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

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

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

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

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

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

This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. Your collection is already set up for you with fields and content. Add your own content or import it from a CSV file. Add fields for any type of content you want to display, such as rich text, images, and videos. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. < Back Product Manager Apply Now San Francisco, CA, USA Job Type Full Time About the Role This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. Your collection is already set up for you with fields and content. Add your own content or import it from a CSV file. Add fields for any type of content you want to display, such as rich text, images, and videos. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Requirements This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. About the Company This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. You can create as many collections as you need. Your collection is already set up for you with fields and content. Add your own, or import content from a CSV file. Add fields for any type of content you want to display, such as rich text, images, videos and more. You can also collect and store information from your site visitors using input elements like custom forms and fields. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Preview your site to check that all your elements are displaying content from the right collection fields. Apply Now

< Back Transforming Legazpi into a Green City Legazpi, Albay moves forward with its efforts on green growth and sustainable development BY MAIELLE MONTAYRE PHOTOGRAPHS BY MANUEL GENEROSO At the foothills of the majestic Mayon Volcano, located on the shores of Albay Gulf, right in the heart of the Bicol Peninsula, lies a fastgrowing metropolis. A city that has become almost synonymous to its most popular tourist destination, Legazpi attracts over a million tourists each year who are eager to gaze at the beauty and grandeur of the famous perfectcone volcano. Apart from tourism, the city of Legazpi, as provincial capital of Albay, stands as a growing business and commercial hub in Southern Luzon. Recognized nationwide for its enduring efforts, Legazpi continues to make progressive changes towards sustainable economies and nationwide competitiveness. FROM A HISTORICAL PERSPECTIVELegazpi was originally a barangay called Sawangan, a settlement of fishermen and farmers. The town was under the administration of the Franciscan friars of the Doctrina of Cagsawa. The old village was renamed as Legazpi by Royal Decree dated September 22, 1856, in honor of Miguel Lopez de Legazpi, the Basque-Spanish conquistador and governor who annexed the Philippine Islands to Spain in 1565. On February 1, 1814, the catastrophic eruption of Mt. Mayon caused devastation in Sawangan, burying many towns. The Cagsawa Ruins, a popular tourist attraction today, are all that remains of the town of Cagsawa. Nevertheless, locals continue to settle around the slopes of the volcano despite the threat of recurring eruptions. Legazpi became a city under the Becerra Law of 1892, but reverted to being a municipality during the American occupation. After the Second World War, Legazpi became a city for the second time on July 18, 1948, under Republic Act (RA) No. 306. It was to be dissolved again, returning to its status as a town. Finally, on June 12, 1959, Legazpi became a city again, for the third time, under R.A. No. 2234, and it remains such to this day. The city is also the regional center of the Bicol Region and the capital of the province of Albay. It aims to be one of top five convention destinations in the Philippines for meetings, incentives, conventions, and exhibitions (MICE). In 2016, 91 MICE were held in Legazpi; 140 in 2017; and 87 as of August 2018. The city has the Legazpi City Convention Center with 3,000 seating capacity and the Ibalong Center for Recreation with 5,000 capacity, aside from many convention centers and hotels. The city of Legazpi has garnered many notable awards. In 2007, Legazpi City was named by the Philippine Chamber of Commerce and Industry as one of the most business-friendly cities in Southern Luzon. In 2014, it placed second in the Most Livable Cities Design Challenge by the National Competitiveness Council (NCC) and the AsiaPacific Economic Cooperation. It also received the 2014 Best City Disaster Risk Reduction and Management Council (CDRRMC) under Component/Independent City category; Gawad Kalasag Hall of Famer in 2015; and the Seal of Good Local Governance in 2016. In 2018, Legazpi was awarded first in Overall Competitiveness among component cities by the NCC. At the 6th Regional Competitiveness Summit, Legazpi ranked first in infrastructure among the 145 component cities in the Philippines and second in economic dynamism. The incumbent mayor is Noel E. Rosal, who was re-elected in 2013. He began his career as barangay chairman of Barangay Gogon before serving as city councilor. He initially won as mayor in 2001, completing three consecutive terms thereafter before his re-election. Click here to read full article for free

< Back Toward Student Welfare and International Excellence BY AYNA GONZALES F rom its humble beginnings as the former Quezon City Medical Center (QCMC) in 1971 to its transformation under the Guico family in 1986, World Citi Colleges (WCC) has emerged as a renowned institution in higher education and training across various fields of study such as allied medical professions, tourism, hospitality, business, information technology, and aviation. Under the leadership of current President Raymond Patrick V. Guico, WCC is poised to ascend as a premier higher education institution in Asia, a testament to its leadership's vision and dedication Guico became involved in the education business at a very young age, shaped by his parents’ acquisition of QCMC, former Pangasinan Representative Ramon Naval Guico, and Arlyn Grace V. Guico. Initially not involved in the field of education, the family plunged into managing the institution due to unexpected circumstances, paving the way for young Guico’s early exposure to the family business. “My mother was involved in real estate. She was into buying and selling,” explains Guico. “My parents purchased QCMC property for real estate purposes. The original intention was to buy it and sell it after some time. However, when they acquired the property, the EDSA Revolution occurred. They were forced to manage, adapt, and learn the ropes.” Guico not only inherited his mother’s entrepreneurial drive and can-do spirit but also gained f irst-hand training and hands-on experience by being exposed to the operations from a young age. GUICO ATTRIBUTES WCC’S STEADY GROWTH AND PROGRESS TO THREE FUNDAMENTAL PILLARS: THE RIGHT DIRECTION, THE RIGHT VALUES, AND THE RIGHT PEOPLE. WITH THESE IN PLACE, HE HAS SUCCESSFULLY GUIDED HIS ORGANIZATION TOWARD BECOMING A LEADING INSTITUTION IN HIGHER EDUCATION. “Growing up, we talked about the family business during breakfast, dinner, and whenever we were home. In this room, I was exposed to the business,” he recalls, referring to his office. “My mom would bring me to the office, and she would assign tasks like packing admission kits for our patients. For each kit packed, I would earn Php 5.” Instilled with an entrepreneurial spirit and practical experience, Guico’s journey from assisting his mother in simple tasks to assuming the mantle of president at WCC signifies a transformation that has seen the institution evolve into a prestigious higher education institution with global affiliations and a commitment to excellence. THE THREE PILLARS OF TRANSFORMATION Guico attributes WCC’s steady growth and progress to three fundamental pillars: the right direction, the right values, and the right people. With these in place, he has successfully guided his organization toward becoming a leading institution in higher education. “The first pillar is having the right direction. When we began to think bigger and more internationally, it completely changed the game,” Guico explains. “The second pillar I emphasize is focusing on the right values. Once we established our direction, ensuring our people’s values aligned was crucial. We honed in on a set of values that everyone in our organization should uphold. This was the second most pivotal factor in our journey.” “The third pillar is undoubtedly f inding the right talent. When we have individuals who share our passion, mindset, and determination, significant improvements occur,” he says. Guico’s emphasis on aligning the right talent with WCC’s vision of becoming a top Asian school has been instrumental in the institution’s rapid growth and expansion. To him, being the “right talent” in WCC is characterized by three main attributes. “To be considered the right talent, one must be competent, results-driven, and committed to upholding our institution’s values,” he explains. WCC now offers education from senior high school to post-graduate studies and certificate courses. It has expanded to five campuses located in Antipolo, Quezon City, Guimba-Nueva Ecija, and the WCC Aeronautical and Technological College campuses in Caloocan and Pangasinan. CHAMPIONING A STUDENT-CENTRIC APPROACH Guico has made it his mission to prioritize student welfare and continuously raise the quality of education. “At the end of the day, why are we improving our services? Why do we want to stay relevant in today’s business environment? It’s because once our students graduate, we want their skills to be relevant and attractive to these corporations, whichever they will join,” he proclaims. Guico has instilled the above mindset in every employee, faculty member, partner, and educator, ensuring that even minor details reflect this priority. “Let’s say you’re part of maintenance. The mindset is not ‘Kailangan ko lang ba na ayusin ito? (Do I just have to fix this?)’. It’s more of ‘Kapag hindi ko ‘to inayos, ganito ang mangyayari sa estudyante. (If I don’t fix this, what will happen to the students?),’” Guico explains. “So, it’s a different mindset throughout, and it helped us transform our organization.” It’s not only the student-centric mindset that has led to WCC’s triumphs; Guico’s servant leadership style also plays a crucial role, reflecting his vital and supportive role as president. “I live by the motto ‘Take care of your people, and your people will take care of you and your company,’” Guico shares. “When I talk to my people, I ask them, ‘What do you need? Is there something that I can help you with? Is there something I can support you with?’” My job is to support them. And if you have excellent talent, empower them. Take a step back and just watch the magic happen. And that’s what we’ve been doing.” Guico’s servant leadership style also translates well into WCC’s core values of excellence, diligence, integrity, and Christ-centeredness. Much like his training in school administration and HEI management, this value system f inds its roots in his mother. “It came from my mom. She’s a dedicated Christian, a very prayerful woman. Growing up, we witnessed our fair share of miracles and divine intervention,” he says. “And servant leadership is the type of leadership that my mom has exhibited. “It’s the same for me. I saw it in her life and learned it from my experience running our family business.” Even when it comes to his proudest achievements as WCC President, Guico always puts others before himself and takes pride in the success of his esteemed alumni. “I take great pride in seeing the success stories of our alumni. Just to see, hear, and learn about their success stories, it’s the best feeling in the world,” he happily shares. “To serve and care is a mantra that will make the world a better place. It touches the core and the purpose of why we exist here,” he adds. TOWARD AN INTERNATIONAL HORIZON For Guico, it is not enough that WCC has five campuses in the country; he envisions taking WCC to a global platform, showcasing Filipino excellence internationally. Partnerships with universities in Canada (Centennial College, Conestoga College, Seneca College, British Columbia Institute of Technology), the United States (Rivier University), and Huachiew Chalermprakiet University (HCU) in Thailand, to name a few, have grown WCC’s network and program offerings into first-class global education. This year, WCC has earned prestigious international recognition, being ranked 186 in the World University Ranking for Innovation (WURI) 2024 and Global Top 300 for Innovative Universities, Crisis Management, and Social Responsibility. This is a back-to-back recognition as WCC also reached the 100-200 ranking for the 2023 WURI. WCC Aeronautical and Technological College meanwhile achieved a rewarding milestone as it also earned international recognition, being ranked 1501+ in the Times Higher Education (THE) Impact Rankings 2024. Guico credits these achievements to his people and the campus-wide goal of becoming a top university in Asia. “It’s already part of our DNA. Reaching for higher accreditations and higher levels is already part of the people. There’s a victorious cycle that’s already happening,” he explains. “My people are very much motivated to create that impact, that change in our students’ lives and even our communities, whatever we touch. We want to become a highly reliable, highly sought-after institution where Filipinos can get quality education.” Of course, gaining global partners was never the end goal for WCC’s internationalization efforts; it was always about learning from them and improving their systems to lift the Filipino education system to global standards. “When we partner with these institutions, some are the same size as us, some even much larger, and we learn from them. We are able to benchmark and see what they do. We are able to see their best practices. And not just on the local level but on the international level; this is why we are able to set our direction in a much better fashion,” Guico expounds. With his sights set on further development and higher accreditation, Guico proudly seeks out industry talents to help WCC’s students and faculty become competitive and stay relevant in a fast-paced world. “We’re also getting a lot of good talent from different industries to help us. We’re doing internationalization. I believe that, in that stage, we’ve made our mark in the industry. Improving the quality of education, staying relevant, and ensuring that our students get the best education possible.” GUICO’S EXPANDING ROLES Guico and his team’s efforts and achievements have certainly not gone unnoticed in the local education circle. Recently, he was awarded a Certificate of Commendation as first runner-up for the Internationalization Leadership Award in the Internationalization Champions of Nation-Building and Sustainability (ICON) Awards from the Commission on Higher Education’s (CHED) International Affairs Service. Asked about his feelings about this honor, he once again highlights how global linkages enhance the overall quality of Filipino education. “Internationalization brings a lot of benefits, a lot of benchmarking, and a lot of improvements in the institution. I believe that’s why CHED created this award: to showcase leaders and institutions who are doing it excellently here in the Philippines. It’s a humbling experience for me and means a lot to be recognized. I, for one, just did the work, and to be recognized for it? That’s already a prize. It means a lot to me,” he graciously says. Moreover, Guico’s experiences and knowledge in internationalization have led him to be appointed Special Adviser to CHED Chairman Prospero de Vera. His close involvement with the HEI governing body will allow him to share his insights to help Philippine HEIs achieve higher rankings, global accreditations, and better opportunities. “Internationalization helps us because we are able to talk to other HEIs, collaborate, and share best practices. I’m very grateful for the position given to me. It allows me to help and inspire other HEIs to collaborate,” he says. Guico’s commitments, accomplishments, and plans for the future have solidified his reputation as a leading figure and trailblazer in the Philippine education system. But does he see himself stepping away from the field of education and jumping into public service like the rest of his family? “If I am called for a higher service, one of the requirements is that the people running the show in our family business (i.e., WCC) must have the experience; they can run it without me,” he contemplates. “To give the reins to someone else, I need to make sure that I create that special team of the right individuals to make miracles in our organization. By then, I can say, ‘OK, I’ve done my part in the family business and am ready for a higher service.’” And what is his message to WCC students, alumni, and the community? “For our students, study hard. Learn as much as you can. It’s a time when you can explore and make mistakes. View the school as a large laboratory wherein you can tinker around. Be diligent. Uphold the values of your institution. To the alumni, continue to serve and care. Become salt and light to the people you encounter. And to the people in the organization, I know the work is hard. Ang dami nating ginagawa (We have a lot of work to do), but stay the course. Remember that I am here always to support you, to make things happen,” he concludes.