< Back Beauty that defies odds An entrepeneur shows how private corporations can help and inspire single mothers and women Aiza Diuco, founder and CEO of beauty and wellness company “Age Defying Solutions,” has long recognized the crucial role that women play in society. Women, especially in the Philippines, have been acknowledged as the heart of the family, the nurturer, the encourager, the inspiration. But with so many Filipinas going through hard times and trials, they can easily lose hope and sink into desperation. Seeing how life’s difficulties have become stumbling blocks, Duico established The Glupa Women’s Club in March 2018. A club by “women for women,” it is a venue where “women can help each other rise by sharing their skills and know-how, by mentoring, and volunteering their time to ensure that every woman is given a chance to have a better future.” The Glupa Women’s Club focuses on the needs of single mothers, whom Duico believes to be the most neglected sector in the country. “They face challenges,” she explains. “They need to take on the roles of both mother and father. They have to take care of the kids and provide for them – mentally, emotionally, financially, etc.” Duico can truly identify with this situation, as being a single mom herself, she had experienced the loneliness and the helplessness. She also went through the struggles of juggling motherhood and entrepreneurship. She adds, “So now that I’ve been able to find success in business, I want other women to see and know na kaya din nilang tumayo(they can do it themselves).” Initially, the club was simply one facet of her company’s corporate social responsibility (CSR) efforts. But because of how it could potentially impact the lives of women in the city, she expanded its reach and scope. Partnering with the Department of Trade and Industry (DTI), Technical Education and Skills Development Authority (TESDA), and local government units (LGUs) to host seminars and workshops, the club launched sessions about discovering one’s self, personality development, confidence building, communication skills enhancement, and even practical tips for personal grooming. Duico continues, “I started with these because I discovered that many single moms are victims of abandonment and abuse, and the lingering effects of these issues have to be addressed. You feel broken, your confidence eroded. No one wants to be a single mom. I’m sure all of them dreamed of having the perfect, complete family, but it’s not possible. So, I wanted to address the emotional issues first and hosted the first personality development seminar at Green Sun for them early this year.” After dealing with these issues, Duico is now laying down the foundation for entrepreneurial skills through training programs involving modules that will help the women earn their keep. Some of these livelihood training programs are soap-making and baking, businesses that they can do at home, so that they can be with their family while providing for them. “We started these training programs in Marikina because that’s my home, that’s where I grew up and where my business and plant are located. I want to give back to the community that has been very supportive to me and my company. Charity starts at home di ba?” Duico remarks. “I partnered with the local government of Marikina and reached out to the head of DTI and TESDA in the city. Soon, we will be hosting a class for 100 single moms, focusing on entrepreneurship. Marikina has a list of single moms who are registered so that helps us greatly in contacting them.” But Duico’s efforts at helping women do not stop there. From Marikina, she has had initial talks with the local governments of Quezon City and Cainta to expand the program to these cities, too. Likewise, as part of the club’s “Elevating Womanity campaign,” she has given talks to students of the Philippine Science High School regarding gender sensitivity and gender discrimination, an advocacy which she champions in line with enabling women. On a larger scale, Duico emphasizes, “The Glupa Women’s Club aims to empower and bring women together. My vision is to have different chapters in different regions across the country, serving women even in the far-flung areas. I also want to go global, especially helping OFWs who are single moms. They dream of returning to the country, but for economic reasons, they can’t. So we want to provide them with the skills and opportunities for them to succeed here as well.” For more information and details about joining the club, check out Glupa Women’s Club on Facebook and Instagram.

< Back MAYOR RICHARD GOMEZ From gracing the silverscreen to commanding city hall, Ormoc City Mayor Richard Gomez is finding his place in the limelight and pulling the sleepy city out from economic slumber. BY GODFREY T. DANCEL PHOTOGRAPHY BY RENJIE TOLENTINO There was a time, not too long ago, when the name Richard Icasiano Gomez was synonymous to good acting and excellence in sports. In the past five years, the name is now often mentioned in the same breath as good local governance. Ormoc City Mayor Richard Gomez still exudes the aura of a celebrity and still has the heart of an athlete. But talking to him makes one realize that the erstwhile matinee idol and national athlete has fully transformed into a true public servant. INITIAL SETBACKS Gomez had his first taste of public service in 1998 when he was appointed by President Joseph Estrada as Presidential Adviser on Youth and Sports Development. “I saw that if you really wanted to help people, it would be best to have a government position because then you have all the resources at hand for your programs,” begins the passionate public servant. One of his first i nitiatives was launching the Mamamayan Ayaw sa Droga (MAD), which became an effective and successful anti-drugs program for the youth. Acknowledging the greater potential to help more people, Gomez jumped right into the thick of the Congressional election in 2001 and ran under the partylist system as a nominee of Mamamayan Ayaw sa Droga (MAD) Partylist. “We were number one. However, we were not allowed to take a seat because, at that time, it was contested that we did not belong to the marginalized sector. We said that when it comes to drugs, there is no such thing as marginalized, there’s no rich or poor. Everybody is affected by the problem of drugs. We were disqualified by the Supreme Court, only to find out later that, true enough, you don’t need to be a marginalized sector to be in a party-list system,” Gomez explains. Despite these initial setbacks, Gomez’s spirits were not dampened. In fact, these hurdles only made him more committed to pursue his calling in local governance. “I felt bad because of what happened. Sabi ko I should pursue my dream of helping people, of doing programs for them. So sabi ko baka pwede nang political capital ‘yong pagiging artista ko. So, I ran for the Senate but sadly, I landed at number 24,” says Gomez, who ran as an independent candidate. TURNING POINT The year 2010 proved to be a turning point for Gomez and wife Lucy TorresGomez. Still optimistic despite the initial setback, Gomez again tried to land a Congressional seat, this time as representative of Ormoc. By then, the couple already had a clear vision for the city. “Well, this is the hometown of Lucy and we know for a fact that one day, when we both grow old, we will be moving back to Ormoc. Nakita namin ‘yong political situation at that time. Walang nangyayari (Nothing was happening)...it’s just a drug-laden city. The crime rate was high and the programs were not organized. So that was where the vision began. If in our own capacity we did not do anything, nothing will happen to Ormoc.” The stagnation needed to be reversed, Gomez insists. And he believed that he was the only one who could lead and get Ormoc moving again. Gomez’s political opponents, however, succeeded in having him disqualified for non-residency this time around. With the turn of events, Richard’s spouse, Lucy, was thrust into the political limelight as his substitute candidate. Not one to sulk because of his foiled congressional bid, Gomez played an important role in his wife’s first stint as congresswoman, serving as her chief of staff. In this capacity, he gained first-hand experience that prepared him for local governance. “I saw the challenges that local governments faced. This experience molded me to become an effective mayor.” CITY HALL REBOOTED The dream of the erstwhile showbiz couple working together as a public service power duo was finally realized in 2016, with Gomez clinching the mayoralty and Torres-Gomez winning a fresh congressional term. “When I became mayor, para naming ni-reboot ‘yong buong system ng city hall. Actually malakas ‘yong resistance noong nakita nila ‘yong manner ng pagtatrabaho ko (we were met with resistance when they saw how I worked), ” the mayor reveals. “Pinupuntahan ko sila, pinupukpok ko sila. (I went to them and made sure that they’re doing their jobs.) Sabi ko, ‘You know, working with the government is a choice. Pinili mong magtrabaho sa gobyerno (You chose to work in the government). Therefore, you have to serve the people.’ So every time I talk after the flag ceremony, I always encourage them. I always say, ‘Serve our people well.’ I regularly remind them that we are doing this not just for ourselves but for the people,” he says emphatically. Gomez urges his people to be proactive as he is a firm believer in participative governance. “I work with different people, groups, organizations. I call on them to help me in running the city. It’s always nice to work with different people so that you’ll have new ideas, especially the new generation’s ideas,” he says. He also points out that program implementation has never been smoother, and programs are more effective in general if one is able to understand the situations and take command of the responses. The mayor’s being approachable belies his strictness in implementing rules. “I always lead by example.” Even the minor infringements, he does not dare cross. “For example, when it comes to traffic, kapag sinabi na, ‘One Way, No Entry,’ kahit mayor ako, kahit nagmamadali ako, one way talaga ‘yan. Hindi pwedeng pumasok (If it says ‘One Way, No Entry,’ even if I’m the mayor and I’m rushing, it’s a one-way street. No one can enter). This, everyone in the city knows by heart,” he says matter-of-factly. Gomez also has a very good working relationship with the city council. He has inspired them to go beyond their legislative duties to help him in executive matters. “Whatever committee they’re in, they’re active. They understand that whatever resolution or ordinance they implement, all the problems will still go through them. So this helps them make sure that the job is done well right off the bat. I tell them, ‘You have to help me.’ Kaya ngayon, when it comes to health, sports, culture, even traffic management, they’re very active,” the mayor says. This approach of collaboration and accountability has proven vital in Gomez’s effective leadership. He explains, “It lessens the burden on the mayor. The mayor doesn’t need to carry the weight of solving all the problems. We can work together and find solutions. Tulong-tulong kami dito (We help each other out).” HOLISTIC APPROACH Just as Gomez has implemented political and administrative reforms, so has he given attention to culture, sports, education, and economics. When he became the city’s top leader in 2016, Gomez turned the old city hall—a post-World War II building that had fallen to neglect—into a museum, showcasing the city’s history and culture. One section features World War II artifacts and an audio-visual corner that features documentaries about the city’s history. Another section is dedicated to the works of contemporary Ormocanon artists. The city government also conducted cultural mapping so that, as the mayor says, “Ormocanons will understand our own culture, our heritage, where we come from, and why we are like this as a people.” Important additions to the education curriculum, the Ormoc hymn, and various cultural programs are among the important products that have resulted from this cultural mapping initiative. With his background as an athlete, Gomez knew that sports was a good way to get Ormocanons, especially the young ones, involved in the city government’s activities. Putting his wide network to good use, he was able to get the services of national coaches—among them former Olympians—to train young athletes. “When I first implemented that sports program, coming from zero in the regional games, we came in second place. Then, we won twice as overall champion. We were able to produce national players and won two gold medals at the modern pentathlon in the recent Southeast Asian Games (SEA Games).” The mayor, who also puts a premium on education, recently earned a doctorate in Public Administration from the Cebu Technological University. “I work closely with the DepEd, and they seem happy with our current programs,” he reveals. “I told them, ‘You really have to push and promote your program because the city has a budget they can utilize.’ All the people who ask for support for their programs—whether education-related or not—I hardly refuse. It’s important to support these initiatives because if you see that they’re excited, you know that they’re very motivated and will deliver good results.” With regards to business, the city government has taken advantage of modern technology to speed up business permit processing as well as to automate payments and other transactions. Currently, Ormoc is in the process of earning a citation from the Office of the Ombudsman for being a business-friendly city. With this, the city is setting itself up to become an ideal place for major investments. The entry of various businesses has meant improved employment opportunities for Ormocanons. The strategy is quite simple: in exchange for hassle-free business transactions, investors are encouraged to source at least 70% of their workforce from Ormoc. “We make business easy for them, while providing opportunities for our people,” Gomez says. BEYOND ORMOC Gomez’s involvement in local government matters is not limited to Ormoc. His election as League of Cities of the Philippines (LCP) Public Relations Officer has given him the chance to learn from other city mayors and to share Ormoc City government’s best practices. “The nice thing about the LCP is that it encourages LGUs to benchmark, to share their best practices to the other LGUs. You see, local government officials have to attend to so many things and it really helps to have access to information about other LGUs’ effective programs that you can replicate. You adapt and just tweak certain aspects depending on your situation. And everything becomes easy.” Numerous local government officials have gone to Ormoc for benchmarking activities. Of particular interest to them is the city’s financial and disaster risk reduction and management programs. With Gomez’s successful programs, other Eastern Visayas leaders have also taken notice, nominating him to head the regional development council and the regional peace and order council. Ever practical, the mayor has begged off, preferring to concentrate on running the city instead for a simple reason: “I am more productive here,” he says. Gomez’s proactive leadership was also highlighted last year during the early months of the pandemic. Ormoc remained COVID-19 free considerably longer than other areas, thanks to the early implementation of a lockdown and strict health protocols. The mayor also remained vigilant even when the national government relaxed restrictions, knowing that keeping their guard down could put his constituents at risk. MOVING AHEAD Just half a decade after Gomez was given the chance to serve the people of Ormoc as mayor, his transformation from an outsider who married an Ormocanon to a true Ormocanon-atheart, and from a celebrity to a public servant, is clearly complete. Ormoc City has also been transformed from a sleepy suburb to a modern model city.

< Back IPOPHL ATTY. ROWEL BARBA IPOPHL Director General Intellectual Property culture in the Philippines BY JAVIER P. FLORES PHOTOGRAPHY BY MANUEL GENEROSO Rowel Barba walks with a quiet sense of self-assurance; there is no ostentatiousness to his stride. He gives off the impression that in a pinch, he can be relied upon to deliver without a fuss and without calling attention to himself. In another time, Barba was the Undersecretary of the Department of Trade and Industry (DTI). And if the reward for good work is more work, then Barba must have done well at the DTI. He was given more responsibilities, but this time in the service of the creative and innovative industry. Barba was appointed Director General of the Intellectual Property Office of the Philippines (IPOPHL) on Feb. 6, 2020, a month before a nationwide lockdown came into effect. As former Undersecretary of the DTI, he answered to Secretary Ramon Lopez, whom he previously worked with at RFM Corporation, the leading food and beverage company. At the DTI, in addition to his being the Chief of Staff of the Secretary, Barba supervised several groups, including the Office of the Secretary, Competitiveness and Ease of Doing Business Group, and the Management Services Group. He also sat on Boards relevant to the construction industry and foreign trade, among other industries. “In the DTI, you handle all the concerns of industries, businesses, importers, exporters, and you deal with the Bureau of Customs, logistics groups, the Department of Transportation and other government agencies,” Barba says. “But one good thing with working with other government agencies is that we had a ‘whole-of-nation’ approach.” Director General Barba is bringing his DTI-honed skillset to IPOPHL: the ability to network various offices and to collaborate among diverse interests to deliver at faster turnaround times. This is why in his six-point agenda, encapsulated in the word “BRIGHT,” B stands for “Building Collaboration and Partnerships.” “Based on my experience,” Barba explains, “the whole-of-nation approach is really the key in making sure that we promote an IP culture in the Philippines. We cannot do it alone. And with the limited resources of IPOPHL, we need assistance from other government agencies.” B IS FOR BUILDING COLLABORATION AND PARTNERSHIPS Because of Barba’s initiative, IPOPHL signed an agreement with the Philippine Trade Trading Center – Global MSME Academy (PTTCGMEA) and the DTI to mainstream and integrate intellectual property (IP) education into the training and learning programs. With the Department of Science and Technology (DOST) and the DTI, the Director General signed what he refers to as a “Super Highway Agreement,” providing DOST-supported innovators not just a faster lane for their registration of their IPs, but also an avenue to foster a closer working relationship supportive of DOST projects. With the private sector, IPOPHL signed an agreement with the Licensing Executives Society Philippines (LESP) to organize a certificate program for advanced learning on IP licensing in the Philippines, with the end-goal of helping inventor-investor partners benefit from licensing agreements. With the academe, IPOPHL inked an agreement with the Asian Institute of Management (AIM) to scale up IP management skills of local startups trained under the AIM Dado Banatao Incubator (AIM-DBI) Program. In the international scene, the Philippines signed the Regional Comprehensive Economic Partnership (RCEP) Agreement, the biggest regional free trade agreement in the world. The Agreement seeks to further regional cooperation and economic integration through the creation, strategic utilization, and protection of intellectual property. R IS TO RAISE THE ANTE FOR CUSTOMER SERVICE The R in BRIGHT aims to “raise the ante on customer service.” Barba seeks to deliver ownership of trademarks and patents at faster turnaround times so that businesses would be able to commercialize their output faster. As the Philippines is gunning for a knowledge-based economy, meaning an economy driven by knowledge products which the very IP system aims to generate, it is only right that we give our stakeholders, who contribute greatly to this knowledge economy, the best and fastest service we can give them,” says Barba. Despite the need for funds, IPOPHL has not increased its registration fees in consideration of the plight of many businesses due to the pandemic. I IS TO INTEGRATE AWARENESS AND EDUCATION IN SOCIETY Barba thinks that his predecessors have done a great service in creating awareness for IP rights in the country, but he feels there is room to move progress faster. “We want all Filipinos especially those na nasa laylayan to understand IP and have an IP culture here in the Philippines,” he stresses, noting that the esoteric legal doctrines in IP is the biggest hurdle for many to appreciate the subject. To address this problem, IPOPHL is continuously augmenting its presence on social media by creating light messages and “hugot lines” that netizens can more easily relate to. “While IP is very important today, we cannot force people to take in an entire set of legal jargons. So what we do is create amusing and even comical socmed messages on IP. This way, we secure the attention of the netizens and educate them about IP,” Barba said. At the frontline of IPOPHL’s overall awareness campaign is the Communications & Marketing Office (CMO) composed of millennials who also scout for MSME success stories that had been made possible with IP. “By featuring their inspiring stories on our website and our social media pages, IPOPHL helps MSMEs further market their IP products, while also showing people what IP can do for small businesses because we also want to eradicate the misconception that IPs are only for the giant companies,” Barba said. In fact, encouraging more MSMEs to integrate IP activities and strategies into their business models is the main objective of the National IP Month this April. With the theme, “Intellectual Property and MSMEs: Our Road to Recovery,” the month-long celebration which IPOPHL leads will offer various activities and events aimed at enhancing MSMEs’ understanding of creating, managing, and protecting their IPs. IPOPHL will also tout its programs specifically tailored for MSMEs. One of these is the Juana Make a Mark Program that waives trademark application fees for MSMEs founded by a woman or a group with at least one woman as a member. Other programs include the Inventor Assistance Program that provides free legal advice on patent applications and free basic seminars on patent search and drafting; the IP Depot, an online marketplace where MSMEs can market their IP-protected products for free; and free basic IP lessons that are now made available online in light of the pandemic. G IS TO GO BACK TO BASICS The Director General believes that for IP to thrive in a country, there should be effective enforcement, because, otherwise, it would be a waste. “There is no need to promote registration if you will not be able to enforce it. It goes hand in hand,” he underscores. Enforcement is any action taken by IP rights holders to prevent the unauthorized production, use, and sale of their IP assets. While it is the IP right holder who must take action, IPOPHL, through a whole-of-nationapproach, is modifying its policy framework to provide IP right holders a wider array of enforcement options that are more robust and appropriate in a digital world, which has spurred counterfeiting and piracy around the world. IPOPHL’s IP Rights Enforcement Office (IEO) recently updated its rules to have a more proactive function in curbing counterfeits and piracy online. With the new rules, the IEO can now launch motu proprio investigations on possible IP violations, elevate to IP right holders online posts or ads that infringe on their IPs, and order the take down of IP-offending posts through the help of pertinent government agencies. Meanwhile, to promote enforcement on a wider scale, Barba has been made acting chair of the inter-agency National Committee and Intellectual Property Rights (NCIPR). It is a 12-member agency body that works together for the protection of IP rights in the Philippines. As chair, he will try to ensure that the Philippines stays out of the United States Trade Representative’s (USTR) Special 301 report, which assesses the IP rights environment of US’ trading partners and draws up a watchlist that tags those notorious for counterfeiting and piracy activities. For seven years, the country has been out of this list. Working with the British Embassy, IPOPHL also initiated a Memorandum of Understanding between brand owners and e-commerce platforms. like Lazada and Shopee to promote self-policing in the fight against online counterfeiting and piracy. The platforms will require sellers to show that they own the brands they are selling. The MOU, signed on March 1, 2021, “establishes a code of practice among online marketplaces, as well as an efficient notice and takedown procedure, to intensify our fight against the sale of counterfeit and pirated goods over the internet. This is especially crucial with counterfeit and piracy complaints and reports surging to a record-high last year,” Barba says. H IS TO HIGHLIGHT HUMAN CAPITAL IPOPHL will continue to upskill its employees, especially in increasing proficiency in the area of examinations. He is also pushing for more manpower, in the form of more plantilla positions, to be able to handle more work in the coming years, because the limited number of current examiners can only do so much. T IS TRANSFORM IPOPHL INTO A FULLY DIGITIZED AGENCY In October, IPOPHL finally launched a plan that has been in the works for years: The IPOPHL Mobiliz, a mobile application that’s downloadable on Google and the App Store. Barba said that 50% of the load of its call center involves follow-up queries on registration status. With the app, applicants can check the status of the evaluation of its marks or patents without having to call IPOPHL. IPOPHL, through its Bureau of Legal Affairs, which handles IP violations and cases, devised a system for online mediations and hearings, making IPOPHL one of the first government agencies to do so in light of the COVID-19 crisis. Mediation allows parties to settle their disputes out of court. By this year, Barba projects that IPOPHL should be a fully digitalized government agency, which is why, the biggest allocation of its budget this year is for its management information system (MIS). VOW OF A DIRECTOR GENERAL To the creative industry, Barba vows to strengthen Collective Management Organizations (CMO) beginning with the professionalization of their governance. CMOs manage the commercialization of the work of copyright owners, allowing copyright users the ease of just dealing with one payment and processing facility. This gives creators more time to work on their craft. Some of the CMOs currently accredited in the Philippines are the Filipino Society of Composers, Authors and Publishers, Inc. (FILSCAP) and the Filipinas Copyright Licensing Society (FILCOLS). Barba lamented how the local creative industry has been among the worst hit by the pandemic. As such, IPOPHL’s Bureau of Copyright and Related Rights last year immediately gathered writers, film makers, animators, and music artists, among other creative economy players, and provided avenues for discussion on how they can unlock the economic potential from their copyrighted works. Among these dialogues were the “Copyright Forum Series: The Global State of the Creative Sector and Music Industry in Time of COVID-19 and Way Forward” and the “Copyright Forum 2020: Copyright Issues Arising from Online Learning,” both of which drew in a large virtual attendance. Moreover, together with DTI, Barba would like to initiate a study that would determine the real contribution of the creative industry in the country and recognize it. From there, the Director General hopes to create a roadmap for the industry. In just a little over a year that DG Barba has been holding the reins at IPOPHL, he has done so much already, despite the debilitating effect of the pandemic. One begins to wonder if he has the energy to do more, but if his stint at the DTI is any indication, then he has more than enough fuel in his tank. At the DTI, instead of getting overwhelmed by the sheer load of work, Barba thrived in shifting between responsibilities and employing various skills simultaneously. This ability can only be to the benefit of IPOPHL, the MSMEs, innovators, and the creatives who need IPOPHL to unlock the economic potential of their IP assets. Barba has until 2024 in his term—unless extended—but we are already seeing so much from the span of just one-fifth of his term. And based on the goals that he has discussed and is determined to attain, the country can look forward to seeing in the near future a transformation of the IP system, with more inclusiveness and higher economic, social, and technological impact to the country, just exactly as IPOPHL hopes for.

< Back MAASIN CITY, SOUTHERN LEYTE BY EDWIN ALLAN DIAZ Three hours away from Tacloban City, Maasin City is a religious haven with hidden natural wonders that are virtually untouched. Tucked deep within Southern Leyte is the City of Maasin, a place full of religious destinations worth a pilgrimage to and natural sites that are virtually untouched. Located three to four hours away via land travel from Tacloban City Airport, Maasin City’s captivating tourist spots are some of the lesser-known treasures of Eastern Visayas. MAASIN CATHEDRAL Also known as the Cathedral of Our Lady of the Assumption, Maasin Cathedral is a concrete representation of the city's rich religious heritage that celebrates Baroque architecture. The cathedral is a captivating sight that pulls visitors in and encourages them to reflect and say a prayer. Not only is it a place of worship, but also a testament to the city's cultural identity and spiritual significance. Constructed in the 17th century, Maasin Cathedral was damaged by Super Typhoon Odette in 2021. The roof, in particular, was heavily damaged. In order to raise funds for repairs, the church held a fundraising Christmas event. As of writing, rehabilitation efforts are still ongoing. In partnership with the National Commission for Culture and the Arts (NCCA), the church also underwent renovation from 2019 to 2020. From the church's retablo mayor to the stained glass windows, practically the entire church is restored. Even the bell is now electronic, but the original 1882 bell is still on display in their compound near the church's office. To celebrate 500 years since the first Easter mass in Limasawa, the Department of Tourism (DOT) launched a tour package in 2021, which features the stone churches of Southern Leyte. Among the chosen churches was the Maasin Cathedral. Other churches included in the initiative were Baybay City's Immaculate Concepcion Church and Punta Chapel; Hilongos' Immaculate Concepcion Church; Malitbog's Sto. Niño Parish Church; Matalom's Saint Joseph the Worker Parish, and San Juan's St. John the Baptist Church. During the observance of Holy Week, pilgrims from all over the world flock to visit Maasin's church. The city's tourism office estimates around 10,000 people visit each year in their city alone considering their numerous religious destinations. MONTE CUEVA If you seek tranquility and breathtaking vistas, a visit to Monte Cueva is a must. Located in the tranquil village of Guadalupe, Monte Cueva is known for its stunning panoramic views and serene ambiance. It was donated by its previous owner to the Diocese of Maasin, which was made into the Precious Blood of Jesus Chapel. Three red "water droplets" hang from the center of the chapel, symbolizing Jesus' blood. Aside from the hilltop ascent of over 300 steps, what's notable about Monte Cueva is the miracle that happened over a decade ago. Its caretaker said Mama Mary's statue atop the chapel incarnated into a Franciscan sister during holy mass and helped distribute host during Holy Communion. This happened on September 8, 2010, which is also her birthday. Fair warning, however, that reaching the top of the hill is no mean feat, and visitors should prepare themselves for the uphill climb. On your way up, you will encounter the 14 stations of the cross depicted via statues. With small platforms in between flights of stairs, you could pause to pray at each station while catching your breath. Hundreds make the climb every Sunday, participating in the mass inside the cave. Benches are provided for the attendees and the temperature inside the cave is significantly cooler than outside. When the cave is full during mass, however, it could still get warm. CAGNITUAN FALLS This waterfall is tucked deep within a lush rainforest, reachable by walking on sprawling and muddy trails. A hidden gem awaiting discovery, it is located in Barangay Cagnituan, hence the name, offering visitors a literally refreshing escape from the hustle and bustle of the city. After the trek, visitors are greeted by crystal-clear pools that overflow from, the picturesque waterfall. Take a dip in the icy-cold waters and let the beauty of nature envelop every moment. If you visit early enough, you may also access the Guinsuhotan Cave. Given the pitch-dark interior of the cave, tourists are required to have a tour guide with them going inside. You will be given a set of safety gear- flashlight, life vest, and hard hat. Going through the cave to the other side, however, you will be rewarded with a stunning water basin you could swim in. Maasin City is a destination that offers a diverse range of attractions, from natural wonders to cultural landmarks. Whether you seek serene landscapes, historical sites, or thrilling adventures, this city has something to offer every traveler.

< Back Always for the People BY KAREN ROJAS PHOTOGRAPHY ROMEO PERALTA JR. Get to know Marikina City 2nd District Councilor Joel Relleve, a doctor and public servant. Marikina 2nd District Councilor Joel Relleve was always passionate about helping people, thus, he became a doctor. Even as a pre-medicine student, he was always a natural leader, but entering politics was never in the cards. Little did he know, years later, he would find his calling as a public servant. THE SPARK THAT STARTED IT ALL Relleve, who was born and raised in Atimonan, Quezon, describes himself as a “typical probinsyano.” Although not the youngest of four siblings, Relleve has always felt as if he were the bunso (youngest) in the family, being the last of the Relleve children to finish his studies as a medical doctor. He took his time pouring in work to establish his own career. While he was focused on being a young medical doctor, he also spent his free time taking gigs as a singer. In one of the events Relleve performed in back in 2010, he met former Vice Mayor Jose Fabian Cadiz by chance, and Dr. Cadiz somehow took a liking to him. After knowing he’s also a doctor, Dr. Cadiz reached out to Relleve trying to convince him to work with him. “Ang offer niya sa‘kin [was] (His offer was for me) to manage all his private clinics,” Relleve shares. Relleve didn’t even know that Dr. Cadiz had served as vice mayor then. The politician would often call him to ask where he was and suggest meeting as he had a “proposal.” Months later, Dr. Cadiz’s persistence finally bore fruit and Relleve met with him personally in Marikina City. It was only when Dr. Cadiz invited his fellow doctor into his office that Relleve figured out who he was. During that time, Relleve was not yet based in Marikina but coincidently, he previously bought a house in the area and was actually planning to move to the city. Although Relleve had so many responsibilities then, also teaching in universities while practicing medicine, he ended up saying yes to Cadiz. “In 2011, officially, sabi ni [former] vice mayor, bibili raw siya ng L300 na tatawaging Kalusugan. DECIDING THE FIRST STEP From the field of medicine to politics, although very different fields and somewhat on opposite ends of the spectrum, Relleve was always ready to take on a challenge for the benefit of the public. In time for the campaign season in 2013, many saw Relleve’s potential as a politician. But he himself tried not to think about that just yet. As the 2013 and 2016 elections came and went, Relleve heard the encouragement of his peers to run for a position. “Pero ‘di ko pa pinapansin (But I paid them no attention),” Relleve says. “[Eventually] I started to appreciate the work of Vice Mayor Cadiz,” Relleve mentions. But Relleve had his worries about running, as his family had neither riches nor political background. In addition to that, he wasn’t even from Marikina originally. It was then that Dr. Cadiz assured him to follow in his footsteps and run for a position regardless. “He always told me, once Ang taga-Marikina, pag nakita nila ‘yung dedication mo sa public service, mamahalin at mamahalin ka. Same ng nangyari sa kanya (Once Marikeños see your dedication to serve, they will love you even more.’ Same thing happened to him),” Relleve shares. Still unsure of his next move, Relleve decided to take up a Master’s degree in Public Administration at Pamantasan ng Lungsod ng Marikina. When he finished the program in 2018, he finally realized what he wanted to do moving forward. GREATEST CHALLENGE When Relleve finally decided to run for a position and won, he didn’t expect his term would coincide with one of the most challenging in the country’s history, governance-wise. “Kami ‘yung mga pandemic termer eh (We are the pandemic termers),” the councilor explains. “July 2019, I assumed my post as a newly elected councilor. I very eagerly studied the work [of a councilor]. I worked for the passage of ordinances, I was so idealistic,” Relleve adds. Sadly, the Marikina community and the local administration’s attention was abruptly diverted—firstly because of Typhoon Ulysses, then the COVID-19 pandemic. Relleve and the other councilors share disappointment and pressure to up their game and go beyond their job description to serve the people. “The pandemic made people demand more from us. They see you as not good enough if they don’t see you around,” Relleve says. THINKING AHEAD When the national government initiated the lockdown, Relleve was quick on his feet to make sure the vulnerable are attended to. One of his projects, was to give out free prescription medicine to senior citizens. “Senior citizens weren’t allowed to go out during the lockdown, so what I did was I had their medicines delivered to me. Afterward I delivered the medicine to their doorstep,” the councilor narrates. The doctor-councilor also made sure to continue former Vice Mayor Cadiz’s legacy of health-related projects such as free medicine for the public, free check-ups, and regular medical missions. Of course, these are more challenging to implement now that there are health restrictions to keep everyone safe, but Relleve and his team made sure to plan every detail of the project to ensure that the people continue to receive public service, while also being safe from the virus. Another problem that they pointed out is the public’s hesitation to go to hospitals bearing in mind that they could contract the virus and go home sicker than they initially were. To address this, Relleve started an initiative to provide nebulizers, oximeters, and oxygen tanks to barangays for the use of the community. These are fruits of the councilor’s partnerships with various organizations. As donations came pouring in, volunteers—whose number also continuously increased—made sure that these would reach all Marikeños. “Bunga ng tiyaga ko sa mga organization ko. Kasi ‘pag nakikita talaga nilang tumutulong ka, mas gusto rin nila tumulong (That’s the fruit of my perseverance towards my organizations. Once they see that you are really helping, they’re also more willing to extend help),” Relleve says. Months after the pandemic hit the country, all the projects Relleve started still stand strong and continue to serve the locals. “Sabi ko nga, mapagbigyan lang ako, hindi ako titigil (As I said, if they give me a chance [to serve them], I won’t stop),” the councilor assures. ADVOCACY As a doctor and the current director of the Philippine Red Cross (PRC) Marikina Chapter, Relleve is very passionate about highlighting the importance of knowing your blood type. In fact, every time Relleve has the chance to speak and talk about his platforms, he always proclaims “Walang Marikenyong hindi alam ang blood type (No one in Marikina is unaware of their blood type).” From his experience working with the PRC, he noticed a lot of people needed blood from the blood bank, and as per Red Cross policy, you would have to donate blood in exchange for the bags of blood you will get. But a lot of individuals did not know their blood type and this worried Relleve. Because of this, the “TYPE KITA... Hindi mo lang alam” blood typing census was implemented by Red Cross volunteers led by the doctor-councilor. This program is done per barangay in Marikina City and is open to the public and is often done simultaneous with Relleve’s other projects. Blood typing census is a community project spearheaded by Relleve in partnership with the PRC-Marikina Chapter. “Marikina is a disaster-prone area. What if there’s an earthquake, and many of us are brought to the hospital? In triage, since I know my blood type, they will treat me first,” Relleve shares. “‘Kasi ‘yang blood type, hindi ‘yan magbabago eh. Pagkatao mo ‘yan (Because your blood type won’t change. That’s part of your identity),” he adds. He became more eager to push for his advocacy when it was announced that the National ID is starting to be implemented. “I heard that they will implement the National ID system, and do you know that one of its components is the blood type? I don’t want people to put ‘I don’t know’ or guess,” the councilor says. To add, Relleve shares the importance of knowing your blood type in the context of fatal COVID-19 conditions saying that when you need a plasma transplant, you would first be asked what your blood type is. SHIFTING CAREERS, SAME GOAL From being a medical doctor to a university professor, then a public servant, Relleve realizes the importance of people-oriented skills and public speaking. The work he did for each field he has ventured in is different, producing different outputs, but talking with people and building relationships is an everpresent responsibility. It wasn’t always easy and he had to learn along the way but it’s as if his previous experiences in different setups molded him to be the person he is today. He might have shifted his career but the purpose is always to serve the people. DOWNLOAD FULL ISSUE HERE FOR FREE

a84b2060-7c46-4f52-90e3-6185e9dad5fb < BACK SANTA CRUZ MAYOR EDGAR SAN LUIS Simple and practical. These are the factors that shape Mayor Edgar San Luis’ projects for his town of Santa Cruz, Laguna. BY KRISTEL DACUMOS LAGORZA PHOTOGRAPHY BY ROMEO PERALTA, JR. Santa Cruz is a lovely, vibrant municipality in the province of Laguna, which sits adjacent to Laguna Lake. As its provincial capital, it is one of the key municipalities that is home to field offices of numerous national government agencies, banks, and businesses, making it an important governance and commercial center in eastern Laguna. In the past decades, Santa Cruz was considered a key trading post, where goods from Manila and around the region would be brought. And due to this, business and enterprises flourished. Santa Cruz idealizes the idyllic provincial life. It’s quiet and beautiful, but abuzz with dynamic economy. Santa Cruz, Laguna Mayor Edgar S. San Luis, fondly called “Egay,” hopes to bring back the “good old days” by re-energizing several industries post-pandemic such as agriculture, fishing, and duck and poultry raising. Reminiscing those days in his childhood, he starts: “I remember Santa Cruz, when I was in elementary, malakas ang fishing industry. We’re adjacent to Laguna Lake, but today, it’s not suitable for massive fishing. We were also a major supplier of salted eggs and balut at that time. And we are planning to bring all those back.” Survival and Service And these plans are timely, especially as many of Santa Cruz citizens have been adversely affected by the pandemic. Economy was significantly hit, needless to say, and the “normal way of life, lahat naapektuhan because we were caught flat-footed,” he admits. “Nobody knew how to deal with the pandemic so naging reactive.” In the earlier months of the crisis, San Luis immediately responded and explored the different ways to help his people and launched the Kabuhayanihan initiative, with the sole focus to provide and help families with sustainable livelihoods during the pandemic. Seeing how unemployment was on the rise and people were on the brink of hunger, he scanned all the vacant lots in Santa Cruz, Laguna, especially the rural/agricultural areas and started a community garden program. “On these empty lots, we planted a lot of vegetables for families so they could have sustainable food.” To date, the mayor is planning as well to place a moratorium on developmental subdivisions to focus on agricultural lands. “For Santa Cruz, our biggest challenge now is to help those affected by the pandemic and to re-engineer our plans. We have a lot of resources and agricultural areas. However, a lot of these [lots] have been converted into subdivisions. So my plan now is to place a [temporary] moratorium on developmental subdivisions and focus on the agricultural lands to help promote our ‘one town, one product,’ which is the kesong puti.” “Our kesong puti is well-known. However, we don’t have kalabaws that produce milk, because our agricultural areas have dwindled. I hope to revive and bring this trade back. It may be a bit challenging, but doable. The survival of his people and creating opportunities for livelihood is the mayor’s priority. In an another brilliant and thoughtful initiative, he launched the local egg machine project to supplement the needs of around 300 to 400 families. Through this, he distributed one egg machine to each family. The egg machine cost roughly Php20,000 per unit. “I gave them 20 layer chickens, which helped build livelihood for them, as they could sell these eggs. Can you imagine the impact? With chicken layers, every day nangingitlog yan, so meron ka nang almusal, tapos ang natira pwede mo pang ibenta,” he explains. It was important for San Luis that he start with initiatives that offered immediate relief and support as those who work at the very bottom tier of industry like tricycle drivers, jeepney drivers, market sellers, and the lot suffered the most during the lockdowns. “Before, we were collecting around Php1 million a month from the public market, now we’re lucky to just to hit Php300,000,” explains San Luis, highlighting the stark effect of the pandemic on their local economy. “But we’re coping,” he adds optimisitically. “Ganyan naman ang mga Pilipino, very resilient.” From community agriculture to poultry, San Luis is also considering reinvigorating the fishing industry in Santa Cruz. Laguna Lake, as of the moment is not suitable for massive fishing, but there is opportunity, he mentions. “It’s a dying lake because 50 years ago, it was very deep at around 15 feet. Today, due to siltation and such, it sits at just 3 feet deep. But fishing on a small scale can be done.” In addition, San Luis has high hopes for the lakes swift rehabilitation as the Laguna Lake is under the management program of the national government, led by the Laguna Lake Development Authority (LLDA), the Bureau of Fisheries and Aquatic Resources (BFAR), the Department of Agriculture (DA), and other relevant agencies. It is this nimble, practical, longterm thinking in times of crisis and compassionate leadership which has endeared San Luis to his people. Family Brand of Service Egay’s father, Felicisimo T. San Luis, in fact, was a long-time governor of Laguna, and sat at the helm for 33 years, from 1959 to 1992. He died in service, and so it was Egay’s brother, Rodolfo “Boyie” San Luis, who followed suit. His brother served as mayor, two terms as congressman, and ran for governor, but lost. His brother couldn’t also pursue politics further as he got sick at that time, leaving the 51-year-old Egay, who was in his prime, the unique opportunity to join public service. “My brother said to me, ‘Brod, walang magtutuloy ng tradition natin. Bakit hindi ikaw ung magpatuloy?’ Though their family was deeply ingrained in politics, Egay had never considered the option for himself as “my father had the rule that while he was in power, nobody in the family should be in power, too. In short, ayaw ng father ko ng dynasty.” Family members could serve, but not at the same time. “Honestly, hindi ko alam ang politika, kasi yung father ko binawalan kami eh. Very strict, very principled, and ideal ang father ko. Ang lagi niyang sinasabi noon, ‘Business and politics cannot mix. If you mix those two, it will be deadly.’ In Tagalog, ‘Ang serbisyo publiko at ang negosyo ay kailanman hindi pwedeng magsama, matatalo yung pagnanais mo na maglingkod sa bayan ng tapat at wagas.” History will tell us, a lot of politicians and even presidents, when they mix public service and business, issues always arise,” says the incumbent mayor. For Egay, his background was primarily in TV, in sales and marketing and advertising. He served as president of RPN-9, one of the biggest TV stations in the 70’s-90’s, which sufficiently equipped him with the skills to become an effective local leader. With his brother’s prodding and the sincere want to build a better, stronger district, Egay saw that he had a lot to contribute ran for a position in government in 2007. He won as congressman for the fourth district, and then later became mayor of Santa Cruz, Laguna in 2019. When I entered politics in 2007, I was probably one of the wealthiest congressmen. I used a large part of my personal savings and resources to aid the underprivileged and provide solutions to the problem of my constituents. When he went around his district, he was deeply affected by the scenes of poverty, helplessness, and hopelessness. At that time, he didn’t have the connections or the pork barrel to implement some of his plans, so he decided to respond to his communty’s needs by spending out of pocket. “Ako, sabi ko, ‘may kaya naman ako, may inipon akong pera kaya ako na ang magpapagawa.” He repaired buildings, built roads and such, supplementing the budget provided by his office. But his charity goes beyond simply in improving the infrastructure and the services of his municipality, he was sensitive to even the personal cases of his citizens. And he never sought repayment. He remembers one particular event: He was in Pila, Laguna where he saw a little girl, around nine years old. She was obviously sick as she looked purple. Fortunately, San Luis had medical staff by his side and asked them take a look at the child. They soon confirmed the she had a heart condition that needed immediate surgery, and so Egay ordered them to bring her to the Heart Center and cleared her finances for the operation. Mind you, this was all from his own pocket. But no matter the amount spent, the value of saving a child’s life is priceless, he says. “We saw her again in 2019 at the municipal hall. She was healthy and vibrant, at around 17 years old,” he beams. There are many other stories of this kind. He’s come across a bit of criticism because of his generosity. At a certain point, he also had to sell off even his own house and lot, to generate funds for his initiatives. “Sabi nga nila, ako lang daw yung congressman na naghihirap,” he shares. Like his father, San Luis wants to emulate the same leadership and values of really putting the people first. “First of all, I’m a servant leader; I’m not a politician. I believe in setting the example—kalaban man o kakampi tutulungan kita. Basta I will extend my help as a Filipino,” he says. He’s come across certain pushback as well from some local leaders he’s working with, but he’s continually seeking ways to build support. “It’s a challenge, I must admit, especially trying to convince them that we’re here to serve. We are not here to fight for personal interest. If you want, we can fight for 45 days next year [during the election period]. Doon tayo maglaban laban. But now, let’s join hands and be united against COVID-19 and the current problems of our municipality.” An Optimistic Future With mass vaccination rollout across the country, the people of Sta. Cruz are feeling hopeful, and San Luis is planning for their successful recovery post-pandemic. “We’re planning a lot of programs here especially Sta. Cruz, which include establishing a command center, improving rescue and disaster management, crime prevention, and everything else. Of course, digitalization is one of our priorities. And another is to address the drainage issue of the municipality.” He’s proud to have made progress on his previous campaign promises: from one ambulance, the municipality now has nine, and they’ve also successfully built a new community hospital outside Poblacion. “One of my goals is to increase the number of doctors, as there are only two within the municipality. And my plan is to reach out to all residents who cannot afford expensive medicare. I want to invest in building a medical facility, with more doctors, better equipment, and improved testing capabilities.” One of his other proud initiatives launched during the pandemic is the Hatid-Tulong Project for persons with disability [PWDs.] Through this, his office distributes wheelchairs, vitamins, and financial assistance to the vunerable and often underserved community. It all started because of the voluminous requests for help that started to pour in through their Facebok page. “I then formed a group whose sole task was to collate and respond to their messages. And then we’d head out to the barangay with our team of doctors, supplies, medicine, and the like to serve those in far rural areas.” “Di kami namimili ng tutulungan. Di namin tinatanong kung botante o nakakaboto siya. Yun ang akin lang, makatulong sa tao ng walang kapalit. I know sometimes it’s very idealistic. Pero sa akin, wala namang mawawala kung maging sincere tayo sa pagtulong. Nandito na tayo to help others, then why not do it with sincerity as well,” he says. The key identifiers of many of Mayor’s initiatives is their practicality and simplicity. And solutions like these that are effective and quick to rollout are highly appreciated, especially in these times. “Ang sa akin dito, ang advocacy ko talaga is to pave the way for the next generation of Filipinos that existing problems will not be inherited. I hope to help them gain a better understanding of how good governance should be. Governance with sincerity—with leaders not just looking to work for the next election, but for the next generation. Sa akin lang, sincerity and dedication (and fear of God), that’s what we all need.”

This is a Paragraph. Click on "Edit Text" or double click on the text box to start editing the content and make sure to add any relevant details or information that you want to share with your visitors. Button LEAGUE AWARDS LEAGUE OF GREAT GOVERNANCE AWARDS (LGGA) Infrastructure • At least 75% of the province land area is accessible via paved road • At least one (1) Level 3 government-owned hospital and two (2) Level 2 or Level 3 government-owned hospital • At least two (2) public parks • At least two of the following: - One (1) State University and College (SUC) - For HUCs, two (2) public schools - For ICCs and CCs, one (1) public school Financial Management • Most recent audit opinion is unqualified or qualified plus 30% of recommendations fully complied with or at least 50% of recommendations have ongoing plans to comply • Compliance with the Full Disclosure Policy • Positive increase in average local revenue growth from 2021 to 2022 • Utilized at least 60% of the Internal Revenue Allotment • Annual budget for 2023 is approved within the prescribed period Environmental Management • Provincial solid waste management board with CSO and private sector representatives • Approved 10-year solid waste management plan • Air Quality Index level of at least 100 • Forest cover for entire province of at least 15% of land area • Governing board with NGO, water utility sector, and business sector representatives for implementation of Clean Water Act Disaster/Preparedness • Approved 2023 Local Disaster Risk Reduction and Management (LDRRM) Plan and Budget • Local Climate Change Action Plan (LCCAP) • COVID-19 9and other infectious disease) plans • Early warning systems • Established Evacuation Management system and resources • Trained and equipped Search and Rescue (SAR) or Emergency Response (ER) teams • At least 75% of barangays have approved Community-Based Disaster Risk Reduction and Management (CBDRRM) Plans and Budget Health & Pandemic Response • Complete Local Investment Plan for Health (LIPH) • At least four of the following: - At most 25% stunting rate among children under five - At least 47.5% of households use safely managed drinking water services - At least 90% Tuberculosis (TB) treatment success rate from 2021 - 2022 - Disaster Risk Reduction and Management in Health (DRRM-H) Plans - Organized and trained Health Emergency Response Team on minimum required trainings: Basic Life Support and Standard First Aid - Essential Health Emergency Commodities available and/or accessible within 24 hours - Functional Health Operations Center or Emergency Operations Center - Functional Local Epidemiology Surveillance Unit • At least 70% of local population are fully vaccinated against COVID-19 • At least 75% of barangays have a functional, trained, and equipped BHERT (Barangay Health and Emergency Response Team) Tourism, Culture & Arts • Tourism development, at least two of the following: - City Tourism Office or officer - Tourist Information and Assistance center or desks - Tracking System or Tourism Data • Cultural Heritage Promotion and Conservation, at least three of the following: - City Council for the promotion of culture and the arts - At least one or two completed or ongoing projects for the conservation and preservation of cultural property - Cultural Property Inventory - Documented and published narrative of history and culture • For cities/municipalities with eco-tourism initiatives, at least two of the following: - Low-impact eco-tours and facilities - Environmental and Cultural awareness programs - Employ local workers - Partner with local communities and/or Indigenous Peoples (IPs) Safety, Peace & Order • Overall Performance Rating (OPR) of at least 85 for the functionality of the Barangay Anti- Drug Abuse Council (BADAC) • OPR of at least 85 for the functionality of the Barangay Peace and Order Committee (BPOC) • OPR of at least 85 in the LupongTagamayapa Incentives Awards (LTIA) • Existing record of barangay inhabitants (RBIs) that is regularly updated every six months Social Protection • Functionality of the Violence Against Women (VAW) Desk, at least two of the following: - VAW Desk - VAW Desk Officer who has participated in capacity-building activities in the past 12 months - Submitted VAW Case Quarterly Reports • Access to Health and Social Welfare Services in the Barangay, at least two of the following: - Barangay Health Station - At least one Barangay Health Worker - At least one Barangay Nutrition Scholar - Certification from the City/Municipal Health Officer • OPR of at least 75 (High to Ideal) for the functionality of the Barangay Development Council • OPR of at least 80 (Ideal) for the functionality of the Barangay Council for the Protection of Children (BCPC) • Approved Gender and Development (GAD) Plan and Budget

00000000-0000-0000-0000-000000000003 < Back FORGING AHEAD Mayor Jefferson Soriano has emerged from each challenge wiser and with more grit, showing others how in the world of politics, you need more than just a tough shell to survive. BY KAYDEE DELA BUENA PHOTOGRAPHY BY DANIEL SORIANO Tuguegarao City Mayor Jefferson Soriano has had his share of controversies and challenges. But he has emerged from each wiser and with more grit, showing others how in the world of politics, you need more than just a tough shell to survive. Keeping in Line Soriano has been a man of the badge since he was 16 years old, having been accepted into the scholarship program of the Philippine Military Academy (PMA), belonging to Magilas Class of 1976. “My family nor relatives did not come from the armed service or government service, so I was the first. I decided to join the PMA because since I was young, I have always wanted to help others,” reveals Soriano. He took the exam, and when he passed, he knew he could use the service as a vehicle to help his fellowmen. Apart from being in the service, Soriano had dreams of becoming a lawyer, too. After graduating from the PMA, he took up law at Xavier University (now Ateneo de Cagayan), and then passed the 1983 Bar Exam. “Becoming a lawyer was necessary for me because I knew that it would help me in my career in law enforcement.” Years after, he took up his Master in Public Administration and Master in Business Administration degrees at Saint Paul University of the Philippines. He also took up Master in Management at Philippine Christian University. He also finished his PhD in Peace and Security Administration (United Nations sponsored program) at Bicol University. Throughout this time, he sacrificed a lot for his dream—which also entailed him not seeing his family for long periods of time due to the distance of his home. “The hardest thing [about my work] was being away from my wife and kids. I am blessed that as a family, we support each other in our life goals,” he added. Apart from devoting his time and energy into furthering his studies, he also became actively involved in student organizations. “To lead is to serve, to accept responsibilities, and to engage in the mission of your organization. I have had many experiences as the head of a unit—and I believe that I’ve grown because of the lessons that I took to heart during those times.” Soriano was 21 years old by the time he graduated from the PMA. Being in the service, it was inevitable that he was placed on dangerous missions around the country. “Bata pa lang kami, nakikipaglaban na kami noon sa Mindanao (We were young back then, but we were already in the thick of battle in Mindanao),” he shared. And from the battles he was involved in, he learned that nobody wins in a conflict. “Dati, ang dami naming mga malalayong lugar na napuntahan na walang nakarating na serbisyo ng gobyerno dahil sa gulo (We were exposed to many farflung areas back then that the local governments couldn’t reach to provide services because of the armed conflict),” he added. “Masaya ako dahil unti-unti itong tinugonan ng mga nakaraang administrasyon (Now I’m glad because the recent past administrations slowly addressed this concern) and this dispensation.” His experience in conflict was one of the things that propelled and motivated him to be a servant leader in his hometown. Soriano was then recognized as Junior Officer of the Year in Mindanao in 1976. Later on, Soriano became the provincial director of the Province of Batangas in 1999, where they were awarded the Best Provincial Command of the Year. In 2003, when he was the regional director of Police Regional Office 2, they garnered back-to-back recognition as the Best Regional Command of the Year, as well. After his service, he headed back to Tuguegarao and ran in the mayoralty race in 2013. “It was a very difficult campaign for myself and my whole team,” he reveals. Soriano had been away from his hometown because of his work in the service and because of this, the general public did not know him. It was a rather steep climb, but he believed that with hard work and cooperation, he could make it—and he won. Running under the Nationalist People’s Coalition (NPC) in the 2013 election, Soriano defeated Delfin Ting of the National Unity Party with a 1,205-vote difference. Soriano ended the Ting political dynasty; Tuguegarao was under the Tings’ mayoral leadership for 24 consecutive years. Forging Ahead Soriano has had a handful of cases thrown his way while serving as mayor. But each issue has been resolved and the three-star generallawyer-politician is now still standing strong after overcoming them. “I believe that the two cases that were filed against me as mayor were politically-motivated. They did not involve embezzlement of money, but involved questions of procedure. Both of these cases were dismissed by the Sandiganbayan. Until now, I continue to work on serving the people of Tuguegarao,” nods the 67-year-old veteran. Military Leadership Taking the lessons and values he learned from the military and the PNP, Soriano began to change the culture of his office from the inside out. He started with building his able team of retired PNP officials. This was not a case of padrino, but “they understood the work culture I needed. ‘Pag sinabi ko na trabaho na tayo, walang alas singko (When we work, there is no such thing as a five o’clock [closing time]). They will not go home until I go home, too. They go the extra mile until the work is done.” Soriano reveals that he had to adjust to the bureaucracy of local government and learn to appreciate the slower but meticulous process of the office. “There are processes and systems that you have to follow here. Though we want to work faster, we can’t move forward without the city council. Hindi gaya na ‘pag nasa PNP ka, very empowered ‘yung commander (Unlike when we were in the PNP, the commanders are very empowered [to make final decisions]). I hope to change the system so we can deliver more effective and efficient service to the people,” he reveals. Service Excellence Today, aside from responding to the challenges brought by the pandemic, Soriano has devoted his time and energy to fulfilling his other promises to his constituents. One of his key programs is the “WiFi Ko, WiFi Mo”, which he started four years ago. Through this endeavor, done in partnership with the Department of Information and Communications Technology (DICT), the LGU will put up free WiFi in all barangay halls and schools. The hardware is provided by the LGU, while the software is from DICT. This is the IT infrastructure that is hoped to make education more accessible, speed up government services through e-governance, and prepare Tuguegarao as a Digital City. The city’s digital transformation is speeding forward and they are now on their first year of their e-governance project, wherein the city government envisions a time when people can transact business with the city hall from their homes or elsewhere, including e-payment for their clients. “This initiative is for the people; they don’t need to come here [to the city hall] to transact business. In our barangay halls and schools that are connected with fiber optics, we installed customized computers, where they can transact with our BPLO, local registrar, and treasury. Hopefully, we will be able to finish and perfect the system within this year,” adds Soriano. Sustainability is another key area of governance that his office is also focusing on. He envisions to plant one million native trees and bamboos within three years. Moreover, the LGU is already in the final stages of their PPP for Septage Program (sewerage), which is an urgent need of Tuguegarao. In addition, they’re building new landfills to help with their city’s waste management concern. However, one of their proudest achievements and programs, which they hope to inspire other LGUs to adopt, is the Big Brother Program, wherein a reasonable portion of their income/funds generated is used to help other municipalities in Cagayan, especially in times of disasters and emergencies and for educational and sports purposes. This program has already been institutionalized through an ordinance. “Tuguegarao City is the regional government center, the center of education and excellence, and the trade and financial center of the region. Our neighbors flock to our city, such that our daytime population is double the nighttime population. People spend their money here, thus the rapid growth of our economy. Tuguegarao is a flourishing city because of the contributions and support of our neighboring municipalities. As such, we thought of the Big Brother Program as a way to thank them for their role in the growth and progress of the city,” Soriano shared. “The economy of Tuguegarao would not have become like this were it not partly because of them. Their children study here as we are the center of education. About 73,000–77,000 students are educated in our schools every year,” he added. With the Big Brother Program, the LGU is hoping to support all the municipalities of the Province of Cagayan. Economic Mega Center On the economic front, Soriano reveals that Tuguegarao has achieved the highest local revenues as compared to its neighboring cities. By the 4th quarter of 2021, the city reached more than 400 million in local revenues, from about 100 million in 2013. “Among the four cities in the region—Santiago, Ilagan, Cauayan, Tuguegarao—we have the smallest share in terms of national tax allotment (NTA) or internal revenue allotment (IRA). But, we were able to reach 300% growth of our money supply and local revenues in a relatively short period of time.” Soriano envisions Tuguegarao City growing to become one of the most progressive LGUs in North Luzon, achieving levels of excellence in education, environment protection, and local economy. His team is working hard to entice more investors and invite them to see the grand potential of the city. One of the current private investments in the city is the establishment of the North Gateway Business Park, the “BGC of the North,” a 24-hectare development area for BPOs, commercial centers, and the like. Another project of Soriano’s administration is the putting up of street lights along the main thoroughfares of Tuguegarao. This is a continuing project as the city plans to light up all the major roads in all its 49 barangays. Bringing Service to the People Under Soriano’s leadership, the local government has also institutionalized its “Barangay People’s Day” Program, wherein all the services that are being done in the city hall are brought to the different barangays every Friday of the week. “The program became even more holistic and enhanced because it now includes the participation and partnership of the regional government line agencies and service providers. Dati-rati, kung ang tao ay may kailangan sa Cagayan Electric Company (Cagelco), pupunta pa sila sa opisina ng Cagelco. 'Yung taga-barangay, kailangan pa nila gumastos para bumiyahe. Ngayon, si Cagelco na ang pumupunta sa kanila. Ganun din sa ibang mga ahensiya tulad ng (In the past, if the people needed something from the Cagayan Electric Company or Cagelco, they would need to visit the office of Cagelco themselves. The people would have to shell out money for their transportation. Now, they are the ones visited by Cagelco. Same goes for other agencies and utility providers such as the) Metropolitan Tuguegarao Water District (MTWD), Philippine National Police (PNP), Department of Agriculture (DA), Department of Social Welfare and Development (DSWD), Department of Labor and Employment (DOLE), at iba pa (and much more),” Soriano explains. With over 38 years in the armed service under his belt and about eight years as a mayor, Soriano admits that he still has much more to learn and so much more to share. The responsibility has been heavy and the role has been challenging, but he intends to give his best for the people of Tuguegarao. Politicking, public scrutiny, accountability, transparency, and sacrifice—all these are part and parcel of the life of a public servant. While it may pose much difficulty, Soriano says, “I have a dream of a better Tuguegarao for all those who are living and working here in our city, and I pledge my utmost commitment in ensuring that the years to come will be brighter than the years that passed.” BACK

< Back THE CAPTAIN AND HIS SHIP By Ragie Mae Tano-Arellano PHOTOGRAPHY BY ROMEO S. PERALTA, JR. The man who weathered the storm, Tacloban City Mayor Alfred Romualdez was the last man to leave the city during the height of Super Typhoon Yolanda in 2013. Sinipa ko pa yung pinto ng bahay nya, pinaalis ko (I kicked the door of his house for him to leave),” recalls Tacloban City Mayor Alfred Romualdez of an instance of how he forced his constituents to leave their homes as Yolanda threatened to devastate Tacloban in 2013. Super Typhoon Yolanda, with international name “Haiyan,” struck the Visayas region on November 8, 2013. It devastated 44 provinces, affecting at least 16 million people. The storm claimed the lives of at least 6,300 people in Tacloban City alone, caused 2,000 people missing, and destroyed 1.1 million homes. Overall damage is estimated to have cost USD 5.8 billion, or Php 322 billion, according to a 2018 report from humanitarian organization World Vision. The last-term chief executive of Tacloban believes in the leadership of influence, and this is how he managed to face the challenges post-Yolanda. Romualdez recalls, “I cannot [face the challenges] alone but I [have] to have the ability to convince people after the tragedy that happened here, to move on, that’s difficult, but you know, that’s when you can gauge one’s leadership capabilities—if they are still standing when everyone else has fallen. But it’s really a tough job. Because you’re human too, sometimes you also want to cry. That’s difficult to control; you have to consider that there are others leaning on you for strength. While you’re facing [the battle], you can’t run away, you have to carry the burden and keep it together. That’s why when [Yolanda] happened, I was the last to leave. I took care of other families first. I was caught in the middle of the storm because I was the last to leave.” HARSH ACCUSATION ON VACCINATION Because of this, Romualdez was understandably very upset when he was falsely accused of immunizing himself before his people during the early stages of the COVID-19 pandemic. “My golly, I would never do such a thing. Bakit ako [makikipag-unahan] magpabakuna? Eh nung Yolanda nga, ako ang huling nag-evacuate (Why would I abuse my power to get vaccinated first? During the Yolanda tragedy, I was the last to evacuate),” says Romualdez. According to him, the government ordered all the senior citizens and frontliners vaccinated first. But after the coronavirus vaccine had been distributed to local government units (LGUs), including Tacloban, there were claims that the Sinovac vaccine was unsafe for frontline workers and senior citizens. People were alarmed by these allegations so Romualdez came up with the idea of getting himself vaccinated first to set an example in order to persuade the populace to heed the government’s call for vaccination, against his doctor’s orders since he has comorbidities. “When I [got myself vaccinated], the following day, 1,200 frontliners here followed suit. Nagpabakuna sila (They got themselves vaccinated),” says Romualdez. Romualdez, cousin of current President Ferdinand Marcos, Jr., expresses his displeasure with what transpired at the time as he was required to defend his choice to the Department of the Interior and Local Government (DILG). “So it’s difficult, you want to encourage leaders, to lead their people to the right path, but sometimes the right path means going against policy. We create policies basically for people,” says the Tacloban mayor. ALWAYS THINKING AHEAD In fact, the pandemic provided Romualdez with a chance to demonstrate that he is always in control of the situation. Those entering Tacloban had to fill out forms detailing their whereabouts even before everyone else began following strict protocols. The local government had already reserved hotels and motels to house frontline personnel two months prior to the lockdown. It was also a chance, according to Romualdez, to help save hotels from going out of business. “We don’t want [the local hotels] to be foreclosed, so they partnered with the local government and gave us very reasonable rates,” he explains. Romualdez adds that those who tested positive or have close contact with COVID-19-positive individuals were placed in hotels, for if they just set up a makeshift facility for them, many would not report even if they had symptoms for fear of being placed in an isolation unit that would cause them more discomfort. The LGU gave out bangus (milkfish) to the populace in place of canned goods after taking a lesson from the Yolanda relief distribution. For almost a year, victims were given canned goods and many notably got sick from the heavy consumption of canned goods. Aside from health concerns, this initiative also helped local producers recover from business losses during the pandemic. The Yolanda catastrophe might have been used as a training exercise for Tacloban’s mayor to test his leadership capabilities in the face of a disaster. The Warays of Tacloban were still in the process of recovering from the 2013 disaster when the COVID-19 pandemic struck. Romualdez, however, is at least grateful that his people have managed to move on since the tragedy that left Tacloban in ruins nine years ago. According to him, the road to recovery was not an easy one. “It’s the worst experience, but it taught us a great lesson in life. It was sad; I lost a lot of people close to me. It still gives me the chills sometimes when I think of it at night. I have sleepless nights because it happened during my time. But I’m happy my people were able to move forward and pick up the pieces. We did things the right way with the help of many other countries. And I’m grateful for that, and for friends who helped us.” AGAINST THE ODDS Romualdez’s road to recovery was made more difficult for him because he did not have the best relationship with the administration at the time—under the late President Benigno “Noynoy” Aquino III. The only thing he could rely on at the time was hope from above because he felt he had no allies. “You still thought that you are alone even if you look around [and see plenty offering their support]; given I was in conflict with the administration during that time. Many politicians were anxious to come to my aid, so I felt alone. But I know that [God] is always with me,” recalls Romualdez. According to Romualdez, there were arguments and fights between his local government and the Aquino administration in the face of the typhoon—conflicting information, lack of coordination, and conflicts during the execution of rescue and retrieval operations, the distribution of relief supplies, rehabilitation, housing projects, and even the burying of the dead. Romualdez explains that the first response in every disaster is to rescue people and then comes retrieval. While the typhoon was still going on, they had already begun rescue operations. He recalls, “We started looking for people [to rescue] but there were so many [dead bodies]. And as a leader, the situation was so bad. The idea that nobody should be left behind during a war made sense to me from the military’s perspective. They bury their dead before moving on. That was the situation here.” He claims that they had a difficult time persuading other national agencies to prioritize burying their dead and giving them proper burials. Even two years later, they were recovering the bodies of missing people. THE AFTERMATH The local government’s initial step in starting the recovery process was to urge businesses to open their doors so that people can start working. He gave the green light right away for big national corporations to open, creating jobs for locals and providing access to supplies. The mayor sought the assistance of all Tacloban churches because he understood the value of spiritual support for his people. Christians and Muslims supported the community’s spiritual and emotional healing by working together with the local government. He also urged families, particularly those with women and children, to leave Tacloban temporarily and visit relatives in Cebu, Manila, and other provinces for two to three months while the city was completely cleared, particularly of debris. They were able to recover 500 tons of debris. They had a difficult time during the clearing operation because vehicles and equipment could not freely maneuver for thousands of people just freely walked in the streets, and relatives of the victims who were no longer living in Tacloban returned to look for their kin. The mayor decided that the city government should not accept donations and instead distribute them directly to those in need. According to Romualdez, the LGU would only refer to and suggest to organizations the location where they should bring their donations. In total, there were 40 countries that helped Tacloban. People, especially the elderly, reportedly became emotional when foreign ships, including a fleet of seven Japanese ships, arrived in the seas off Leyte to offer assistance, as it brought up memories of when General Douglas MacArthur landed in the gulf when Americans were fighting the Japanese during World War II. It was in Leyte Gulf that MacArthur landed. His statue, together with some American soldiers, was built in what is now called MacArthur Leyte Landing Memorial National Park to commemorate his historic landing and start the operation to liberate the Philippines from Japanese occupation during World War II. The statues were not spared from destruction during Yolanda, but these have been rehabilitated already. THE HOUSING PROJECT In 2019, the Presidential Anti-Corruption Commission (PACC) filed charges against 12 officials of the National Housing Authority (NHA) before the Office of the Ombudsman after its fact-finding investigation revealed irregularities in housing projects in Eastern Samar. The NHA officials are facing cases for violations of the Code of Conduct and Ethical Standards for Public Officials, the Government Procurement Act, and the Anti-Graft and Corrupt Practices Act. The anti-graft body, created by former President Rodrigo Duterte in October 2017, urged typhoon survivors to file complaints against concerned government agencies for the delays in the construction despite the release of funds to the contractor and substandard construction. On the other hand, the NHA blamed the LGUs for the delay in construction, alleging that the officials were slow in providing the beneficiaries lists. They also cited difficulty in securing resettlement areas. Housing and Urban Development Coordinating Council (HUDCC) Secretary Leoncio Evasco alleged that “turfing” or turf wars also caused delays in the housing project. Many were planning to pursue charges against former President Aquino III and some of his Cabinet members. As of writing, no member of the Aquino administration (including Aquino himself) have been charged or arrested for the alleged “misuse of Yolanda funds” or mismanagement of the disaster. In August 2021, the Regional Development Council (RDC) in Eastern Visayas said that out of the 64,696 units planned for Super Typhoon Yolanda victims, 29,422 are already occupied and 11,266 are ready to be occupied. Those that cannot be occupied yet lack electricity and water supplies. RDC said the unfavorable weather conditions, lack of manpower and resources on-site, additional works to suit actual field conditions, and delayed issuances of permits and licenses from the LGUs and other agencies are some reasons for the delay of occupancy. Tacloban’s local government will now take care of the housing project for the affected families. This is after Secretary Eduardo del Rosario of the Department of Human Settlements and Urban Development (DHSUD) visited Romualdez and revealed plans to download the funds and functions related to housing resettlement of displaced Yolanda families to the LGU. The Yolanda projects in various areas in the Visayas including Tacloban has been one of the controversial issues thrown against the Aquino administration because of substandard construction and materials used to build the houses and facilities. “The national government should review the policy on the housing project because it was done in a rush [during the Aquino administration]. There were many things that did not match the plan. It didn’t come out the way it should have,” Romualdez explains, and they will start doing the repairs and rehabilitation once the national government gives them the go-ahead. LEARNINGS According to Romualdez, the tragedy of Typhoon Yolanda is a wake-up call that climate change is occurring. According to him, they have learned that it is no longer the typhoon’s intensity that they must monitor, but rather its path. But he believes changes in seasons would also make such monitoring difficult. Every time there is a typhoon, even if it is Signal Number 1, they have put in place a system where he already calls for people to prepare. They shouldn’t hold off until Signal Number 2 is announced. They urge people who are working to return home, companies to suspend work, and that those who are leaving Tacloban to return home as well. These steps would give people plenty of time to make preparations, such as purchasing supplies, and food, and repairing their homes to withstand the impending storm. CHALLENGES The Yolanda catastrophe provided Romualdez with a great driveto work for the people and the community. “Elderly people were coming to me a day or two after [the typhoon]. They were still dressed in the same clothes they were wearing before the typhoon because they lost everything. They were crying to me, saying that the last time they saw Tacloban like this was during World War II. They were telling me they were leaving Tacloban. They were traumatized,” Romualdez recalls. Convincing others that there is a solution is Romualdez’s biggest task—having to overcome mental hurdles and believe that there is still hope for their city. Planning and letting people know that there is a strategy helped, along with remaining consistent while being flexible enough to adapt to changing situations. THE NEW TACLOBAN Romualdez is pleased to report that the city has significantly advanced thanks to new technologies. Both solar-powered and wireless traffic lights are present in Tacloban. Even some locals now drive hybrid vehicles. There are people who believe Tacloban is still in ruins, but he is pleased to hear from visitors who return to the city after a 10-year absence and claim the city has significantly improved. Local officials also intend to construct a water treatment plant, a septic treatment plant, and a sewage system plant. At the moment, the city government is focusing on technology that will help solve the problem of climate change. Through the agriculture department, they are also concentrating on initiatives that will improve the lives of farmers. The mayor also places a high premium on people’s health. Romualdez is pleased that Tacloban has recovered from the disaster. He expresses gratitude to the people for placing their trust and confidence in him as their leader. While he believes he has had a significant impact on the people, he humbly acknowledges that it was their resilience that allowed them to weather the storm as one and rise anew to make Tacloban rise again. Buy magazine here

< Back STATE OF THE NATION ADDRESS 2023 BY PAULA ABERASTURI Marcos’ 2023 SONA was full of promises, but several key sectors were left out. President Ferdinand Marcos Jr.’s second State of the Nation Address served as his way of assuring the citizenry that the government is doing its best to address important issues. ECONOMY Marcos enumerated his administration’s triumphs in the economic front in the last year. Among these, he highlighted how the country posted a 7.6 percent growth rate in 2022, the highest our nation has seen in 46 years. In fact, the president declared that the country has emerged victorious despite the COVID-19 crisis. “ Nakakita po tayo ng magagandang resulta (We are seeing great outcomes),” he said. Emphasizing that while there are economic matters that are beyond control, his administration is doing its utmost over matters that can be changed for the better.. Additionally, he exhorted Congress to approve a list of measures with the hope of curbing in􏰀ation, while warning the public against driving food prices up. “In spite of the difficulties, we are transforming the economy. We are stabilizing the prices of all the critical commodities,” Marcos noted. He hoped to assure the populace that “in􏰀ation is moving in the right direction.” He also admitted that in􏰀ation has “accelerated in recent months due largely to significant increases in international prices of oil and other key commodities.” The president mentioned some projections for in􏰀ation, claiming that these have been adjusted upward. However, he failed to lay down concrete plans to tame rising prices. AGRICULTURE Recognizing that the country’s main driver for growth and employment remains tobe agriculture, the president continues to hold the Department of Agriculture (DA) portfolio. He has grand plans for the sector but acknowledged that he needs time. Among the plans for agriculture are to increase production by providing financial and technical assistance to farmers,and investing in scientific research and modernization. “Our aim is to boost our local agricultural production—through consolidation, modernization, mechanization, and improvement of value chains—augmented by timely and calibrated importation, as needed,” Marcos stressed. He also bore down on the plight of farmers, who had to suffer lower prices for their produce, due to smuggling and hoarding. He vowed to put a stop to the illegal and immoral practice of agricultural smuggling, hoarding, and price fixing. The president highlighted the recent approval of the New Agrarian Emancipation Act, which writes off loans of beneficiaries of agrarian reform. Notably, this was the only measure promised in last year’s SONA that became a law. Lastly, Marcos assured the citizenry that the country is gearing up for the consequences of El Niño such as ensuring food security, and even considering cloud-seeding operations to counter the potentially prolonged drought. ENERGY The president spent considerable time narrating his plans for the country’s energy production and his push for renewable energy. His administration targets to raise the share of renewable energy in the power generation mix to 35 percent by 2030, and then 50 percent by 2040. He declared that 126 additional renewable energy contracts were awarded in the past year, as the country opened up investments in the renewable energy sector to foreign investors. Marcos also stated that the country now has a unified national grid, with the interconnection of the Luzon, Visayas, and Mindanao grids. “The 􏰊One Grid, One Market’ will enable more efficient transfers and more competitive pricing of electricity throughout the country. However, 68 grid connections are much delayed, according to the [Energy Regulatory Commission] ERC’scount. We are conducting a performance review of our private concessionaire, the National Grid Corporation of the Philippines. We look to NGCP to complete all of its deliverables, starting with the vital Mindanao-Visayas and the Cebu-Negros-Panay interconnections,” he said. The president vows that the country will achieve total electrification by 􏰁􏰐􏰁􏰆, at the end of his term of office. PEACE AND ORDER Marcos proudly announced that the Bangsamoro transition was on its good way. “We are proud of the progress that the Bangsmoro Autonomous Region in Muslim Mindanao] BARMM has taken.... Former adversaries are now partners in peace. Its functions have been defined, and its basic laws are now being written. Through the BARMM, we have strengthened the nation’s prospects for finally achieving sustainable progress anchored on a true and lasting peace in the Southern Philippines. We will continue to support the progress of the BARMM, apace with our singular vision for all Filipinos,” he declared. Additionally, the president said that he shall be issuinga proclamation granting amnesty to rebel returnees, saying: “Through community development and livelihood programs,the Barangay Development and Enhanced Comprehensive Local Integration Programs have been effective in addressing the root cause of con􏰀ict in the countryside. To complete this reintegration process, I will issue a proclamation granting amnesty to rebel returnees. And I ask Congress to support us in this endeavor.” Lasty, the president beseeched Congress to amend the “antiquated” National Defense Act of 1935, to “provide fora change in the military structure of the Armed Forces of the Philippines (AFP) that is more responsive to current and future non-conventional security threats to the country’s territorial integrity and national sovereignty.” He also declared that efforts are underway for a functional and financially sustainable pension for military and uniformed personnel. THE DRUG WAR The president confirmed that the campaign against illegal drugs launched by the previous administration shall now take a restorative approach. The campaign is now geared towards community-based treatment, rehabilitation, education, and reintegration, with the objective of curbing drug dependence. The administration will relentlessly continue its fight against drug syndicates, shutting down their illegal activities and dismantling their network of operations. Note however that while the president admitted that the Duterte administration’s drug war led to “abuses,” he was not specific as to what the abuses were. He also failed to comment on the International Criminal Court (ICC)’s resumption of its probe into the drug war. FOREIGN AFFAIRS AND SECURITY The president highlighted the country’s independent foreign policy of “being a friend to all and enemy of none” as the most effective strategy. He stated that he has visited other countries for diplomacy, peace- building, and mutually beneficial purposes. INFRASTRUCTURE President Marcos stated that his administration will sustain infrastructure spending at five to six percent of the country’s gross domestic product (GDP) and will tap the private sector for partnerships to expand projects. He emphasized that “our road network plans must link not only our 3 major islands, but all prospective sites of economic development.” He explained that: “(a) the 1,200-kilometer Luzon Spine Expressway Network Program will effectively connect Ilocos to Bicol from 20 hours to just 9 hours of travel; (b) the Mega-Bridge Program, 12 bridges totaling 90 kilometers will connect islands, and includes the Bataan-Cavite Interlink Bridge, the Panay-Guimaras-Negros Island Bridges, and the Samal Island-Davao City Connector Bridge.” The administration has also initiated several railway projects, with a total length of more than 1,000 kilometers. Marcos promised that in a few years, travel from Pampanga to Laguna will be reduced “from four hours to just two.” EDUCATION Marcos declares that they are recalibrating the K to 10 curriculum to ensure that it is always relevant, responsive, and at par with international standards. He assures the public that a student’s financial constraints shall not be a hindrance to his or her education, as they have guaranteed safety nets such as skills development training and youth employment programs. “Deserving and talented students without the financial capacity to attend school will not be left behind in this education agenda,” he explained.