter problems on their way to the carousel, immigration, and other areas at the airport. ON THE JOB This on-the-ground style is something he learned from his father, former senator Rodolfo Biazon. The four-star general shunned special treatment and preferred to mingle with his men when he was still in active military service. His congressman-son proves he’s a chip off the old block by talking to his constituents, even if he has to turn down an offer from the men to join them for a few rounds of beer.\ Biazon apologizes and says he’s on duty. It has come to a point where the men have stopped offering him drinks because they know their representative will say no. They also know Biazon will gently urge them to take care of their liver and save the money for their children’s school needs instead. Click here to read full article for free

Uy believes that the government’s role in ending poverty is to provide an environment that allows people to break the cycle themselves—to be self-reliant, not governmentdependent. < Back A Mission Fulfilled Uy believes that the government’s role in ending poverty is to provide an environment that allows people to break the cycle themselves—to be self-reliant, not governmentdependent. By Camille F. Cabal PHOTOGRAPHY BY ROMEO S. PERALTA, JR. For someone who came from Manila, visiting Dipolog City in Zamboanga del Norte felt almost foreign. Dipolog boasts of developments and technologies that are rarely observed in other cities in the Philippines. And the man behind the success of Dipolog is the calm and quiet Mayor Darel Dexter Uy. CHALLENGING THE UNKNOWN Uy was born in Manila, where he graduated with a Bachelor of Science in Interior Design at De La Salle College of Saint Benilde (DLSCSB). His Dipolog-based parents made Uy and his siblings go home to the city so they could look after the brood while working. After graduation, he was eventually trained in the family’s corporate businesses in several industries—hardware, petrol, and agriculture. Working as a businessman for years, Uy knew that he was meant for bigger things. He felt the need to explore other cultures and so he tried working abroad. “I wanted to experience working outside our family business. Wala pang (I was just there for less than) one year, learning experience lang talaga sa (just learning from the) supermarket business of my friend,” Uy says of his brief working experience in the United States (US). Despite concentrating on the world of business for years, Uy claims he is not clueless when it comes to the world of politics. I wanted to improve our city, to develop more infrastructure projects and improve the services of the city government. Eventually, Uy had to face what he was destined to be, as both his parents were involved in politics. His father, Roberto, was city mayor from 1998 to 2007, and was succeeded by his mother, Evelyn. As the female chief executive neared the end of her third and last term, he knew that he had to step up. By then, he was ready to continue the 18 years of service that his family had dedicated to the city. He said that his involvement in his parents’ programs exposed him to the Dipolognons and their partymates, who saw that he had the capacity to fill the big shoes of his parents. Uy confesses that it didn’t take much convincing, as aiming for the mayorship was already on his mind since he has a lot of plans for the city. “I want to improve our city, to develop more infrastructure projects, and improve the services of the city government,” Uy shares. READY FOR THE UNEXPECTED Now that the world is recovering from the COVID-19 pandemic, it left everyone with a lesson: to always be ready. When asked about how Dipolog was during the pandemic, Uy reveals that their local government, along with the governors and mayors, had trouble dealing with the unprecedented situation which brought the world to a standstill, as local and national governments around the world scrambled for solutions and coping strategies. However, Dipolog was one step ahead of the rest as they were already equipped with a system that helped them tide the pandemic over. In January 2017, a strong flash flood hit Southern Philippines, which caused almost 7,000 people to evacuate from their homes and resulted in the death of seven people. Dipolog was one of the cities that experienced a month’s worth of rain in just a day. The city’s vulnerability to natural disasters such as typhoons, floods, landslides, and tsunamis drove Uy to establish measures to reduce risks. In 2017, he issued Executive Order (EO) No. 34, providing for the establishment and activation of the Dipolog Emergency Operations Center (EOC) that will operate round-the-clock. All concerns in the local and national government offices are centralized in the command center which, according to Uy, is inspired by the 911 emergency hotline in the US, a centralized hotline for all telecommunication companies. Whenever a Dipolognon needs an ambulance, a firefighter, or medical assistance, all they need to do is call the EOC, and the EOC will be the one responsible for dispatching their calls to the needed responders. The EOC is also equipped with surveillance cameras that monitor the incoming and outgoing boats near Dipolog Boulevard, facing the Sulu Sea. The cameras are sharp enough to focus on objects that are 9,000 meters away, which helps the EOC immediately identify if the boat is registered to the city or not. Uy claims they are lucky to have established an organized system of contacting respective responders before the pandemic. But while his work as a mayor in the middle of COVID-19 was more streamlined with the EOC, they continued to develop the system to adapt to the pandemic. The city also established the Incident Command Post (ICP), which is responsible for identifying COVID- 19-positive cases, isolating patients, and distributing relief goods. They converted the city’s sports center and public classrooms into quarantine facilities. For this, Uy expressed his gratitude to the Department of Education (DepEd) for providing them space. Although Uy admits everything was a challenge, the ICP helped in hastening the processes, as time is crucial when dealing with lifeand- death situations. When it comes to testing, Dipolog established an RT-PCR laboratory so that results will come out faster. Uy was glad to have received enough rapid and antigen test kits, which they distributed to all the hospitals in the city. When vaccines became available, Dipolog had a massive campaign on educating the Dipolognons. He encouraged barangay officials to inform the people. Uy himself talked to a lot of people to convince them about the benefits of vaccines. House-to-house and drive-through vaccinations were also rolled out in and out of hospitals. All of these efforts resulted in a 112.54-percent fully vaccinated population rate, which included not only those living in Dipolog City but also people from nearby provinces who benefited from their program. Overall, Dipolog’s pandemic response served as a model for other cities and municipalities. Because of this, Uy’s leadership amidst the pandemic was noticed by the Department of Health (DOH). This made him one of DOH’s “Disiplina Muna” ambassadors in 2020. And in April 2021, the Department of the Interior and Local Government (DILG) recognized Dipolog as the second Most Functional COVID-19 Task Force in Region 9 under the Component City Category. The city also earned the top recognition in Regional Disaster Preparedness under the Component City Category in October 2022. FAMILY-FRIENDLY CITY A week before LEAGUE visited Dipolog to meet Uy, the mayor was in Thailand to receive an award from the Zuellig Family Foundation (ZFF), a non-government organization (NGO) that focuses on improving the health of Filipinos in rural communities by introducing programs to local health leaders. “I received an award from the Bill & Melinda Gates Institute as the Philippines’ champion for Adolescent and Youth Sexual Reproductive Health (ASRH) under The Challenge Initiative,” Uy proudly shares. In 2020, ZFF started The Challenge Initiative (TCI) program in partnership with the Bill & Melinda Gates Institute for Population and Reproductive Health (GI). Its goal is to reduce teenage pregnancies by bringing the family planning program to communities. Dipolog City is one of its pilot cities together with Puerto Princesa and Cagayan de Oro. It will soon be introduced to more cities in collaboration with the Commission on Population and Development (PopCom). In the Leadership Circle for Mayors for the TCI program in Makati City, held in October 2022, Uy received a commendation for his efforts in the significant decrease of teenage pregnancy in Dipolog since 2018. From 548, recorded teenage pregnancies in the city went down to 171 in 2022. Uy committed to all Barangay Health Stations and Teen Centers to be child-friendly, at the same time, reactivated all 15 school-based Teen Centers. In the same program, Uy encouraged all city and community leaders to engage the youth in various health activities. If there’s something other cities can emulate from Dipolog, Uy says it’s their child-friendly programs. “You know, it’s really also important, especially with the growing population. Hindi natin puwedeng hayaan na dumami nang dumami ‘yung mga teenage mom kasi of course problema rin ng lahat ng LGU ‘yun, especially the national government, kaya (We can’t just ignore the growing number of teenage moms because it’s a problem for both the LGU and national government so) we really have to look into [resolving] that.” PRO-POOR DEVELOPMENT Uy claims that Dipolog is considered the fastest-growing economy in Western Mindanao. “For more than five years, Dipolog was named Overall Most Competitive City in Region 9, and in 2021 we ranked number 17 nationwide in terms of Economic Dynamism.” Despite all of these recognitions, Uy acknowledges that the local government still needs to exert more effort in reducing the number of Dipolognons who are experiencing poverty. While continuously developing the city, Uy ensures that progress does not mean neglecting the welfare of the economically challenged residents. In fact, when Uy started developing the river park during his first term, families who will be affected by the renovation were properly relocated. The river park was also created not just to become a public recreational ground; it was also created for river control and for the protection of those residing beside the river. Uy also sees the project as an opportunity to boost the livelihood of the residents. The housing project will be given to residents for free. While the families fully hold the ownership of the properties, the local government keeps the title to prevent the families from selling the units and going back to their old situation of becoming illegal settlers. While the local government does its part in helping its poor communities, Uy believes that solving poverty is a two-way effort. He calls on all Dipolognons to unite and work with the local government in making Dipolog a better city. “The belief that the government alone can solve poverty is a misplaced one. Our mission as a local government is to provide an enabling environment that will continually improve the quality of life of the people. It is the people themselves who will break the ties of poverty. The role of government as an enabler is to provide the opportunities for inclusive development, and we provide the means to help everyone that helps themselves,” Uy emphasizes. When asked about his last term, Uy was confident that by that time, he has done his best to give Dipolognons an ideal life. “On June 30, 2025, to be exact, that is the day that I will end my [final] term as mayor of Dipolog. And that is also the day that I can tell myself and God that I have done my best as a leader and as a servant. And that I have done my very best to fulfill the mandate and duty given to me for nine years,” Uy says. “The belief that the government alone can solve poverty is a misplaced one. Our mission as a local government is to provide an enabling environment that will continually improve the quality of life of the people. It is the people themselves who will break the ties of poverty.”

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< Back NEW BANGSAMORO LEADERS SWORN IN, MACACUA TAKES OATH AS CHIEF MINISTER BY TEODORA MARTINEZ THE BANGSAMORO AUTONOMOUS REGION IN MUSLIM MINDANAO SWORE IN NEW LEADERS ON MARCH 15, 2025, WITH ABDULRAOF MACACUA AS INTERIM CHIEF MINISTER, FOCUSING ON KEY LEGISLATION BEFORE THE OCTOBER 2025 ELECTIONS. The Bangsamoro Transition Authority (BTA) Parliament has entered a new phase in its leadership with the oath-taking of its members last March 15, 2025 held in Manila. This event saw the appointment of Abdulraof Macacua as interim chief minister, along with 58 reappointed and 19 newly inducted members. In attendance during the ceremonies was President Bongbong Marcos Jr. who also welcomed the new leaders. Despite these additions, three seats remain vacant, awaiting appointees. With only seven months before the region holds its f irst parliamentary elections on October 13, 2025, the newly sworn-in officials are expected to maximize their time in office by addressing key legislative priorities. The elections were originally set for May 12, 2025, along with the midterm elections. Macacua, who previously served as senior minister of BARMM, took over from Ahod Balawag Ebrahim, the chair of the Moro Islamic Liberation Front, who had led the region since its establishment in 2019. During his first address as chief minister, Macacua assured the public that while the current ministerial structure would remain, efforts would be made to ensure that governance remains active and effective. One of the main legislative priorities under Macacua’s leadership is the Bangsamoro Revenue Code, which aims to strengthen the region’s financial independence. This law is considered a crucial component of BARMM’s governance framework, as it will enable the region to generate and manage its own revenues. He emphasized the importance of finalizing this measure when the Bangsamoro Parliament convenes for its 4th Regular Session this April. Since its formation, the Bangsamoro Parliament has successfully enacted 72 acts. As Macacua steps into his leadership role, he is responsible for ensuring a smooth transition, maintaining governance stability, and strengthening the foundations for long-term self-rule. The coming months will be critical in determining the success of the Bangsamoro government’s legislative and governance reforms, as expectations remain high for effective decision-making and policy implementation. With the upcoming October 2025 elections, a significant milestone will see through the region’s political landscape as it marks the first time Bangsamoro leaders will be elected through a parliamentary system that will reinforce the BARMM’s autonomy under the Bangsamoro Organic Law.

< Back Small City, Big Dreams BY HELEN HERNANE-PALAPAG MAYOR NACIONAL “NIKKO” MERCADO IS NOT AFRAID TO REACH FOR THE STARS AS HE STRIVES TO ACHIEVE GLOBAL GOALS IN THE CITY OF MAASIN. More than half of the world’s population currently lives in cities. With the increasing trend, the figure is expected to reach up to 70 percent by 2050. In other words, seven out of 10 people will be living in cities in the near future. This high population density will further strain cities that are already facing significant problems such as traffic, pollution, environmental degradation, and widening inequality in terms of accessing opportunities (education and jobs) and adequate living environments. Cities all over the world are bearing the brunt of the repercussions of centuries of collective global missteps; especially vulnerable are those in developing countries such as the Philippines wherein an average of 16 percent of city populations are living in poverty. 𝐂𝐋𝐈𝐌𝐀𝐓𝐄 𝐂𝐇𝐀𝐍𝐆𝐄 𝐂𝐎𝐍𝐒𝐄𝐐𝐔𝐄𝐍𝐂𝐄𝐒 On December 14, 2021, Typhoon Odette entered the Philippine Area of Responsibility (PAR). In preparation for the incoming storm, the local government of the City of Maasin led by Mayor Nacional “Nikko” Mercado ordered the preemptive evacuation of citizens; pre-positioned search and rescue (SAR) and emergency response vehicles and equipment; canceled sea trips; activated Philippine Red Cross (PRC) volunteers on top of emergency response teams, and much more. The Armed Forces of the Philippines (AFP) and Philippine National Police (PNP) were also on standby for possible deployment. Unfortunately, the super typhoon—which, at its peak, was classified as a Category 4 tropical cyclone—was stronger than any preparative measure. Typhoon Odette wreaked havoc in the areas it passed over, including the City of Maasin. By the end, it had completely destroyed almost 7,000 houses and partially damaged 14,000. The local government counted 139 injuries and one fatality; fortunately, there were no missing persons. Power and communication lines in the city were cut off. There was widespread shortage of food and clean, potable water. Afterwards, the office of Civil Defence (OCD) Region 8 conducted a Post Disaster Assestment and ?Needs Analysis (PDANA). In conclusion, the typhoon caused total damage worth over 2 trillion pesos and losses of roughtly Php800 million in the region including Maasin City. "Can you imagine all the years, all the hardships that you endured to improve your city, then all of a sudden, it was wiped out? You have to go back to your drawing board and reassess because a lot of the people had everything taken away. Many lost their houses, their jobs, or their businesses. We’re almost starting from scratch again,” Mercado shares. But there’s no rest for the weary. While they took a beat to gather their bearings after the severe storm ravaged their town, even peeling off the roof of their city hall where they were holed up, the local government soon enough launched into action to help the Maasinhons. After checking in on their families, Mercado and the city government staff rushed to execute the disaster management plans that they’ve frequently discussed. Some of their tasks involved clearing and making sure that all 70 barangays are accessible; checking on the injuries, casualties, and relief supplies; and collaborating with the national government agencies, private sector, and NGOs. Donations poured in, but Mercado laments that aid was mostly funneled toward cities and provinces that are more “popular,” such as Siargao and Cebu. “The typhoon devastated not only our city, but multiple provinces. Help came from the government and private sector. Whatever we receive, we receive, but usually the popular provinces get more help. Sila ‘yung kilala eh (They are the ones people are familiar with). When they say ‘Maasin,’ we’re still relatively unfamiliar. Some don’t even know that we’re part of Southern Leyte,” Mercado reveals. By the time the Christmas season rolled in, many Maasinhons were still homeless. Relief efforts continued, and the town embodied the “Ajonay” spirit—a sense of solidarity, cooperation, volunterism, and understanding that the people of Maasin embody on a daily basis, but more so during times of trouble. When asked about Ajonay, the 41-year-old Mayor quotes American civil rights movement leader Martin Luther King Jr., “The ultimate measure of a man is not where he stands in moments of convenience and comfort, but where he stands at times of challenge and controversy.” Mercado adds that people’s true selves are evident when they face adversity, whether they will retain their good morals even with all of the trials. Maasinhons, he stresses, were there for each other during and after the typhoon, helping their neighbor despite having almost nothing left themselves. Recovery, however, is a long-term objective. The mayor admits that they are still working on getting back to where they were prior to the typhoon. But he shares that their progress is still something to be proud of. “It is neither fast nor slow. Rather, we’re rehabilitating systematically based on the resources we have and what we are provided with by the national government,” Mercado explains. The key to continual progress, he shares, is being transparent to your people. “Show them what is being done, the plans, where we are now, how we are coping, and if we’re on track. I don’t hide anything from them because the people will understand, you just have to communicate, be humble and polite.” He says that crab mentality is often the biggest enemy when it comes to improvement and rehabilitation efforts. But Mercado knows that he has to be patient in explaining the prioritization process—determining which areas are in need of more assistance and focusing resources accordingly. After all, complicating the situation would only plant doubts in people’s heads. Doubts must be avoided at all cost, the mayor stresses, because these are difficult to recover from. Odette further highlighted climate change and how vulnerable our country is to its effects. Mercado noted that the typhoon revealed their need to further strengthen the city’s disaster risk reduction and management system. The mayor shares that their data points out several areas that were at risk of flooding, but the typhoon flooded their entire city. The flood induced by Odette rose way beyond recorded levels. Their city hall, as mentioned, had always been strong enough to face a storm but their roof was blown off. “Apparently, we’re susceptible to everything. Things that never happened before happened, and it could only get worse because of climate change. This is a call for concerted global action—from local governments, such as ours, to the national, private sector, NGOs, and even regular citizens. Small mistakes such as littering could create such a big negative impact [later on]. Babalikan tayo ng basura na ‘yan. Tayo ‘yung magbe-bend down sa Mother Nature (That trash will come back [to destroy us]. We have to bend down to Mother Nature). You can’t tell nature to adjust; you have to be resilient,” Mercado underscores. 𝐆𝐋𝐎𝐁𝐀𝐋 𝐄𝐅𝐅𝐎𝐑𝐓𝐒 Maasin City’s Odette experience is just one example of what cities all over the world are experiencing. Recently, a flash flood in Italy’s Emilia Romagna region killed 14 people. For days, over a hundred reported wildfires have been raging in Quebec, forcing people indoors and resulting in cancellation of events as their air quality reached a very high-risk level. In Thailand’s Southern Chumphon province, thousands of dead fish washed up on a beach because of a plankton bloom occurrence. Without a doubt, something needs to be done and it can’t be achieved by government units working in isolation. Mercado says that government leaders such as himself cannot govern in a vacuum. “It’s all about benchmarking. You cannot just stay in your place and continue what’s always been done. The world is changing very fast; every day new technologies and different approaches are being introduced. You have to think ahead, think outside the box. And you also have to respect the fact that first-world countries are ahead of us and be humble enough to accept that you need to learn from them. They also learn from us, but most of the time, they’re advanced,” Mercado admits. Recently, he was invited to join the United States (US)’ 2023 International Visitor Leadership Program (IVLP). The annual program is defined as a “premier professional exchange program [which] seeks to build mutual understanding between the US and other nations through carefully-designed short-term visits to the US for current and emerging foreign leaders.” According to the US State Department website, program participants are all nominated and selected by the staff of US embassies all over the world. Mercado was the only participant from the Philippines and along with a delegate from Taiwan, they were the only two Asian representatives. Mercado extended his appreciation to US Ambassador to the Philippines MaryKay Carlson who sent him the invitation. This year’s IVLP hosted 22 individuals from 20 different countries and lasted for three weeks. Participants were exposed to different programs in Washington D.C., New Orleans, New Mexico, California, and Massachusetts. Mercado shares that they learned about sustainability efforts, cultural preservation, governance and leadership; best practices on waste and water; and harnessing technology to address and prevent problems. He adds that there are several projects that he would like to replicate and emulate in Maasin, but one major roadblock that he foresees is the mindset of the people. “The disparity between the mindset of the people in first-world countries versus developing countries such as the Philippines is very evident. We have a lot to catch up on. [The US government is] proactive and is already working on sustainable programs, while LGUs here [in the Philippines] are still solving very basic problems—food, housing, job opportunities, education, overpopulation,” he notes. The mayor further stresses the sense of community and patriotism in the US where there are many voluntary efforts starting from the grassroots level that are not reliant on the local government. Collaboration efforts are encouraged regardless of politics and the experts work in unison with the government—pooling resources, knowledge, and skill to achieve a certain objective. He adds, “Here in the Philippines, everything has to start from the government level. Even our non-government organizations (NGOs) and civil society organizations (CSOs) are not strengthened. On every aspect of a town’s improvement, the LGU has to kickstart, hire people, pay consultants, [and] convince experts to help. That’s because politics preempts everything—alliances over a genuine desire to help your community. People just want to complain to the government, but we’re alone in actually solving said issues.” Mercado cites waste segregation, traffic management, and smoking as some issues where policies have to be efficiently implemented. He laments how difficult it is to enforce rules in the Philippines, while in first-world countries, their governments can confidently put sustainable programs in place because they trust that their citizens will abide by the laws without the need for intimidation tactics. The US, however, is not perfect, he clarifies. They still have their own set of issues that they’re struggling to address, such as mental health issues, homelessness, and drug addiction. Mercado says that our country’s local governments also have their own strengths. But it never hurts to be exposed to international solutions to further improve local approaches. Even before partaking in the IVLP, Mercado was always keen to lead his town with a global perspective. In 2015, the United Nations (UN) formulated the Sustainable Development Goals (SDGs). The UN’s 193 member states aim to fulfill these 17 goals addressing expansive problems that our world is facing by 2030. Even for advanced nations, fulfilling the SDGs is a massive undertaking. A booklet on these worldwide objectives is the last thing you expect to see in the hands of the mayor of a fourth-class city in a developing nation. But this is exactly what greeted LEAGUE upon meeting Mercado in his office. As it turns out, the SDGs are also painted on the city hall’s walls, visible to the passing public. “These SDGs guide me when it comes to creating programs and leading the city,” he says. Mercado, it seems, is undaunted by these 17 goals—and the 169 targets they include. If anything, he considers them less as a Mt. Everest of governance, and more of a North Star that provides clarity. Working quietly in his town in the Province of Southern Leyte, his invitation to the IVLP was the validation Mercado needed that confirms he is on the right track. It’s all about benchmarking. You cannot just stay in your place and continue what’s always been done. The world is changing very fast; every day new technologies and different approaches are being introduced. You have to think ahead, think outside the box. 𝐑𝐄𝐂𝐎𝐆𝐍𝐈𝐙𝐀𝐁𝐋𝐄 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 Locally, however, the national government is also aware of the mayor’s efforts. Maasin City has received the Department of the Interior and Local Government (DILG)’s Seal of Good Local Governance (SGLG) Award for four years straight—2017, 2018, 2019, and 2022. There was no assessment for 2020 and 2021 because of the COVID-19 pandemic. “Every year, the DILG adds more parameters to the SGLG. It never gets easier [to achieve the SGLG Award], if anything it gets even more challenging. But that’s okay because the SGLG and the SDGs are great motivations for us to do our best and to evaluate where our performance is lacking,” Mercado shares. Another pressure the local chief executive experiences stems from his family background. His father, Roger Mercado, is the former Department of Public Works and Highways (DPWH) secretary. His mother, Luz Verano Mercado, is the Southern Leyte 1st District congresswoman; while his uncle, Damian Mercado, is the province’s current governor. “[Our family] has to exert more effort to prove that we are working and doing our best. The pressure to deliver on our promises and create positive change is higher. Because there’s zero excuse, people will say: ‘Bakit ka magkukulang? Nandyan naman ang pamilya mo na makatutulong sa ’yo (Why would you fail? Your family’s there to help you).’ We have a deeper sense of responsibility because elected officials come and go. You cannot be complacent.” He adds that the work of a public official never ends. It’s not a 9-to-5 job because people’s lives are in your hands. This is something he continually reminds his staff to motivate them to do their best in their departments. Problems, he adds, are also never-ending. “No matter which LGU you are, even the richest cities in the Philippines, we all face problems. Basta kailangan pakinggan mo ‘yung problema. ‘Wag ka pumikit sa problema, ‘di naman ‘yan mawawala (You have to face the problem head-on. You cannot make the problem disappear by ignoring it). I always push the city hall staff to do their best because in the end, who benefits from it? You can rest, but don’t be lazy. It’s all about balance.” Mercado’s third and last term ends in 2025. Without question, the young leader has made his mark in the City of Maasin with all that he has achieved through the years. True to his ambitious nature, however, he continues to set his sights even higher. “There is a high probability that I will offer myself for a higher position. [Being elected], however, depends on the people. After all, they help me going as a public servant. When you feel tired, you have to remember that there are still marginalized sectors that need your help. There’s always something to be done; [serving] never ends,” Mercado concludes.

< Back COVID-19 Vaccine Jabs Key to the “New Normal” COVID-19 Vaccine Jabs Key to the “New Normal” IATF Special Adviser Dr. Ted Herbosa highlights the efforts towards inoculating the population, ensuring an end to the global pandemic. BY FRAULEIN OLAVARIO PHOTOGRAPHY BY ROMEO PERALTA, JR. Now that the Philippines is under Alert Level 1, can we declare victory against COVID-19? According to the World Health Organization (WHO), 70 percent of the total population—those who are most in need of vaccination—of every country must be vaccinated. In the Philippines, the total number of fully vaccinated individuals according to the Department of Health (DOH) is 63,992,620 or 57 percent of the total population as of March 9, 2022. Although the figure is still far from the target, we can say that we are on the right track. Indeed, the Philippines has come a long way from when the country was first hit by the COVID-19 outbreak in March 2020. On March 15, 2022, two years after Metro Manila was first placed on lockdown to contain the spread of the novel coronavirus in the Philippines, the Department of Health (DOH) said all areas in the country were now at low risk for COVID-19. The country has remained “at very low risk” for another COVID-19 surge, independent monitoring group OCTA Research said, citing global data as of March 18, 2022 confirming that COVID-19 cases decreased by 22 percent to an average of 527 cases daily during that week compared to the week prior. It is no coincidence that the government is now ushering in a “new normal” as vaccinations are in full swing. This, after successive efforts to inoculate millions of Filipinos beginning March 2021. Dr. Teodoro “Ted” Herbosa, Special Adviser of the Philippines’ National Task Force against COVID-19 (NTF), recalled the government’s COVID-19 vaccine plan, wherein a vaccine cluster within the Inter- Agency Task Force for the Management of Emerging Infectious Diseases (IATF)-NTF was established, alongside the response cluster headed by the DOH, and the recovery cluster led by the National Economic and Development Authority (NEDA). The COVID-19 vaccine cluster aimed to administer “safe, equitable, and cost-effective immunization of 60 to 75 percent of Filipinos and ensure economic recovery and normalcy of people’s lives.” “When we started the vaccinations last year, Secretary [Carlito] Galvez [Jr.] made me part of the vaccine cluster, which is under Undersecretary Myrna Cabotaje of the Department of Health, and of course, headed by the Deputy Chief Implementer Secretary Vince Dizon. So, I am in effect Sec. Galvez’s adviser on the programs for improving vaccination,” Herbosa explains. “I also linked him up with the Philippine Medical Association (PMA), particularly my colleague doctors that wanted to volunteer and help expand the vaccination program. In fact, the idea of National Vaccination Days (NVD), ‘Bayanihan Bakunahan’ came from the PMA. So, that was through a meeting I brokered,” he continues, referring to the massive vaccination drive to increase vaccine coverage that was first held on November 29 to December 1 last year. “I am optimistic that the number of cases will continue to go down, but I am cautious because I know that anytime, there could be another outbreak especially since people are flocking to political rallies,” he warns. The NVD had four more rounds, with the latest phase held in March 2022 and aimed at inoculating those aged 12 and above in all regions. “Now, we do it on a monthly basis. We had one in December and then another one in February, and then just recently, National Vaccination Days Part IV. So, that’s my contribution,” Herbosa explains. The gargantuan task was not without challenges. While close to 64 million individuals in the country are fully vaccinated against COVID-19, only over 10.6 million have completed their booster shots, according to the National COVID-19 Vaccination Dashboard data as of March 9, 2022. “It is fulfilling because it seems our woes will soon be over, as vaccines are really the way to get out of the pandemic. As we have vaccinated 64 million Filipinos, we are now at Alert Level 1. The vaccination program is indeed very effective, but there is much more to be done. We still need to vaccinate 77 million by the end of March. The administration of booster shoots is quite slow, as only 10.5 million have had their booster shots. If you think about it, 32 million should have had their booster shots. How come there’s much less?” Herbosa remarks. Health Undersecretary Myrna Cabotaje had earlier explained that most fully immunized individuals do not see the urgency of getting a booster dose. Herbosa attributes the vaccine hesitancy to disinformation: “Number one, people are not properly informed and believe in rumors that vaccines have complications,and are thus afraid of getting a third dose. Some think that two doses would suffice, not knowing that in three to six months, the chances of getting infected rises. We need a better information drive to convince people to get their third doses.” The NTF thus continues to strive to find ways to achieve its goal of inoculating 90 million Filipinos by the first half of 2022, after hitting the initial target of 54 million fully vaccinated Filipinos in January. On the national level, strategies are formed and cascaded from the National Vaccine Operations Center headquarters in the Philippine International Convention Center (PICC) to local government units in regular online meetings. Herbosa’s team conducts Coordinated Operations to Defeat the Epidemic or “CODE” team visits to different regions of the Philippines to check on the local government units’ vaccination programs and how they can help the LGUs that administer the vaccines. Meanwhile, their strategic communications team comes up with measures to create demand for the vaccines. Among the measures that have proven effective is making the vaccines more accessible, such as “Resbakuna sa mga Botika”, where select drugstores and private clinics, like Healthway and Qualimed, served as additional vaccination sites to expand the mass vaccination drive and address the shortage of vaccinators. Private doctors have pitched in, too, as they have volunteered their services for vaccine administration. The Metro Manila Development Authority (MMDA) and DOH recently set up a vaccination site at Plaza Miranda in Quiapo, Manila, which is operational every Friday. Other measures include putting up vaccination sites in malls and extending vaccination hours after office hours, such as Quezon City and Davao City’s “Bakuna Nights” to immunize workers whose only free time is in the evening. Quezon City has also opened its online COVID-19 vaccine registration for businesses and companies in the city with 100 or more employees classified under A1, A2, A3 and A4 priority groups. Moreover, not a few local firms, including major corporations across the country, have committed to vaccinating their employees for free with AstraZeneca, Moderna, and other vaccines. “The other strategy they’ve done is in some businesses, such as those in export processing zones, the LGU and DOH actually go to the workplaces and administer vaccines there. This addresses the concern of employees who would otherwise have to miss work and thus incur salary deductions,” Herbosa says. “But if you bring the vaccines to them, it is more convenient as the managers facilitate things. There’s no loss of work, no loss of income on the part of the workers. That’s what we do to inoculate factory workers,” he adds. So, are we winning the fight against COVID-19? Herbosa is “cautiously optimistic.” A look at our Asian neighbors suggests that the Philippines is taking strides, as South Korea, Vietnam, Hong Kong, Malaysia, Singapore and Brunei are experiencing high growth of cases. Meanwhile, China on March 20 imposed stay-athome orders as it battles its biggest COVID-19 outbreak in two years. This, after the Omicron strain has broken through its defenses, putting about 4.5 million people in Jilin City under lockdown. “What’s really scary is South Korea because South Korea just finished an electoral campaign. They just elected a new president with a very active political campaigning, which is where we are now. So, will this be the case for the Philippines after May? That was also that case with the Delta variant from India. The Delta variant spread during election season, and this spread to other parts of the world, including the Philippines,” Herbosa cautions. “I am optimistic that the number of cases will continue to go down, but I am cautious because I know that anytime, there could be another outbreak especially since people are flocking to political rallies,” he warns. However, Herbosa draws positives from the consistent significant decline in COVID-19 cases, the availability of vaccines, and the learnings since 2020: “In March of 2020, we knew nothing about the disease and how to treat it, and seven doctors died in the first month in February. So, everybody was scared. Now we have vaccines, so all doctors and nurses are vaccinated. We beat the Omicron variant. No nurse or doctor had to be hospitalized. Those who caught the virus just had to stay at home, so hospitals were not congested even if we had 39,000 cases a day.” The availability of medicines and treatment, such as molnupiravir, paxlovid, high-flow nasal cannula, remdesivir, tocilizumab, also make a huge difference. Talks about transitioning to endemic response are now on the table. “In fact, the WHO has said that it seems we could consider the virus as endemic; it seems the pandemic is coming to an end. It’s just like the Spanish influenza. We still have influenza but we are no longer that scared. Other countries such as Denmark, UK, and Singapore have taken this direction, living with the virus,)” Herbosa says. As the Filipinos learn to live with COVID-19, Herbosa reiterates that some things will remain: face masks and vaccines. “Whatever the status ‘yan, even if cases go down to zero, I will still mask up, I will still get vaccinated. I will tell my patients to get vaccinated so that they will be protected. Those two are our biggest protection,” Herbosa emphasizes. “To me, let’s value the two: knowledge through education that will keep you healthy and keep you earning; and our health because if you are healthy, you can continue to work, you can continue to be a father, a mother, a son, a daughter. You will survive,” he says.

< Back Taking Care Of Business BY EDWIN ALLAN C. DIAZ GO NEGOSYO FOUNDER JOSE MA. “JOEY” CONCEPCION III’S ENTREPRENEURIAL MINDSET IS THE SOLUTION
TO A FINANCIALLY RECOVERING NATION. Jose Ma. “Joey” Concepcion III promises the full support of the government and private sector for businesses—specifically micro, vsmall, and medium enterprises (MSMEs)— because the whole country will benefit from it. As the founder of Go Negosyoand the Sector Lead for Jobs and MSMEs, he encourages capable people to go into business because the private sector and government will support them. MSMEs comprise 99 percent of the business sector, says Concepcion who dubs them ‘survival entrepreneurs.’ He adds, “They’re there because they’re trying to make a living; we can see that the level of income is not as high.” According to the Philippine Statistics Authority (PSA), 1.08 million businesses operated in 2021. MSMEs comprise 99.5 percent of the total enterprises in the country, which generated more than 8.57 million jobs for that year. Employment is needed for the economy to survive and recover, especially in times of crisis like the COVID-19 pandemic. MSMEs also contribute to “25 percent of the country’s total export revenue,” says the Department of Trade and Industry (DTI). It estimates that 60 percent of all Philippine exporters are from MSMEs, who are usually subcontractors or supply exports to other companies. “If we can elevate their negosyos (small businesses), then we will elevate their lives,” Concepcion stresses. AN INHERITED TRAIT He was born on June 23, 1958, to Jose “Joecon” Concepcion, Jr. and Maria Victoria Lopez Araneta. His love for people stems from his father, who served in the Pasay City government before their family transferred to Makati City. “He started the Pasay City Citizens League for Good Government. He was very active when it came to relief [operations]—typhoons, floods, and fire in Pasay. [The last of which] was so frequent,” says Concepcion. They lived in a compound with his uncle Raul “Ronnie” Concepcion, Joecon’s twin brother. As a result, Joey became close with his cousins, the Hechanovas, growing up. “A simple house. Normally our house gets flooded 50 percent of the year. That’s how Pasay City was at that time,” he explains. Joecon was the president and chief operating officer (PCOO) of Republic Flour Mills (RFM) Corporation from 1965 to 1986. A pioneer in the flour milling industry, RFM diversified into poultry, animal feed milling, meat processing, and livestock after acquiring Swift Foods, Inc. Now it’s one of the biggest food and beverage companies in the Philippines, managing consumer brands that have become household names. But no other set of names mattered more than the nation’s future leaders. GUARDING THE NATION Joecon and Mariano Quesada founded the National Citizens’ Movement for Free Elections (NAMFREL) in October 1983. Following the assassination of Benigno “Ninoy” Aquino, Jr. in September, Joecon gathered 20 concerned citizens in Quesada’s home—businessmen, church leaders, housewives, and students—to discuss the rising political turmoil in the country. NAMFREL is the pioneer in election monitoring in the Philippines, committing to clean and honest elections. The Commission on Elections (COMELEC) granted it official observer status after releasing its unofficial, untampered count of the 1984 legislative elections. Since then, it has been accredited to conduct Operation Quick Count in 21 electoral exercises. During the 1986 snap election, over 500,000 NAMFREL volunteers gave their time and energy—some sacrificing their lives—to ensure the sanctity of the ballots. “It was the biggest movement that he did, which galvanized the entire nation to really guard the ballots and have clean and honest elections,” Concepcion recalls fondly. IN THE BUSINESS OF CHANGE If NAMFREL was his father’s most significant contribution to society, it’s Go Negosyo for Concepcion, citing Joecon as his inspiration for starting it. Go Negosyo is a non-stock, non-profit organization of the Philippine Center for Entrepreneurship (PCE) that shapes competitive Filipino entrepreneurs. It brings all key stakeholders and enablers together, partnering with some of the biggest companies in the country to make Filipino enterprises more viable. Its project, 3M on Wheels or 3MOW (the 3Ms representing the three entrepreneurial goals: Mentorship, Money, and Market), changes the mindset and attitude of Filipinos through entrepreneurship mentoring. This in turn uplifts the lives of their fellow countrymen. Initially called Mentor Me On Wheels, 3MOW rolls all over the country in partnership with the DTI and the Department of Agriculture (DA). Held every month, Joey says it has been focused on equipping entrepreneurs with the necessary business skills through face-to-face coaching sessions. “Almost every two, three weeks, we have this [event] in different malls: Robinsons, Ayala, etc. Why do it there? Because all of the entrepreneurs are there—and a lot of the MSMEs are also there so it’s accessible,” Concepcion explains. CREATING RADICAL TRANSFORMATIONS
For the past eight years, Go Negosyo has worked with entrepreneurs to make sure their businesses are feasible. Once this happens, they’ll have access to additional funds and the market, with the potential to corner it. With close to 700 mentors, 3MOW is the organization’s biggest success, and it’s not limited to the Philippines. Go Negosyo launched the Association of Southeast Asian Nations (ASEAN) Mentorship for Entrepreneurs Network (AMEN) in 2017. Managed by the Japanese government through the Japan- ASEAN Integration Fund (JAIF), the AMEN has adopted what Go Negosyo practices with 3MOW. Concepcion claims that in Go Negosyo, their events are always uplifting and inviting. “In most of our events, everything is positive. We don’t talk about negative things. We frown upon people saying it’s the end of the Philippines; we avoid all these ‘political intramurals.’” He knows it well, having served as the presidential adviser for entrepreneurship for former Presidents Gloria Macapagal Arroyo (PGMA) and Rodrigo Roa Duterte (PRRD). Now he’s the sector lead for jobs in President Ferdinand “Bongbong” Marcos, Jr.’s (PBBM) Private Sector Advisory Council (PSAC). Concepcion says that MSMEs are the key to unlocking a more comfortable life for Filipinos. “So if you have the MSMEs, they have more money to hire people. Then these people have the ability to spend with their salaries so it goes back to the economy. Everybody benefits from a growing economy.” MSMEs contribute 62 percent of jobs in the Philippines, Concepcion adds, which can generate 20 to 30 percent more jobs in two to three years. That is if the government prioritizes increasing and scaling them up. “So if MSMEs grow—micro becomes small, small becomes medium, and medium becomes large—they will employ more people. That’s the strategy,” Concepcion explains. MSMES IN GOOD HANDS Fortunately, MSMEs are the priority of the current administration which ensures its revival. During Go Negosyo’s MSME Summit 2022, Marcos promised that the government will work with stakeholders to protect and provide opportunities for MSMEs. This will help it recover from the COVID-19 pandemic and grow and thrive in this modern age. The government is doing everything in its power for MSMEs because it acknowledges its crucial role in economic regeneration, job creation, and poverty reduction. Concepcion notes that the Philippines is not yet on track for jobs because they’re created overseas. “As one of the largest suppliers of maritime workers, construction workers, and nurses,” he says other nations will have a problem if the Philippines stops supplying manpower. “But in our own country, we have to create enough jobs for people so that everybody will have enough money to live and spend—contributing to economic growth. Once again, the cycle continues.” One proposal is a “ladderized” program for nurses, which the University of the Philippines Manila (UPM) already implements. Upon course completion, and with enough experience, midwives who will return to serve the UPM community can study nursing under a two-year scholarship program. The sector lead acknowledges the country’s difficulties should not hinder it from seeking help from big businesses. “If you want the country to be prosperous, you’re gonna be just prosperous with us: big business. We are basically 1 percent of the entire negosyo community,” he says. The Concepcion clan is “naturally entrepreneurial.” Concepcion belongs to the third generation, composed of “more or less 30 Concepcions” involved in entrepreneurship. Jose Concepcion, Sr., Joey’s paternal grandfather, established Concepcion Industrial Corporation (CIC) after retiring as an accountant in 1962. CIC provides world-class air-conditioning solutions in the Philippines with some of the most esteemed air-conditioning brands. To this day, his cousins and siblings are involved in CIC as members of the board of directors apart from their own entrepreneurial endeavors. Salvador and Maria Victoria Araneta, Joey’s maternal grandparents, founded the Far Eastern Air Transport Incorporated (FEATI) University and the Araneta Institute of Agriculture (now De La Salle Araneta University) in 1946. Salvador established RFM in 1958 after sensing an opportunity to create jobs and establish a domestic mill. Like his father, Joey also saw the opportunity to help others through one of the people who inspired him: PGMA. “She was actually one of those who convinced me that, in a way, I could follow my father’s footsteps,” Concepcion recalls. Joecon stepped down from RFM in 1986 to become DTI secretary under the Corazon Aquino administration. PGMA also worked with him, and would later tap the younger Concepcion to help her administration. “Well, you know, at that time when I started Go Negosyo, that’s the time when PGMA asked me to be her adviser for entrepreneurship,” he recall “So if MSMEs grow—micro becomes small, small becomes medium, and medium becomes large—they will employ more people. That’s the strategy.” UNPREDICTABLE TIMES WON’T WIN The position did come with some difficulties because of the nation’s instability—state of rebellion in 2001, Oakwood Mutiny in 2003, state of national emergency in 2006, and the Ampatuan massacre and Martial Law in Maguindanao both in 2009. “We had a lot of coup d’état during GMA’s time, the transition. But that was normal. There was a lot of pessimism during that period. We just have to push forward, which is very important the way I see it,” he expresses. The Office of the Presidential Adviser for Entrepreneurship was funded and supported by the private sector. Persistent and determined to push forward and put “MSMEs in the forefront of awareness,” Concepcion recalls, the country “eventually went on the right track.” “The more fulfilling thing is helping people create wealth for themselves,” he adds. Never using his position to amass a fortune or garner public influence, Concepcion helped the government for free, even as the adviser. “I’ve proven myself that for 17 years now, no matter how popular, Go Negosyo will never be used for political purposes,” he says. All he wants is to give entrepreneurs their market edge, which has become easier thanks to technology. TECHNOLOGY HELPING OUT MSMES “With digitalization, [starting your own business] is more achievable now. Prior to digitalization, it was a struggle because everything was offline— shopping centers, supermarkets, we control it. But with digitalization, it’s a very democratic platform; you list your product on Shopee, Lazada. You become an influencer, able to promote your own product or service,” Concepcion says. He’s glad that every Filipino can be great. With mentoring from Go Negosyo, anyone can make it big. “If you’ll be able to meet a mentor, that mentor might be able to provide you with the answer to your problem, “he says. With 60 pages worth of mentors on their website from every type of business in the Philippines, learning and earning never stop. 3MOW is not Go Negosyo’s only program. PCE partnered with DTI for Project KAPATID to coach MEs on business operations (Mentor ME), give them access to shared service facilities (Adopt-an-SSF), and link MSEs into the value chains of large companies (Inclusive Business model). When COVID-19 hit, DTI and PCE developed the Kapatid Mentor ME- Money Market Encounter (KMME-MME Online). This 10-module mentorship program propels MSEs to survive and thrive by giving access to the 3Ms. “With digitalization, [starting your own business] is more achievable now. Prior to digitalization, it was a struggle because everything was offline—shopping centers, supermarkets, we control it. But with digitalization, it’s a very democratic platform; you list your product on Shopee, Lazada. You become an influencer, able to promote your own product or service.” THINKING OF EVERYONE Even with all the resources available, a business can still flop. “Putting up a negosyo is not a sure thing. The chance of failure is higher than success, but people try. For those who are existing, it’s a matter of putting in your best effort. It’s a game, a competition, it’s like basketball,” Concepcion stresses. As a former micro-entrepreneur who sold cotton candy at a mall at 18, Concepcion says keeping one’s market share requires being literally the best in the business. “In the end, the consumers benefit because they get the best products and services because of competition.” One thing is for certain: Go Negosyo’s sole objective is to equip entrepreneurs with the necessary skills to thrive and survive. Its all-inclusive advocacy of helping all businesses is its guiding principle. \ “We’re trying to not leave anybody behind,” Concepcion ends.