< Back Is It Time To Try Tandem Voting? BY GODFREY T. DANCEL ILLUSTRATION BY MICO FELICITAS DISCUSSIONS ABOUT WHETHER OR NOT TO ADOPT TANDEM VOTING FOR PRESIDENT AND VICE PRESIDENT MUST INVOLVE THE NEED TO CONSIDER OTHER IMPORTANT CHANGES IN THE COUNTRY’S POLITICAL SYSTEM. Almost a year into their respective terms, President Ferdinand Marcos, Jr. and Vice President Sara Duterte- Carpio have maintained the spirit of unity that served as the main theme of their campaign for the top two elective posts in the country. This bodes well for the country, as the top two leaders could concentrate on fulfilling their mandate without having to deal with grave personal differences. The Marcos-(Sara) Duterte tandem has avoided any major rift so far. The son of Ilocos and the daughter of Davao have made conscious efforts to not put themselves in situations that could trigger or fuel intrigues regarding their personal and/ or professional relationship. 𝐈𝐍𝐓𝐄𝐑𝐄𝐒𝐓𝐈𝐍𝐆 𝐃𝐄𝐓𝐀𝐈𝐋𝐒 The UniTeam victory in the May 2022 elections marked the first time in the post-EDSA 1 era that the winning candidates for the country’s top two positions garnered a clear majority of the votes cast. This reflects the overwhelming mandate given to them by the electorate. Marcos received 31,629,783 votes while Duterte garnered 32,208,417. While their tandem clearly won, the more than half million vote difference raises some interesting points. This means, among others, that more than half a million of those who did not choose Marcos still voted for his running mate. Conversely, more than half-a-million voters chose Duterte but not Marcos—either voting for another candidate or abstaining in the vote for president. Those who voted for Duterte but not Marcos could have voted for then-Vice President Leni Robredo, supporting the RoSa (Robredo-Sara) tandem pushed by some quarters. They may also have voted for Senator Manny Pacquiao, opting for an all-Mindanao slate under the MaSa (Manny- Sara) tandem pushed by some Mindanaoan leaders. Whatever the actual reason for the vote difference between the president and vice president, it is perfectly normal and even expected under our present electoral system. SEPARATE VOTING The Philippines presently follows the system of individual or separate voting for the top two officials of the executive branch. Under this system, voters are free to choose the president and the vice president they want to vote for. This means that they could vote for a presidential candidate and his (or her) running mate, a vice presidential candidate running with another presidential candidate, or even an independent vice presidential candidate. They could even choose to abstain from voting for a vice presidential candidate. A practice related to separate voting is vote-splitting or split- ticket voting. This refers to voting for a presidential candidate and vice presidential candidate who come from different tickets or slates. Of the six elections held under the 1987 Constitution, four resulted in split- ticket winning pairs, with the Gloria Macapagal Arroyo (GMA)-Noli de Castro (2004) and Marcos-Duterte tandems as the exceptions. In the run-up to the May 2022 polls, various groups expressed support for split-ticket tandems, namely RoSa, MaSa, and Robredo-Tito Sotto (RoTi). None of these tandems, however, gained enough traction as all the formal tandems chose to stick with each other. TANDEM VOTING An alternative to individual voting is tandem voting. Simply put, the candidates for president and vice president campaign together and are elected together and not individually. This is the system that has been used in the United States since 1804, when the 12th Amendment was ratified. Prior to this, the presidential candidate with the second-highest number of votes became the vice president. This meant that they would have different political views, which could make governance difficult. The amendment sought to remedy this situation. As the top two leaders came from the same party, they shared the same political views and platform. Governance, thus, would be much smoother. The same view served as the basis for Senator Sherwin Gatchalian’s proposal for the adoption of tandem voting in the Philippines in late 2021. Admitting that this was a case of testing the water as the proposal came near the end of the 18th Congress, Gatchalian said he just wanted to present the topic for discussion. In a nutshell, the senator’s proposal was meant “to ensure that the selection of the top two leaders will be based on platform and not on personalities.” “In choosing which presidential candidate to vote for, that candidate’s vice presidential running mate should already be a major consideration,” the senator said. He also stressed that the system could mean “better governance based on shared political views and platform, and assurance that the vice president would carry on with the president’s programs should anything happen to the latter during his incumbency. SPLIT ON TANDEM VOTING Then-presidential candidate and Manila Mayor Isko Moreno Domagoso, in the presidential debates repeatedly mentioned his preference for tandem voting. This will ensure better teamwork, and that more can be achieved, he said.Then-Senate President Vicente “Tito” Sotto III, who himself ran for vice president, did not agree with the idea, saying the current system helps provide checks and balances between the top two government officials. The system of checks and balances refers to the system through which one branch of government can—and should—act to prevent another from abusing its powers. For example, the president may veto a bill approved by Congress if he sees infirmities in such. The Supreme Court, on the other hand, may declare a law enacted by Congress and signed by the president as unconstitutional. Sotto extended the concept to apply to the relationship between the president and vice president, implying that a president and vice president elected as a tandem could mean more harm than good for the country. As used in its original context, however, the system of checks balances does not rest on whether or not the leaders of the majority of one branch belong to the same party as (or are allied with) those of another. THE DUTERTE-ROBREDO EXPERIENCE A good argument against split voting could be based on the relationship between former President Rodrigo Duterte and former Vice President Leni Robredo. While it was not expected of them to really agree on most governmental concerns, there was hope for a good enough working relationship between them, at least during the very early part of their respective terms. In July 2016, Robredo was appointed as chairperson of the Housing and Urban Development Coordinating Council (HUDCC). She resigned from the position after five months, after being asked to stop attending Cabinet meetings. In her resignation letter addressed to the president, she stressed that she had done her best to “put aside our differences, maintain a professional working relationship, and work effectively despite the constraints.” However, she also pointed out that the directive to “desist from attending all Cabinet meetings” had made it impossible for her to do her job, and that remaining in the Cabinet had become untenable. Robredo’s second stint as agency head came in November 2019, as she was appointed as co-chairperson of the Inter-agency Committee on Anti- Illegal Drugs. Her stint lasted no more than three weeks. By 2020, Robredo had dismissed any possibility that she and the president could work harmoniously, although she reiterated her readiness to carry on with the Office of the Vice President (OVP)’s flagship Angat Buhay program. NO GUARANTEES The present reality notwithstanding, being political allies at the time of election does not guarantee a smooth relationship for the country’s two highest officials. Neither does having strong personal relationships. Take the case of President Corazon “Cory” Aquino and Vice President Salvador “Doy” Laurel, who were swept into power after the February 1986 People Power uprising. After uniting to unseat President Ferdinand Marcos, their relationship turned sour, with Laurel resigning as Foreign Affairs secretary in September 1987. Laurel accused Aquino of incompetence and corruption, and failing to deliver on the kind of leadership she had promised. Eleven months later, Laurel called on Aquino to resign and call for new elections, saying that the administration had failed to live up to its promises. Aquino, meanwhile, accused him of withholding support during the November 1986 and August 1987 coup attempts—by then two of the bloodiest attempts to topple the Aquino presidency. CURRENT EFFORTS AT THE LOWER HOUSE With Charter Change efforts in full swing at the Lower House, a couple of resolutions regarding tandem voting have also been filed. Resolution of Both Houses (RBH) 0001 filed by Deputy Speaker Aurelio “Dong” Gonzales (Pampanga 3rd District) includes a provision that says a vote for the president shall also be a vote for the vice president who belongs to the same political party. Meanwhile, RBH0005 filed by Congressman Gus Tambunting (Parañaque 2nd District), argues that tandem voting would enhance national unity and avoid situations wherein the elected president and vice president come from different political parties. SOME IMPORTANT QUESTIONS Will tandem voting be enough to solve long- standing problems in Philippine governance and politics? While the system may have enough positive points to merit congressional consideration, a number of questions need to be answered up front. What if a presidential hopeful does not have a running mate? In the 2004 elections, both Senator Panfilo Lacson of Laban ng Demokratikong Pilipino (LDP) and Bro. Eddie Villanueva of Bangon Pilipinas ran without a vice presidential running mate. Norberto Gonzales of Partido Demokratiko Sosyalista ng Pilipinas (PDSP) and independent candidate Ernesto Abella did the same last year. With tandem voting, will it be compulsory for presidential hopefuls to have a vice presidential running mate? Related to the above, if a presidential or vice presidential candidate withdraws anytime between the filing of certificates of candidacy and the day of the elections, what happens to his or her running mates’ candidacy? Then again, even as lawmakers have their eyes set on constitutional change—whether by Constituent Assembly or Constitutional Convention—as the way to make tandem voting the new standard in presidential elections, some members of the academe are saying that this is not necessarily the case. A position paper released in January 2023 by faculty members of the University of the Philippines (UP) Department of Political Science on the congressional initiative to amend the constitution says that since “the constitution is silent on the joint election of the President and the Vice President, a constitutional amendment is not required to reform the election rules and include a provision for tandem voting for candidates on a common ticket.” In a separate paper, Professor Jorge Tigno of the aforementioned academic unit also points out that “the Constitution does not specify that the president and vice president have to be elected separately.” Consistent with some of the reasons cited by lawmakers for pushing for tandem voting, he says that “Electing these two separately has led to discontinuities and intrigue. Promoting tandem voting for president and vice president, while not specified in the 1987 Constitution, can lead to higher levels of continuity and cooperation between the two highest executive positions in the country.” REFORMING PHILIPPINE POLITICAL PARTIES Clear political ideologies and platforms of governance are the main anchors of tandem voting. With this, the proposal to adopt the system begs an important question: how ready are our political parties for such? Being links between the people and the government, political parties must be able to perform essential functions that facilitate entry into the political system and improving governance. These include representation and integration of voters into the political system; political education; recruitment and training of political leaders; as well as exercising control over government administration on one hand and organizing opposition on the other. Recent developments at the Lower House have highlighted the fragility of our political parties. The supposed plot to unseat House Speaker Martin Romualdez reportedly involving his fellow party leaders Vice President Sara Duterte and GMA has revealed cracks within Lakas-Christian Muslim Democrats (Lakas-CMD). A strong and stable party would have been able to solve the issue internally, if not prevent it from arising in the first place. Meanwhile, the impending conversion of Kilusan ng Nagkakaisang Pilipino (KNP) into a political party could affect the once-dominant Partido Demokratiko Pilipino-Lakas ng Bayan (PDP-Laban) as well as Partido Federal ng Pilipinas (KFP), which served as the vehicle for Marcos’presidential run. Formed last year as a socio-civic group supporting Marcos’call for unity, KNP initially listed 200 members. Accreditation as a party would open the floodgates for more members, many of whom are expected to come from PDP-Laban, from where most of the KNP’s founding officers come. With PFP a non-entity in the Lower House, could we see the president eventually becoming KNP chairperson and using the new party to consolidate his influence in Congress by fielding congressional and senatorial candidates in 2025? Will Lakas-CMD be able to weather other storms to come its way, and will KNP be able to gain enough steam to come up with viable presidential and vice-presidential tandems for 2028? The possibility that piecemeals changes in the way we choose our national leaders could still possibly have significant effects on governance cannot be disregarded. However, adopting tandem voting without predicating it on the existence of a strong and stable party system could bring about nothing but false hopes for most Filipinos.

< Back NCAA SEASON 99 - SAN BEDA RED LIONS: NCAA MEN’S BASKETBALL CHAMPIONS By: Edwin Allan Diaz THE SAN BEDA RED LIONS ROARED TO VICTORY IN THE NCAA SEASON 99 MEN'S BASKETBALL CHAMPIONSHIP, DRIBBLING OBSTACLES AND DUNKING THEIR WAY PAST MAPUA'S CARDINALS. A DIFFERENT MAPÚA Mapúa secured the number one spot after defeating the University of Perpetual Help System DALTA (UPHSD) Altas in the semifinals at the Filoil EcoOil Arena on November 15, 2023. With a 15-3 record and a twice-to-beat bonus heading into the Final Four, it seemed like the Cardinals were about to end their 32-year title drought. They have the right players—Escamis led the league, averaging 16.28 points per game, with team captain Warren Bonifacio, Jopet Soriano, and Paolo Hernandez being equally competent shooters. Even though Soriano and Bonifacio are graduating in Season 100 and Hernandez is unsure if he will still suit up for the Cardinals, Mapúa is still in good hands. Rookies and freshmen like Recto, Dalisay, Peter Rosillo, Marc Cuenco, and Jeco Bancale offer so much potential for the Intramuros-based squad. Mapúa is widely recognized as a formidable competitor. That’s why the Red Lions improved their outside shooting to keep up with the Cardinals. Andrada has shot 300 to 400 threes every day since January and a lot more during team practice. His combined performance with the other Red Lions made them the best three-point shooting team in Season 99, sinking 33.35 percent of all baskets taken. With most teams being together for three to four years, De La Salle College of St. Benilde Blazers (DLS-CSB) coach Charles Tiu says there has been a lot of improvement in season 99. “It’s competitive,” with upsets and surprises from the teams. Other NCAA teams are the Jose Rizal University (JRU) Heavy Bombers, Emilio Aguinaldo College (EAC) Generals, San Sebastian College-Recoletos (SSC-R) Golden Stags, Colegio de San Juan de Letran (CSJL) Knights, and Arellano University (AU) Chiefs. NOT JUST BASKETBALL Hosted by JRU, Season 99’s spotlight may have been trained more on basketball, but there are other sports such as volleyball, beach volleyball, swimming, chess, and taekwondo. Badminton and table tennis return for Season 99, along with special grassroots events like kiddie and 3x3 basketball. Cheerleading and other athletics also draw crowds. During the launch of Season 99 at the Mall of Asia (MOA) Arena in Pasay, NCAA and JRU President Dr. Vincent Fabella said the NCAA is true to its tagline, “New Heroes of the Game,” fully committed to student athletics and sports. “We will continue championing new heroes to carry the legacy of the NCAA,” Fabella said. “We want to make the NCAA better every year, and this year, our 99th season, can only be a precursor to the excellence we expect to show all of you in our 100th year."

< Back A BREATH OF FRESH ADVENTURE BY CAMILLE F. CABAL Summer loses its charm in the scorching heat, but you don’t need to stay indoors to escape it.If the temperature becomes unbearable, consider exploring Don Salvador Benedicto for a refreshing adventure! Why Don Salvador Benedicto? It’s an ideal place to escape from the scorching heat!This municipality has an average temperature of 16 to 27 degrees Celsius, earning the official title “Summer Capital of Negros Occidental.” By its nickname alone, you can tell that people here enjoy fairer and chilly weather, with most of its residents omitting the use of air conditioning units. Exploring the vibrant town of Don Salvador Benedicto is a breeze. Read on to uncover the must-visit spots in this charming destination. LIONS VIEWING DECK This spot in DonSalvador Benedicto is not intended to imitate theo ne located in Baguio City. It is actually a joint project between Bacolod City Host Lions Club of the Philippines, Kao Shiung Port Lions Club of Taiwan, and Icheon Lions Club of South Korea. Located in Purok Talus, Barangay Igmaya-an, the viewing deck offers panoramic views of lush mountains, a terraced rice field, the Talus River, and the Padre Pio Church and garden below. This 500-square-meter lot, donated by the Dela Cruz family, serves as a memorial providing recreation and socio-cultural opportunities for the people of Don Salvador Benedicto. MALATAN-OG FALLS Anyone with a thirst for real adventure will be spoilt for choice at Don Salvador Benedicto. Make your first stop at the Lantawan viewing deck for a breathtaking view of Malatan-Og Falls. This tall and majestic waterfall cascades down at around the same height as a four- to five-storey building. If the Lantawan deck is crowded, you can also catch sight of the waterfalls from the line of restaurants along the road. If viewing the falls from a distance isn’t enough, why not trek to it? Keep your adrenaline levels at a high on a 25-minute downward trek along the edges of Malatan-Og Falls. This short route ends with a refreshing dip in the cool waters. If you still have energy to spare, continue on for another two hours to reach two more natural wonders: Nursery Falls and Kawa Falls. MAGLAHOS RIVER TUNNEL There’s more to explore to your heart’s content in Don Salvador Benedicto. Beyond its stunning waterfalls, the municipality boasts of the enchanting Maglahos River Tunnel at Purok Manihan, Barangay Bunga. This hidden gem of a river, looking straight out of a fantasy, flows through natural rock formations, creating a unique tunnel. PINEWOOD FOREST Step into a scene straight out of Taylor Swift’s Folklore album with the enchanting Pinewood Forest in Don Salvador Benedicto. Though not originally intended as a tourist spot, its serene and calming ambiance draws both locals and visitors in. Some residents even choose this picturesque location for their pre-wedding photoshoots. The famous Pinewood Forest is actually privately-owned, but the owners are kind enough to let everyone relax and take in the scenery for free! Be sure to add this stunning spot to your weekend plans, as it’s only open to the public on weekends. These activities are just the tip of the iceberg when it comes to enjoying Don Salvador Benedicto. Indulge in the distinctive flavors of fresh, locally sourced food items that’s unique to this charming municipality. Who knows what other fresh adventures await you once you arrive?

< Back Paving the Way for Tax Reform BY NEPHELINE LIM DACUNO AT THE HEART OF LUMAGUI’S LEADERSHIP IS THE RECOGNITION OF THE SACRIFICES MADE BY THOSE WITHIN THE BIR. HE EMPHASIZES THAT IT TAKES A DEEP LEVEL OF COMMITMENT TO WORK IN SUCH A CRITICAL AGENCY. “THAT IS THE ESSENCE OF PUBLIC SERVICE—TO SERVE THE PEOPLE, EVEN IF IT MEANS GOING ABOVE AND BEYOND THE CALL OF DUTY.” Committee (DBCC) on March 22, 2024. This marks the first time in two decades that the agency has fully reached its annual collection objective. Although final figures are expected by mid-February 2025, the BIR projects that total collections will continue to exceed expectations. These achievements are a testament to the dedication of the BIR’s revenue officers and the success of programs designed to encourage taxpayer compliance and robust tax enforcement initiatives. Lumagui’s vision goes beyond revenue collection. He is committed to transforming the BIR into a serviceoriented, business-friendly agency. While continuing to strengthen tax enforcement, he prioritizes improving efficiency and fostering trust in the system. Digitalization projects and ISO certifications are key to this effort, as they streamline processes and enhance service quality. “Our goal is to make paying taxes a seamless experience for Filipinos,” Lumagui explains. “Through digital advancements and ISO certification, we aim to encourage voluntary compliance and deliver excellent service to taxpayers.” With these initiatives, Lumagui is setting the stage for a more efficient and transparent tax system that benefits both the government and the public. TAXING TIMES For the average Filipino, paying taxes isn’t just a legal obligation but a civic duty that fuels the nation’s growth and progress. Every peso remitted contributes to the development and improvement of the Philippines, making tax compliance a vital part of building a better country. The BIR emphasizes this dual role of taxes, urging citizens to see them as a tangible investment in the nation’s prosperity. In turn, taxpayers have every right to expect transparent and efficient systems from the government, particularly when it comes to understanding how their hard-earned contributions are utilized. Like any government agency, the BIR faces its fair share of challenges, and Lumagui stands at the forefront of tackling them. Among the most pressing issues are those tied to outdated systems and taxpayer noncompliance, including tax evasion, illicit trade, organized crime, money laundering, and fraudulent transactions designed to defraud the government. "Generally, if you look at the Tax Code," Lumagui explains, "when it is evident that the taxpayer fails to file returns, supply correct and accurate information, and pay taxes, there could potentially be a tax evasion scheme at work." However, he emphasizes that identifying evasion is far from straightforward. "Blind auditing can harm the system," he asserts, advocating for a targeted, evidence-based approach to uphold fairness and maintain the integrity of the tax system. This perspective is rooted in Lumagui’s extensive expertise in tax law and years of hands-on experience within the bureau. Before stepping into his current role as commissioner, he led tax fraud operations across several revenue regions, including Region 6 (Manila), Region 7B (East National Capital Region), and Region 4 (Pampanga). For Lumagui, illicit trade is one of the most insidious threats. In 2023, the BIR filed tax evasion charges against 69 illegal cigarette traders and 53 erring taxpayers, underscoring its stance that such activities are not only illegal but also dangerous. Illicit trade not only robs the government of rightful revenues but also introduces substandard products into the market, posing significant health risks compared to regulated tobacco products. “The fight against illicit trade is a priority for the BIR,” Lumagui emphasizes. “Pursuing these offenders relentlessly helps maintain a level playing field and protects legitimate businesses in the country.” However, Lumagui believes the battle cannot be fought alone. “Any campaign against illicit trade must be a concerted effort among government agencies. The BIR is committed to contributing in every way possible,” he explains. “This is a crime against the Filipino people, and we will prosecute offenders to the fullest extent of the law. By doing so, we send a clear message: illicit trade will not be tolerated. Our goal is to safeguard legitimate businesses that uphold their tax obligations and ensure fairness across the board.” Since Lumagui’s appointment as commissioner in 2022 by President Ferdinand Marcos Jr., the BIR has embraced a forward-thinking approach, launching task forces and implementing initiatives to modernize its programs. Lumagui gave a marching order for the agency to adopt an industryfocused and data-driven methodology, leveraging analytical tools to identify trends and patterns specific to each sector. This strategy involves a thorough examination of potential industryspecific tax evasion schemes, pinpointing anomalies, and identifying individuals actively participating in such schemes. Designed to be robust and systematic, this initiative reinforces the BIR’s commitment to safeguarding the agency's integrity while protecting the interests of Filipino taxpayers. RATE AND RAFT Lumagui emphasizes that the true measure of reforms and programs lies in their dual impact: fostering voluntary compliance among taxpayers and ensuring the effectiveness of enforcement initiatives. Two standout operations, the Run After Tax Evaders (RATE) Program and the recently introduced Run After Fake Transactions (RAFT) Program, exemplify this approach in tackling tax evasion head-on. The RATE Program, a long-standing initiative, empowers the bureau to investigate and file criminal cases against tax offenders through the Department of Justice (DOJ). Nationwide raids uncover evidence of evasion, which is subsequently handed over to the DOJ for prosecution in judicial courts. Lumagui's RAFT Program, introduced in 2023, takes direct aim at fraudulent schemes, specifically targeting the production and use of “ghost receipts” to fabricate transactions. This initiative holds all parties accountable—whether sellers, users, or enablers—through civil, criminal, and administrative action. Ghost receipts have long undermined the tax system, allowing businesses to overstate expenses, reduce declared income, and ultimately slash their income and value added tax payments, depriving the government of crucial revenues. Since its launch, RAFT has made significant strides, with the bureau filing criminal charges against four companies involved in the sale of fake receipts in March 2023, cheating the government of over Php25 billion in lost revenue. Just three months later, the agency filed cases against three corporate buyers linked to a syndicate dealing in ghost receipts. These fraudulent transactions amounted to an estimated Php17.9 billion in unpaid taxes. These cases serve as a powerful reminder of the gravity of the issue and the high stakes in the ongoing battle against such schemes. Lumagui remains resolute in his mission to deter would-be evaders and criminals. “I want to change taxpayers’ behavior,” he affirms, “ensuring that any wrongdoing will not go unnoticed.” His firm stance is a clear message: accountability in the tax system is nonnegotiable. GOING DIGITAL Acknowledging the global trend toward digital solutions for better taxpayer services, Lumagui is committed to keeping the agency aligned with modern practices. Central to this effort is the BIR’s Digital Transformation Program (DX), a comprehensive initiative designed to streamline taxpayer services and offer Filipinos safer, more convenient options for meeting their tax responsibilities. The program is closely tied to the goals of the Ease of Paying Taxes (EoPT) Act, which seeks to simplify processes and improve overall taxpayer satisfaction. Guided by the DX Roadmap, the initiative is structured around four key pillars, encompassing 22 carefully planned and approved projects. With a clear timeline in place, the BIR is working toward achieving full digital integration across the agency by 2028. The push for digitalization proved especially critical during the COVID-19 pandemic, when the nation relied heavily on online platforms to conduct transactions. The program aligns with Lumagui’s mission to transform the BIR into a data-driven organization, fostering a more innovative and responsive tax system. However, the path to full digitalization is not without challenges. High implementation costs, persistent skepticism about the reliability of digital platforms for financial transactions, and uneven internet connectivity across the country’s revenue regions remain significant hurdles. Many taxpayers still favor traditional systems, hesitant to transition to digital platforms. Despite these obstacles, the BIR remains undeterred. Several other innovative initiatives under the DX Program are being introduced and implemented to improve taxpayer services and streamline processes. Among these is "Revie," a chatbot integrated into the agency’s website to assist taxpayers with online inquiries and concerns. Additionally, a single hotline number has been established to enhance accessibility. Key digital systems are also being rolled out, including the Electronic Filing and Payment System (eFPS), the Electronic Fund Transfer Instructions System (eFTIS), and the eAppointment platform, which allows taxpayers to book meetings regarding taxation matters. The Electronic One-Time Transaction System (eONETT) is another notable addition, simplifying processes for one-time transactions. To further encourage digital adoption, the BIR has expanded its e-payment channels, making online tax payments more accessible. Taxpayers can now settle their obligations through platforms like GCash, Maya, and the e-payment systems of major banks, including Union Bank of the Philippines, Land Bank of the Philippines, and the Development Bank of the Philippines via the PayTax Online System For Lumagui, the vision is clear: a transparent, efficient, and accessible tax system that meets the needs of the modern Filipino. The DX Program is not just a technological upgrade— it is a step toward building a stronger partnership between the BIR and the public, one founded on trust and convenience. LIFESTYLE CHECKS With the growing use of social media and online platforms as sources of income, the BIR has intensified efforts to regulate social media influencers and ensure their compliance with tax laws. Lifestyle checks, a strategy previously employed by the DOJ to examine government employees, have been extended by the BIR to monitor influencers earning significant income from their platforms. The BIR has also expanded its focus to include small online sellers, closely monitoring their tax compliance. To support these entrepreneurs, the agency provides tax exemptions and simplified obligations. Under the Tax Code, individuals earning Php250,000 or less annually are exempt from income tax. Additionally, online sellers are not subject to withholding tax from e-commerce platforms if their total gross remittances in a taxable year do not exceed Php500,000. "During the pandemic, when most transactions moved online, the BIR instructed RDOs to research social media influencers and freelancers," Lumagui shares. "Many online sellers and influencers were identified, some of whom were required to register with the BIR if they hadn’t already. For those already registered, their compliance continues to be monitored. We’ve maintained a constant dialogue with them to ensure they understand and meet their obligations." BEYOND JUST POLICY Implementing new initiatives comes with its challenges, and the commissioner acknowledges that resistance to change is a constant hurdle the BIR faces. He points out that this resistance is a natural reaction, especially in frontline agencies like the BIR, where established routines create a comfort zone that is hard to break. "I could choose to be an autocratic leader and compel everyone to fall in line with my projects, but such an approach would only foster resentment and even more resistance, and will not ensure the revenuers’ commitment," Lumagui shares. Rather than forceful measures, Lumagui values open communication and engagement, believing this approach will build a culture of trust and shared purpose. "I much prefer ‘connecting’ with my fellow revenuers as often as possible, so that I can speak directly with them about our priority programs. This approach will help me to convince them of the importance of their support and collaboration in our flagship projects, and indeed, in all our undertakings." In line with his commitment to tax enforcement and compliance, Lumagui recognizes that strengthening the BIR goes beyond just policy—it starts with empowering the agency's workforce. As he often shares, the agency’s successes are a direct result of collaborative effort, and he firmly believes that if the BIR is to uphold integrity within the tax system, its employees must possess both competence and integrity. This, in turn, requires creating better working conditions. One of Lumagui's most personal priorities is increasing the salaries and benefits of BIR employees. He emphasizes that improving compensation is key to attracting and retaining a skilled, dedicated workforce. "I believe that to strengthen the bureau, we need an empowered workforce. We need to be able to hire competent people with integrity. To do this, we must improve the working conditions in the bureau," Lumagui explains. "Currently, our salaries and benefits are too low, averaging about half or even one-third compared to the private sector and other government agencies. This is why one of the major programs I am passionate about is increasing the salaries and benefits of our employees." In addition to improving employee welfare, Lumagui has set his sights on establishing an International Tax Department within the BIR to focus on cross-border transactions. He firmly believes that the BIR must keep pace with the evolving landscape of international taxation. A FOOLPROOF FUTURE Since taking the reins of the Philippines' largest tax collection agency, Lumagui has overseen a BIR that is more transparent and future-focused. His vision goes beyond reforms and digital advancements, aiming to establish the agency as a regional leader in taxation. With initiatives like the rollout of new eServices, the chatbot "Revie," and achieving 100% ISO certification, Lumagui is confident the BIR will be a key player in Asia's tax landscape. "Under my leadership, the BIR has undergone significant transformation— from institutional changes to the introduction of innovative services and systems," he says. "I envision a future where the BIR is a digitally-driven agency, powered by a workforce of empowered professionals committed to excellence and aligned with global best practices. We are on track to become a stronger voice in regional tax discussions as international finance and taxation continue to evolve." Lumagui also recognizes the hard work and dedication of BIR employees, understanding the sacrifices they make in service to the nation. "From the commissioner to the messengers, we are all public servants. It requires determination, commitment, and sometimes sacrifice to live up to that responsibility," he reflects. "Public servants often work long hours for modest pay, many sacrificing time with their families. As a parent myself, with twin sons under five and a newborn daughter, I understand the anxiety of being away from them. But I hope that my work contributes to a better future, not just for my children, but for all the children of this generation.

< Back Breathing Fresh Air into Local Politics Laguna Board Member Danzel Fernandez leads generational changing of the guards. BY ROBIN LUCAS PHOTOGRAPHY BY DANIEL SORIANO Every election in the Philippines is a time for change, and the 2022 elections in the 1st District of Laguna were no different. It was one of the elections wherein members of G en Z (those born in the late 90s to early 2010s) took part, both as voters and candidates, and with the new generation comes the desire to have young leaders who reflect their values. Danzel Rafter Fernandez is one of these new leaders. Fernandez, the son of Santa Rosa, Laguna Representative Dan Fer nandez and actress Sheila Ysrael, is one of the best representatives of his generation—digitally savvy, well-educated, and self-aware—and he understands this yearning for change. “I believe the reason w hy people voted for me is for one, I am young. Kung mapapansin mo marami ngayon sa bagong politicians natin (If you noticed, many of our new politicians now) are young individuals. And I believe that as young individuals, we are more attuned to the new things happ ening, the changes that we have, not on ly in the p olitical sphere, pati na rin sa (but also) changes in technology, health, or kung anumang (other various) sectors,” says Fernandez. “Siguro ang gusto din ng mga tao is some one new. Someone who is not of traditional na pinanggagalingan. Kumbaga, para makabago yung itsura, makabago yung nakaupo, bago din yung mamumuno at tutulong sa tao (I guess people are also looking for someone new. Someone who is not of traditional upbringing. It’s like, to change the system, you change the leadership, you elect someone new to help the people),” he adds. The ne west member of Laguna’s Sangguniang Panlalawigan (Provincial Board) is aware of the challenges of his new position and displays wisdom that b elies his 24 years of age. “Kung iisipin mo, sa sobrang dami nang naging board members in the past, parang maiisip mo lahat na ng ordinance nagawa na eh (If you think about it, so many people have been board members in the past, it’s almost like they’ve made every ordinance you could think of). Like, what else can you add, what can you do? So, the only way you could know kung anong kailangang gawin (what you need to do) is to go down to people and ask,” says Fernandez. Walking the talk, his agenda is based on consultations with people on the ground, along with his own assessment of what Laguna needs at this time. “I remember I consulted the people, other leaders regarding the current situation. There is a problem in our city wherein people are underemployed. Especially now, with the pandemic which caused plenty of people to lose their jobs, plenty of people lost their businesses,” he reveals. The young legislator looks to the members of his generation to help with the solution. “On the bright side of the pandemic, marami tayong mga bagong young entrepreneurs, bagong mga negosyo, so I want to help them in terms of legislation kasi ‘yun ‘yung trabaho ko sa pagiging (we have plenty of new young entrepreneurs, new businesses, so I want to help them in terms of legislation because that’s my job as a) board member,” says Fernandez. The board member, who heads the Committees on Trade and Industry and Labor and Employment, is looking to pass measures that would help all concerned. For example, in labor, he is looking to create an ordinance to incentivize businesses in the province to hire the youth, and grants or other forms of support to small businesses to help them with their recovery. Despite starting his term only on July 1, the young legislator has already started looking into how to accomplish his aims, working with the Laguna office of the Department of Trade and Industry (DTI) in his capacity as chairman of the Trade and Industry Committee to see how the agency assists small entrepreneurs. “I was in Pagsanjan, Laguna, we gave away kits for the beneficiaries. The beneficiaries had various types of businesses— tailors, barbers, and store owners. We gave away products worth Php15,000 for their businesses,” Fernandez shares. Unlike many politicians, Fernandez was careful to give credit where credit was due and did not claim the project. He insisted that the project was DTI’s, and he was there to show support and help inform his constituents that these programs exist. On his own, Fernandez already launched his #BMSupportsLocal campaign, where he helps promote businesses in his district, leveraging his background as a social media influencer prior to his political career. Fernandez’s advocacies are a product of his education. He took up AB Psychology and BS Business Management at De La Salle University (DLSU) and is due to graduate in September. He has also been accepted to San Beda Alabang’s law program and is to begin his part-time studies there as he fulfills his obligations as a lawmaker. “Being a psychology student, one of my advocacies is mental health… I want to build a mental health facility here in our district. And I also want to create an ordinance wherein we’ll have a youth mental health office where young individuals could go and ask for help regarding their mental health.” “Mental health is a right that everyone should really have. And here in our area, as far as I know, we don’t have an area where we could seek that needed help,” he adds. Fernandez is also an advocate of reproductive health and other programs to help his fellow youth, such as projects that address teenage pregnancies and juvenile delinquency. He wants to enact an ordinance to give support to teenage parents to help lighten the burden on their families. “Having an ordinance which could help our teenage mothers financially or be given benefits similar to that of solo parents to also help their families,” Fernandez says. While already in a position to advance his advocacies, Fernandez is aware of the influence of his father, although he is firm that the decision to run was his own, and he wants to be known for his own merits. “Actually, it’s also a part of my campaign. I really wanted to keep quiet about the fact that my father is Congressman Dan Fernandez. And honestly, it’s really difficult to detach that way of thinking, especially since my dad is a long-time politician and he’s helped so many people, implemented many programs, and passed bills in Congress. Really, his impact is hard to detach from myself especially since my last name is Fernandez,” he reveals. Acknowledging the issue of political dynasties, Fernandez says, “Voters want someone young, someone totally new to break the stigma of, ‘Ah, they’re just from the same family,’ it’s just them again and again. But for me, I wanted to really make use of the things I learned, my education. I studied for a long time and I want to show the people that I could use my education and my government experience—as my father’s former chief of staff—to really help and bring that new brand of leadership.” Fernandez touts his brand of leadership as a “servantleadership”, vowing to be present and work side by side with his people. “When I lead, when I engage with people, I lead by example. Ayoko ‘yung, alam mo ‘yung may mga leaders kasi na utos-utos lang pero hindi mo sila makikita na sila yung gumagawa. Kasi sa’kin, feel ko if makita nila na ‘yung leader, isa siya sa gumagawa, isa siya sa tumutulong (I don’t want to be like one of those leaders that always order people around but you never see them actually putting in work. For me, I feel like if people see their leaders working, that he’s one of the people helping out), everything else will follow,” he says. Fernandez’s path to service started as early as his childhood, for which he gives credit to his Lasallian education. “Because I come from a Lasallian school, from my kinder up until college, [I studied in] La Salle. Elementary and high school De La Salle University Integrated School here in Biñan. College, I studied at De La Salle University in Manila. It was through my education that I came to realize that helping is something I really love doing, at the same time leading,” Fernandez says, adding that leading people and organizing was something he’s been doing ever since childhood. Fernandez says that his father was an important, but not decisive, factor in his decision to run. While his father, Congressman Danilo Fernandez of Santa Rosa’s lone district, is his role model, the decision to run was entirely his own. Whatever his decision is in life, he remarks, his parents are always there to support and respect him. Nevertheless, he gives credit to his father and his upbringing for developing his sense of service to others. “Ang pinaka-memorable sa’kin, was siguro a culmination of the reason why I wanted to run din (The most memorable [experience] for me would have to be the culmination of why I wanted to run as well). Ever since I was a child, I was always there, lalo na ‘pag nagkacampaign ‘yung dad ko. Not only in campaigns but also ‘yung may mga programs siyang ginagawa (especially whenever my dad would campaign. Not only in campaigns but also whenever he would be implementing programs),” says Fernandez, recalling his memories as a child. Whenever he would join in his father’s campaign, he would be there to talk to the people. As he grew older, Fernandez also joined in on the programs of this father which eventually led him to the realization of the work of a politician, helping people in need. Then came the enlightenment that it was something that he could pursue. As the son of a politician, he is inevitably asked about his future plans, to which Fernandez says he wants to do his job well and make decisions about the future when it comes. “What I want to do is to do my job well. Right now, kung anuman ang position ko ngayon, ‘yun ang gusto kong sipagan (whatever my position is right now, it’s what I should be working hard as). And whatever comes my way in the future, I’ll deal with it when I get there,” Fernandez says, adding, “Right now, gusto kong pagbutihan para mapunta talaga ‘yung tiwala ng tao sa kin, hindi lang dahil anak ako ng aking ama (I want to work really hard to earn people’s trust, not just because I’m the son of my father).” “To my constituents here in the first district of Laguna, si [Board Member] Danzel Fernandez po ay baguhan man, pero handanghanda akong maglingkod po sa inyong lahat. I do hope na tuloy niyo akong suportahan at sana din po ay hindi kayo mawalan ng tiwala sa’kin (I may be new to politics, but I am more than ready to serve all of you. I do hope that you continue to support me and not lose faith in me),” he ends.

< Back CONVERGE CEO DENNIS UYO Stronger networks, faster and smoother digital connectivity, and more responsive customer service—this is what Converge CEO Dennis Uy promises. BY MAIELLE MONTAYRE PHOTOGRAPHY BY JAR CONCENGCO The telecommunications industry in the Philippines is constantly faced with the many demands of the modern age. Previously dubbed as the “texting capital of the world,” the Philippines saw mobile phone subscriptions skyrocket while installed telephone lines were drastically reduced. Now, with digital use on the rise, statistics show that Filipinos rank higher than their Asian counterparts in terms of time spent online. With many staying home for work and schooling due to health and safety concerns, the demand for high-speed internet access is at the forefront today. This is the market which Dennis Anthony Uy’s Converge seeks to dominate as a leader in pure end-to-end fiber internet service. A SINGLE FOCUS Converge ICT Solutions, Inc., commonly referred to as Converge, was founded in 2007 by Dennis Anthony H. Uy, and his wife, Maria Grace Y. Uy. Converge is affiliated with ComClark Network and Technology Corporation, which Uy also founded in Pampanga in 1996. Aside from being the founders of Converge, Uy also holds the position of Chief Executive Officer (CEO) and Executive Director of Converge, while his wife serves as President of Converge. This power couple—an engineer and a CPA—work to balance each other out in the operations of their technology company. “I’m an engineer so I like things done swiftly, but I lack the controls. She, on the other hand, as a CPA, is very systematic with everything. So, we balance out each other,” says the self-confessed tech guy with a degree in Electrical Engineering. “It’s a perfect combination. I provide the vision and she operationalizes it with the proper process and control systems. I handle all the tech, while she does all the finance. So, we each have our own specializations,” Uy adds. In 2009, Converge was granted a congressional franchise to operate as a telecommunications company. In 2012, Converge focused on broadband operations, providing high-speed broadband to Filipino households and businesses. In 2019, Converge successfully secured a $225 million investment from Warburg Pincus, a private equity firm, in order to fund its full-fiber optics network. Fiber-optic internet is the faster, more reliable, and more advanced solution to data transfer than the antiquated copper-based Digital Subscriber Line (DSL) and cable internet. Since then, Converge has grown to make a name for itself as the fastest end-to-end fiber internet provider in the Philippines. “That is my competitive edge in this business. I have a single-minded focus,” Uy says. “I only have one product— fiber broadband. While other competitors have wireless mobile, landline, wireless fixed and prepaid, in my case, it is single-focus so I am able to bring the new technology to the consumer right away.” Converge offers its premium fiber internet to residences, businesses, and other enterprises. Whatever the name— FiberX for the home, iBiz for the office, and other digital services—the fact remains that Converge provides affordable and fast connection with unlimited bandwidth and quick installation. “The good thing about the fixed line is the single-port design infrastructure. This allows a single house to have fast, reliable, and sufficient connectivity for several users. Unlike wireless connections that can get congested and slowed down because of the shared signal,” Uy adds. At the end of 2020, Converge has more than doubled its fiber network to over 55,000 kilometers from the previous year, making high-speed broadband internet available to more areas in the country. With the growing demand for internet services, their residential subscriber base doubled during the year, reaching approximately 1,038,000 subscribers by December 2020. Using the greenfield approach, Uy aims to tap the unserved and underserved areas of the country. “A lot of the areas that we have gone to have never been connected with fiber. Never. At all,” he says. “As of today, 90% of our new subscribers are first-time users. So, you can see the blue ocean market that we are penetrating,” he adds. QUINTUPLE GROWTH As a result of the 2020 worldwide global pandemic, Converge more than quintupled its installations. For this reason, Converge reached over a million subscribers by the end of the year. However this surge in demand was not without its challenges. “Usually, we had around 20,000 to 30,000 [installations] monthly. But because of the pandemic, we were doing approximately 100,000 installations a month. Biglang nag-times five. We had to activate the manpower, logistics, and call centers to address the sudden surge in demand. This was even more difficult because of the lockdown and everyone was working off-site. But the growth was there, so we trained our staff, ordered a fleet of vehicles, and activated more call centers as fast as we could. We had our challenges, but we were able to address the concerns as quickly as we could,” Uy explains. Aside from addressing the sudden 500% growth in operations, Converge likewise had to comply with government and health regulations during the COVID-19 pandemic. Since Converge is in the broadband business, the company got the exemption from the Inter-Agency Task Force (IATF), the government body deciding on COVID-19 protocols, to continue operations. Uy then worked doubly hard to get approval to open the business centers in order to address the surging demand. Converge implemented social distancing and an appointment-based system in the business centers. The applications, billing, and the services were in full-swing. “In the business centers, people could not just walk in. So, we implemented an appointment-based system to be able to maintain the health protocols and still attend to our customers,” Uy shared. The call center was integral for the business to run smoothly. So Converge converted offices into a stay-in set up. Agents were given dormitories and meals for the whole day while they were required to live in the premises for an extended period. Converge also opened multiple sites to address the social distancing requirements as well as the demand. The next issue was public transport. Converge then purchased buses in order to provide safe transportation for the employees. A set-up of pick-up points and schedules were put in place. “(For our workers), we had to provide safe transportation for them. In the office, they had to observe social distancing. From the previous 100% office capacity, we could only do 30%,” Uy recounts. “So, we immediately put measures in place to improve our operations. There were so many things, and since March, we did all those things, and we were able to overcome our challenges.” In response to the needs of their customers, Converge also improved the backend of their operations. “Because the scale of service is expanding, our backend had to keep up, especially our OSS (Operations Support System) and BSS (Business Support System).” The Converge CEO also ensures daily monitoring of business operations in real-time in order to make sound management decisions. PROACTIVE STANCE Converge practices a proactive response in its operations and installations. With multiple sites all over the country, Converge implements a logistical system whereby the crew and available resources are made available based on the number of ports and the customer-base per area. “Aside from fast installation, we have a proactive support system for our customers” Uy remarks. “In times when our ports are full, we need to augment and put proactive maintenance. If there are customer requests for transfers, upgrades, cut lines even fires—we are there within the locality,” he adds, enumerating the different scenarios that may arise. “Instead of waiting for the customers to call to report and issue, which is reactive, we address the issues immediately, so they don’t need to call, and the backend is flawless.” This proactive, rather than reactive, approach stems from Uy’s experiences in the province. In this manner, a more localized approach yields greater effectivity and efficiency. “Never mind the need to increase manpower, the bottom line is customer satisfaction,” he firmly declares. Converge likewise addresses all their growing concerns, particularly by having customer care services taken in-house rather than outsourcing to third parties. “We’re a technology company, and as we want to better service our customers, we also want to be able to track our performance.” This approach has yielded positive results after Converge reached its goal of a single-digit rate of drop calls. Previously, they were at 15% rate. Now, the IT leader has reached 9%. “We are aiming for 6-7% in drop calls. Konti nalang,” Uy remarks with a smile. “We also enhanced our digital platform systems in addressing customer issues on social media. We are investing substantially to upgrade our customer relationship management (CRM). So we are confident that no matter what platform the customer tries to reach—email, phone calls, social media, Viber, WhatApp—we are able to address them. We need to integrate whatever channels are available to the customer,” he narrates. Technology innovation is a priority of Converge’s thrust in customer care with P20 million dedicated to customer support. A SIMPLE PLAN “I want to deliver the best in the field of ICT, especially the infrastructure highway, in order to serve our consumers better,” Uy pronounces. He admits that in terms of infrastructure, the Philippines lags behind other countries. “I envision to bring first world infrastructure and connectivity to Filipino consumers. The Philippines deserves the same quality and highspeed connection as the other countries such as Singapore, Korea, Hong Kong. We have already started this and we will work tirelessly to see that this vision becomes reality.” “Filipinos are hungry for fast and reliable internet connection. I am happy if I am able to deliver that to everyone,” he adds. And so, Converge endeavors to promote their fiber revolution to 55% of the projected 24 million households by 2025. Currently, the Philippines is forecasted to have 21.8 million households by 2021. “Being the technology provider, I want to fulfill the needs of the individual consumer and they deserve superior service,” Uy further explains. The tech CEO targets only the A, B, C, and C-1 income class rather than the D and E market, which is a prepaid market. Referring to the market as the blue ocean, Uy insists that monopolizing the entire market is impossible and competition is encouraged. “The more players you have, the more you can help people. My goal is simple—get one-third of the pie and make those customers happy. If I’m able to do that, I have reached my goal.” For Uy, this number is conservative when compared to the underserved and unserved Filipinos in the country. “It’s very achievable. As of today, we have 1 million [customers] already. If we install 1.5 million new ports every year, that’s almost 7.5 million in five years,” Uy explains enthusiastically. “The math is there. It’s definitely achievable.” PUBLIC COLLABORATION Fresh from its successful Initial Public Offering (IPO), Converge is now one of the top 10 IPO companies in the Philippines. The decision to go public has also brought about a major culture change within Converge. “We have to be transparent and apply good governance because we are now a public company,” Uy says. There are now many independent and audit mechanisms in place to deliver investor trust. “It’s very important we have systematic direction, process, and vision approved by the entire board. We report to the board and are liable to the many investors. The pressure to meet targets is there. We cannot promise a number and fail to deliver. We had to instill discipline and professionalism while maintaining our trail-blazing ways,” he continues. Converge boasts of having one of the best IPO in the history of the Philippines. This was because Converge prepared its auditing, tax, and strict compliance with minimum requirements several years before going public. “The foreign investors trust us because of the growth we showed and the business opportunity. In fact, we have doubled the size of the IPO value,” Uy says. As Converge moves forward with its fiber revolution, Uy continues to partner and collaborate with international providers and multinational corporations. “I’m the pioneering founder of the FTTH (Fiber to the Home) Council AsiaPacific. I see to it that I can bring these technologies to share with everyone. Sharing best practices with your peers benefits everyone,” Uy proudly declares. “In 2018, I brought the whole conference of the FTTH Council to Manila with 600 international delegates. Through this collaboration with vendors, technology providers, and operators all over the world, we were able to pool our resources and talents. We shared best practices in regulations, government policies, and other success metrics. These are part of our advocacies and my legacy.” And it’s a legacy the country too, is excited to see.

< Back The Game Changer BY NEPHELINE LIM DACUNO FROM PURSUING HIS PROFESSIONAL ASPIRATIONS TO TURNING THE TIDES OF LOCAL GOVERNANCE IN THE CITY, SAN JUAN CITY MAYOR FRANCISCO JAVIER “FRANCIS” M. ZAMORA EXEMPLIFIES HOW STRIVING FOR A GREATER PURPOSE CAN DRIVE HISTORY-MAKING CHANGES THAT POSITIVELY IMPACT THE LIVES OF OVER 100,000 RESIDENTS. From a young age, San Juan City Mayor Francis Zamora dreamed of becoming a professional basketball player. Public service wasn’t initially part of his plans, yet politics was always in the background, largely due to the influence of his father, Ronaldo Zamora, a long-time congressman of San Juan City. With his father’s impressive 44-year career dedicated to serving the city, it was almost inevitable that Francis would eventually follow in the seasoned politician’s footsteps. Despite his father's political legacy, Francis Zamora carved his own path in sports. He started playing basketball at La Salle Greenhills and later joined De La Salle University's men’s basketball team in 1995. For four years, he played for the De La Salle University Green Archers in the UAAP and he served as team captain during the 1998 and 1999 back-to-back championships. Despite his promising early success, Zamora’s basketball journey was far from the smooth ascent he had envisioned. With ambitions to join the Philippine Basketball Association (PBA), he first made his mark in the Philippine Basketball League (PBL), which was then a feeder for the PBA. Even before graduating from university with a degree in Psychology, Zamora was already making his mark in the PBL and eventually secured two championships during his playing years in the league. In 1999, he played for BLU Detergent and became part of the back-to-back and 3-peat championship teams of Welcoat Paints in 1999 and 2000. In 2001, his persistence paid off when he was drafted by the PBA’s Sta. Lucia Realtors under the guidance of Coach Norman Black. Just before finalizing the deal, Zamora’s coach asked him to hold off, hinting at a potential trade with another player. Zamora agreed and continued his rigorous training for another month, only to discover that the trade would not push through. Instead, he returned to the PBL where he played for the Montaña Pawnshop under Coach Leo Isaac. “Coach Leo gave me the biggest break of my basketball career. By halftime, I would already achieve double digits in both points and rebounds because he gave me the confidence which paved the way for me to play the best basketball of my life,” Zamora shares. Within a month, Purefoods Head Coach Ryan Gregorio called Zamora and asked if he had an escape clause in his contract. “When I received that call, I told myself that this would be the culmination of all my hard work and that I would finally reach my PBA dream. But I also knew that without the big break Coach Leo gave me, Purefoods would have not called me. I thus decided to politely turn down the offer because I could not leave Coach Leo,” Zamora reflects. "In a sudden twist of fate, Coach Leo was replaced, new players joined, and I was removed from the rotation," Zamora recalls. "I reached out to Coach Ryan Gregorio to see if Purefoods' offer still stood, but they had already signed someone else. Looking back, I'd make the same choice; I guess the PBA wasn’t my destiny." Zamora went on to play one final conference with the ICTSI Archers, a team mostly composed of DLSU players, before retiring in 2002. NEW HOPES BEYOND THE HOOPS After setting aside his PBA aspirations, Zamora turned his attention to family and post-graduate education. Following his marriage and the birth of his first child, he pursued a business and entrepreneurship program at New York University in 2003. Three years later, in 2006, he earned a Master’s in Public Administration from the National College of Public Administration and Governance at the University of the Philippines Diliman. In 2015, he completed an Executive Education Program at the John F. Kennedy School of Government in Harvard University. Zamora’s master’s degree, business program, and Executive Education Program provided a strong foundation for a public service career that naturally followed in his father’s monumental footsteps. The senior Zamora was a magna cum laude graduate in both Political Science and Law from the University of the Philippines, earning these distinctions in 1965 and 1969, respectively, and then topped the bar exams. His rise was swift, serving as Chief of the Presidential Economic Staff under President Marcos Sr., and even writing Marcos’s First 100 Days speech while still in law school—a testament to his intellect. Named one of the Ten Outstanding Young Men of the Philippines in 1972, he went on to serve as assemblyman and later as congressman for San Juan and Mandaluyong, his political career spanning multiple terms from 1987 to 2022. His legacy set a high standard, one that his son would seek to uphold in his own path of public service. Throughout his extensive congressional tenure, Zamora’s father held key leadership roles, including House Majority and Minority Floor Leader, then chaired the Commission on Appointments from 2016 to 2022. He also served as Executive Secretary to the President from 1998-2001. “My father has been a congressman since 1978. In fact, my first taste of campaigning came in 1984 when I was just six years old,” Zamora recalls. “I was part of his campaigns again in 1987 and 1992, until I stepped away to focus on basketball and my studies.” In 2004, a year after coming back from studies in New York, Zamora immersed himself once again during the election campaign of his father that year, a pivotal moment that sparked his own desire for public service. “Helping him again in 2004 reignited something in me,” Zamora shares. “After years away, I felt a renewed passion to pursue something more meaningful than basketball. That experience made me realize I wanted to do more. It was then when I approached my father and told him that campaigning for him again had inspired me to run for city councilor.” Zamora’s father initially expressed reluctance, warning him about the political arena, describing it as rife with intrigue and mudslinging, and cautioning that he might not find it to his liking. Determined to prove his readiness for public service, Zamora, guided by values instilled by his mother, Rose, pursued a Master’s in Public Administration and headed his father’s congressional district office. There, he engaged with constituents, collaborated with barangay and city officials, and managed social services, including medical, hospital, burial, livelihood, and financial aid programs. This hands-on experience, combined with his academic background, underscored his commitment and prepared him for the demands of public service. Zamora officially launched his public service career in 2007 as City Councilor for San Juan City’s 2nd District, a move he pursued despite his father’s initial hesitation. Yet, his father quickly became his strongest supporter. “He was my biggest cheerleader during my basketball years and remained my staunchest ally in my campaigns,” Zamora recalls. “He still proudly shares that I was team captain of the 1998 and 1999 UAAP back-to-back championship teams and later became Mayor of San Juan City.” Zamora reflects on his father’s aspirations: “My father always wanted me to be a lawyer. From my basketball career to my time as city councilor, vice mayor, and mayor, he never missed a chance to remind me of that wish of his instead of that dream. Yet, despite not pursuing law, I know he takes pride in the public servant and leader I’ve become.” END OF AN ERA After serving as City Councilor of the 2nd District of San Juan, Zamora successfully ran for vice mayor in 2010, securing a second term when he ran unopposed in 2013. By 2016, he set his sights on the mayoral seat, challenging then-incumbent Mayor Guia Gomez. His candidacy marked a pivotal moment in San Juan’s political history, marking a call for change, laying the groundwork for what would become a reshaping of the city’s political landscape. Despite his tireless efforts to earn the trust of San Juan’s residents and establish himself as the city’s local chief executive, Zamora narrowly lost his first mayoral bid by just a little over 1,000 votes. He describes the defeat as both a setback and a testament to the strength of the campaign he had waged. “Kung mahina ang loob ko (If I were faint-hearted), I would have given up after that defeat. But I pushed myself to run again in 2019,” Zamora shares. While both elections saw him facing incumbent officials, a mayor and vice mayor respectively, he acknowledges that his second attempt was far more challenging. In 2019, no longer holding public office, he once again challenged the entrenched family that had produced a Philippine president, senators, and other high-ranking officials. Facing such a powerful dynasty for the second time meant Zamora had to elevate his campaign to an entirely new level. “It was the overwhelming desire to transform San Juan that drove me to push harder the second time around,” Zamora reflects. “After losing the first race in 2016, I made a promise to myself that I would come back stronger. When I saw that 49% of San Juan’s voters had placed their trust in me, I was inspired to keep fighting for change. That trust fueled my perseverance, determination, and resilience in fulfilling our dream for a Makabagong San Juan.” Running under the PDP-Laban, Zamora faced then-incumbent Vice Mayor Janella Ejercito-Estrada, daughter of Senate President Pro Tempore, Senator Jinggoy Estrada. With a decisive margin of 10,247 votes, Zamora secured the mayoralty, ending the Ejercito-Estrada clan’s 50-year reign over San Juan. This accomplishment placed him in a distinguished league of leaders who have successfully reshaped their city’s political landscape against formidable dynasties. AGAINST CHALLENGING TIDES Zamora’s 2019 victory was hailed as a turning point for San Juan, signaling a new era for the city. Yet, behind the celebration, few were aware of the personal struggles he and his four children, Amanda, Rocco, Nicolas and Noah, quietly endured. In February 2019, just a month before the campaign began, his wife, Keri Lynn Neri Zamora, was diagnosed with breast cancer. Despite the emotional toll, the couple chose to keep her diagnosis private, even from his line up of candidates, campaign team, and supporters. It wasn’t until the victory party that they finally revealed the battle his family had been facing in silence. “It was incredibly difficult,” Zamora reveals, “I was juggling campaigning while caring for my wife. During stretches of days and weeks, she underwent chemotherapy, and I was by her side for every session. Right after, I’d head straight to the campaign trail. At night, I’d return home, sit with her, sometimes cry for hours, then wake up the next day to do it all over again.” He continues, “Everyone around me was in full ‘election mode,’ but my wife didn’t want her illness to affect the campaign. Her decision to keep it private made things even harder for me. I had to maintain a strong front, smiling for the cameras and my team, all while carrying the weight of her diagnosis. It was one of the toughest parts— honoring her wish to keep it within the family until the race was over; she wanted to face her battle quietly, but people had already begun asking why she wasn't attending campaign events.” Months after Zamora’s election victory, his wife was declared cancerfree. The experience inspired the creation of The Caring Keri Foundation, which focuses on helping cancer patients and the general welfare of San Juaneño women and children. Founded and led by his wife, who serves as its president, the foundation embodies her enduring spirit and commitment to helping others. Beyond Zamora’s personal struggles, his first term as mayor began with an immediate and daunting challenge. On March 2, 2020, a security guard named Alchie Paray held 55 people hostage at the Greenhills shopping mall complex, thrusting Zamora into a high-stakes crisis that would test his leadership. Paray indicated that his primary motivation for the hostage-taking was related to internal disputes with his security agency. During tense negotiations, Zamora promised Paray safety in exchange for the hostages’ release and agreed to engage him face-to-face. Armed only with courage and a bulletproof vest, Zamora succeeded in securing the safe release of all hostages. The Philippine National Police (PNP) gave Zamora arrival honors at the National Capital Regional Police Office (NCRPO) in Camp Bagong Diwa and awarded him the PNP Heroism Medal for his efforts. NAVIGATING A HEALTH CRISIS The hostage crisis was just the beginning of the challenges Zamora would face in his initial months as mayor. On March 6, 2020, the Department of Health – National Capital Region (DOH-NCR) officials met privately with Zamora to deliver urgent, classified information: the Philippines had confirmed its first local COVID-19 transmission—a Filipino from outside Metro Manila who frequently visited Greenhills Mall in San Juan City. In response, Zamora swiftly ordered the immediate disinfection, sanitation, and closure of the mall to protect public health. On March 16, 2020, President Duterte declared a state of calamity, thrusting Zamora into the complexities of governing San Juan during the COVID-19 pandemic. Under his leadership, the city became a model of effective governance, prioritizing transmission prevention, strengthening healthcare systems, and vaccination efforts. By June 2021, San Juan was the first local government unit in the Philippines to achieve herd immunity, leading the way for a quicker return to normalcy just over a year after the nation’s first local transmission. Zamora’s response went beyond vaccinations. San Juan also launched the country’s first public-private quarantine facility, the Kalinga Kontra Korona Center, converting the San Juan Science High School into a 100-bed isolation facility. Additionally, the city’s digital education program, which provided students with tablets, laptops, and internet access, earned San Juan the Galing Pook Foundation’s Best Pandemic Response Award in 2021. Despite a challenging start, Zamora led San Juan through one of the most difficult periods in recent history. NCR'S FIRST-EVER CITY WITH 100% OF ITS BARANGAYS DRUG-CLEARED One of Zamora’s most significant accomplishments as mayor was guiding San Juan City to become the first LGU in Metro Manila to have 100% of its barangays declared drug-cleared, a distinction awarded by the Philippine Drug Enforcement Agency (PDEA) in February 2023. This milestone meant all 21 barangays in San Juan were officially free from illegal drugs. As Chairman of both the City Anti-Drug Abuse Council (CADAC) and the Regional Peace and Order Council (RPOC), Zamora spearheaded efforts with city and barangay officials to rehabilitate and reintegrate persons who use drugs (PWUDs). This initiative included the establishment of the Balay Silangan, a dedicated drug rehabilitation center, emphasizing not only enforcement but also the long-term recovery and successful reintegration of affected individuals into the community. The mayor attributes the city’s remarkable success to his strong partnership with the PNP and PDEA. Zamora personally took part in drug raids and buy-bust operations, while also overseeing the distribution of livelihood packages to hundreds of PWUDs, including both current participants and graduates of the Balay Silangan rehabilitation program. “Our commitment to fighting drug use is reflected in the strong support from our residents,” says Zamora. “Being the only LGU in Metro Manila wherein 100% of our barangays have been declared drug-cleared, we now have the lowest crime volume in Metro Manila, rising property values, and increased investor confidence. People are happier and safer in our Makabagong San Juan—these are the true benefits of a drugfree community.” “AFTER LOSING THE FIRST RACE IN 2016, I MADE A PROMISE TO MYSELF THAT I WOULD COME BACK STRONGER. WHEN I SAW THAT 49% OF SAN JUAN’S VOTERS HAD PLACED THEIR TRUST IN ME, I WAS INSPIRED TO KEEP FIGHTING FOR CHANGE. THAT TRUST FUELED MY PERSEVERANCE, DETERMINATION, AND RESILIENCE IN FULFILLING OUR DREAM FOR A MAKABAGONG SAN JUAN.” “OUR COMMITMENT TO FIGHTING DRUG USE IS REFLECTED IN THE STRONG SUPPORT FROM OUR RESIDENTS,” SAYS ZAMORA. “WITH A DRUG-CLEARED CITY, WE NOW HAVE THE LOWEST CRIME VOLUME IN METRO MANILA, RISING PROPERTY VALUES, AND INCREASED INVESTOR CONFIDENCE. PEOPLE ARE HAPPIER AND SAFER IN OUR MAKABAGONG SAN JUAN—THESE ARE THE TRUE BENEFITS OF A DRUG-FREE COMMUNITY.” EASING TRAFFIC CONDITIONS Traffic congestion remains a significant challenge for San Juaneños and Metro Manila residents, worsened by illegal parking, frequent violations, and inconsistent enforcement. To ease congestion and improve traffic flow, Zamora eliminated street pay parking across the city just three weeks into his term. As President of the Metro Manila Council, Zamora introduced the Single Ticketing System (STS), a streamlined approach to handling the region's 20 most common traffic violations. With full backing from all Metro Manila mayors and the Metro Manila Development Authority (MMDA) Chairman, the STS standardized fines and eliminated license confiscation, thus simplifying enforcement. Drivers can now pay fines on the spot via digital payment channels. By implementing this system, Zamora improved traffic enforcement and eased congestion, contributing to smoother commutes and a more organized urban environment. To fully implement the Single Ticketing System (STS), Mayor Zamora had to make some strategic compromises. “To standardize the fines, I had to set a good example by lowering those in San Juan City,” he explained. “The system was eventually replicated in other cities as well. We utilized every available technology to bring the STS to life.” Zamora saw this as an opportunity to set a precedent for other Metro Manila mayors. “The STS had been in the works for 28 years, but it was challenging to roll out due to the differences in fines and penalties across cities. Finally, we found a way to make it happen,” he shares. NO STUDENT LEFT BEHIND Education has been a key priority in Zamora’s administration. Through their Digital Education Program, every public school student in San Juan received a device, transforming education delivery in partnership with the Department of Information and Communications Technology (DICT). Originally launched before the pandemic, the program became vital when students and teachers shifted to distance learning. The city distributed tablets, laptops, and pocket Wi-Fi to over 13,000 K-12 students, ensuring that their education remains uninterrupted. San Juan’s initiative earned top honors from the Department of the Interior and Local Government (DILG) for having the best digital education program during COVID-19. More recently, Zamora upgraded classrooms and homes of the public school students with fiber-optic internet and 55-inch smart TVs, while also launching initiatives to provide free school and P.E. uniforms and customized rubber shoes to ease families’ financial burdens. Zamora is confident that any parent or public school student in San Juan would speak positively about the city’s education initiatives. “I’m certain they would say they’re happy,” he remarks, reflecting on the widespread approval of the local government’s efforts. He hopes that these initiatives will inspire students to keep studying hard and doing their best in school. We empower our students because we believe that a good education paves the way for a bright future,” says Zamora. “Our public school teachers are fully supported as well as they all have laptops to use and regularly receive financial assistance. I take immense pride in our public education system.” BETTER HOUSING FOR SAN JUANEÑOS Zamora’s vision for San Juan goes beyond improving infrastructure; it’s about providing quality, affordable housing for residents. In 2019, he partnered with his father, Congressman Ronny Zamora, to secure funding from the Department of Public Works and Highways (DPWH) for the city’s high-rise, in-city, socialized public housing project, the first of its kind in the Philippines. Building on this, he worked with the National Housing Authority (NHA) General Manager Joeben Tai to develop a second 23-storey public housing building. The third initiative, under the Department of Human Settlements and Urban Development (DHSUD) with Secretary Jerry Acuzar, is part of the Pambansang Pabahay Para sa Pilipino Program (4PH). This involves constructing highrise buildings with thousands of units, offering a rent-to-own scheme with flexible 25 to 30-year payment terms. The same scheme applies to the DPWH and NHA projects. To maximize the impact of the 4PH Program, Zamora has committed to making all available LGU-owned lots suitable for public housing projects utilizable for development. This proactive approach ensures that the program benefits as many San Juaneños as possible. Zamora’s commitment to addressing the housing needs of his constituents is evident in his statement: “Based on testimonials, a vast number of San Juan residents rent their homes. They don’t own property in San Juan. My vision is to change that by giving San Juaneños decent housing. These said housing projects offer a more flexible path to ownership,” he added. LEADING THE WAY IN METRO MANILA As president of the Metro Manila Council and chairman of the Regional Peace and Order Council, Zamora is dedicated to implementing and sharing best practices across the country. He credits the significant change in San Juan to building strong relationships with fellow mayors and continuously learning about effective governance. “I firmly believe that the lessons we learn and the recognition we receive should be shared,” he asserts. “If best practices are shared and adopted nationwide, our country will thrive.” He adds, “If these have been proven effective in San Juan, I have no doubt they will work in other LGUs as well.” Reflecting on his projects, awards, and challenges, Zamora acknowledges the significant transformation in San Juan's political landscape in the short time since he took office. Optimistic about the future, he asserts that San Juan is back on the map of the Philippines and he believes his vision of a "Makabagong San Juan" will continue to drive the city's growth and overcome any challenges ahead. “When I ran again in the 2022 elections, our slate won 15-0 from mayor, congresswoman, vice mayor, and all councilors. If my first term wasn’t a success, then why do the statistics suggest otherwise? This shows that the people have confidence in us and that we have done something right., both the first and second time around,” he asserts. “This shows how much our people trust and support our Makabagong San Juan administration and the projects we’re putting in place. We’re just getting started—there’s so much more we can and will achieve for the city. If the people of San Juan grant me another term, I’ll work tirelessly until June 30, 2028, to build a legacy of good governance and genuine public service for future generations to experience.” By 2028, Zamora is confident that San Juaneños will fully appreciate the impact of his nine-year tenure as mayor. He envisions this as the culmination of the "Makabagong San Juan Legacy," with all his flagship projects in place to make a lasting difference in the community. “I want the people of San Juan to look back and say, ‘I made the right choice!’ when they supported me, I have an ambitious checklist of goals to tackle during my nine years in office, and every day, I push myself to ensure we achieve all of these.” Zamora shares. “I don’t consider my being mayor a job. It is a passion that I truly love,” Zamora shares. “I want to finish my 9 years strong and be able to tell myself that I have no regrets because I was able to implement everything that I had envisioned for a Makabagong San Juan” he adds.

< Back VICE PRESIDENT LENI LOBREDO With grit and grace, Vice President Leni Robredo is espousing a kind of leadership that many have been seeking from other public officials—leading with compassion, sensitivity, and a sense of urgency.

< Back Incomparable Service BY CAMILLE F. CABAL Photography by Daniel Soriano BEHIND THE HUMBLE AND QUIET CITY OF SAN FERNANDO, LA UNION, MANONG DONG’S ACCOMPLISHMENTS SPEAK THE LOUDEST. “Manong” (big brother) is what the kakabsat (brothers and sisters) of San Fernando, La Union call Mayor Hermenegildo “Dong” A. Gualberto. When asked why he prefers to be addressed as such, Gualberto shares that he wants to be the big brother who will do anything he could for the people and he is always willing to help those in need. At first glance, you wouldn’t even think Gualberto is the mayor because of his light aura and grounded interaction with the people. Following is the story of how the meek yet effective leader got to where he is now. THE ROAD TO PUBLIC SERVICE Like many public servants with interesting success stories, Gualberto—whose father was a lawyer and his mother, a public school educator—never dreamt of being involved in politics. However, a life-changing event involving his brother changed his attitude toward politics. “I never imagined entering the world of politics. Medyo magulo eh (it’s quite chaotic). And then my brother, Allen, who was elected councilor in 1988, died. He died at the age of 27, two years into his term,” Gualberto, who is known for leading a simple life, reveals. He likens his brother to a saint, describing him as the epitome of an ideal public servant. According to him, the people truly appreciated his brother’s brand of service which was to be respectful, empathetic, and someone who listens and assures. Allen’s death—and thus, inability to finish his term— made Gualberto feel indebted to the kakabsat. Gualberto candidly admits that the then-happy-go-lucky guy in him was initially reluctant to run, but he was prevailed upon by the people. Running for councilor in 1992 was largely his way of expressing gratitude to the people who trusted his brother. Gualberto decided to run for only one term to bring his late brother’s plans to fruition. “Two years nila akong inawitan (they tried to persuade me for two years). I told them ‘[politics] is not my cup of tea.’ Then eventually I said, ‘Let’s give it a try.’ I’ll try for one term, after which, nakabayad na rin siguro ‘yung kuya ko ng utang niya (my brother would have already paid for his unfulfilled obligations),” Gualberto shares. Alas, Gualberto found himself serving for three terms as a councilor and eventually deciding to serve for another nine years in a bigger capacity, this time as a La Union provincial board member. Eventually, he became the vice mayor of the City of San Fernando in 2013 after emerging triumphant in his first one- on-one political contest. Running as an independent candidate against a long-established politician, Gualberto won by a very slim margin of 100 votes. The religious mayor believes that this was a special message from above. “Memorable siya hindi lang dahil nanalo kami pero dahil doon sa margin, 100 [votes] kasi (It’s memorable not just because we won but also because of the winning margin, which was 100 [votes]). It signifies a perfect score. It was as if God had sent me a message, ‘Okay I’m giving you this chance so let me see your 100 percent in serving my people. I want you to be a perfect instrument in the field of public service,’” Gualberto says. Three years later, Gualberto finally decided to run as mayor, again as an independent candidate. And once again, he won against another member of the political family from which his 2013 opponent came. OVERCOMING THE DIFFICULTIES Gualberto’s name has been in the news both for positive and negative reasons. On April 29, 2019, the Office of the Ombudsman (OMB) issued a 90-day preventive suspension order following allegations from 47 barangay chairpersons that he had connived with a contractor and allowed the disbursement of funds for the rehabilitation of the city plaza without authority of the city council. The dismissal was effective two weeks before the election, prompting many kakabsat to think that such was politically motivated. The mayor shares that while waiting for the truth to prevail, he looked at the positive side and enjoyed time with his family instead. He believes that what happened served as an eye-opener for him to appreciate the importance of family. “I think that was God’s way of opening my eyes, [as if to tell me] ‘I think you have neglected your family, naka-focus ka lang yata sa work mo (you seem to be spending all your time on your work).’” Gualberto admits that through the years, there were major family events that he missed because of his duties as a public servant. When his children were born, Gualberto was either trapped in a flood, busy campaigning, or attending an event as a speaker. However, his family, particularly his wife Connie, has always been supportive of him. Despite his suspension, Gualberto still emerged victorious in the May 2019 local elections. In January 2020, however, the OMB issued a dismissal order against him. Left without an official function during the first eight months of the pandemic, Gualberto spent his time learning about COVID-19 and how to deal with it as a local leader. He devoured online and print reading materials, attended webinars, and watched videos to have a better understanding of the novel disease. “Ang isang realization ko, para maging effective na leader ay dapat mag-aral ka, mag-aral at mag- aral (One of my realizations is, to be a good leader, you should never stop learning),” Gualberto says. He shares that although he was technically a private citizen then, he still actively helped his constituents through donation drives. On November 4, 2020, Gualberto was reinstated as mayor after the Court of Appeals (CA) reversed the decision of the Ombudsman. The learnings he gained about COVID-19 from his personal efforts came in handy as he took on a bigger role in dealing with the pandemic. Until the end, Gualberto looked at the silver lining behind his dismissal. Looking back at what happened, he believes that the experience made him a stronger and more resilient leader. It taught him to be more careful with what he is doing as a local chief executive. “It’s memorable not just because we won but also because of the winning margin, which was 100 [votes]. It signifies a perfect score. It was as if God had sent me a message, ‘Okay I’m giving you this chance so let me see your 100 percent in serving my people. I want you to be a perfect instrument in the field of public service. “ INCLUSIVE LEADERSHIP While city executives are expected to fulfill myriad tasks, the social services they provide will always be the people’s basis of appreciation. Of all his initiatives, Gualberto is very fond of the city’s Task Force UMISU or Umay Mangted Iti Sungbat (Here to Provide Solutions) which extends help to those in the marginalized sectors. Incidentally, umisu is an Iloko term which means “appropriate.” Task Force UMISU is one initiative of Gualberto which brings the appropriate social services being provided by the mayor’s office to the doorsteps of his constituents. He launched this initiative after he found out that there are people who are unaware of the services that the city government of San Fernando is ready to provide for them. Meanwhile, some are shy or intimidated to ask the office for help, or are too far to access the mayor’s office. Residents who live nearby may not have the financial capability to pay for their fare to the city hall while some may be physically challenged to get there. The primary services that the office provides under the project are medical services which include free checkups, free dental kits, and seeds for planting. This is done in every barangay with the help of the barangay health workers (BHWs). Gualberto adds that the expanded UMISU now includes the Bahay Buhay Project, through which they give houses to city residents who deserve these the most. Asked how they determine the recipients, Gualberto says that City Social Welfare and Development Office (CSWDO) personnel accompany city officials when visiting potential beneficiaries. They visit each beneficiary and assess if the residents are truly incapable of fixing their own house. Gualberto says that they do this to give their people a decent home and to give them hope that they can achieve their dreams one day. Also under Task Force UMISU is the reading program led by Gualberto’s wife Connie. The program started in 2013 when he was still the vice mayor. Every summer, they would go to communities to help the students learn or improve their ability to read. Right now, plans are afoot to enhance the project by doing it year-round. Gualberto has not forgotten to pay attention to environmental projects, too. To encourage their residents to keep their surroundings clean, the mayor came up with the Palit-Basura Program where they give out grocery items in exchange for old tires and bulbs. According to him, this will reduce the breeding ground of dengue-carrying mosquitoes and will improve waste management in the city. REVITALIZING THE ECONOMY In an effort to quickly but safely usher the city into the new normal, Gualberto emphasized the importance of inoculating the populace with the proper vaccines. During his State of the City Address (SOCA) last year, he reported that the city achieved herd immunity even before 2021 ended. He proudly shares that as of the interview, 50 percent of their population has already received their first booster shot and that the city is expected to achieve a 100 percent vaccination rate by the last quarter. Regarding his other plans for the city, Gualberto is very particular with prioritizing health, education, and the economy, the areas gravely affected by the pandemic. He mentions clear plans to improve the healthcare system by investing more in health programs and medicines and hiring more health personnel to improve the health service the city is providing to the kakabsat of San Fernando. The mayor also wants to work on job generation to help the employees who were displaced during the pandemic get back on their feet. He says that unemployment in the city increased after COVID-19 hit, a situation made more serious by the inability of overseas Filipino workers (OFWs) to return to their work abroad. Gualberto also plans to help micro, small, and medium-sized enterprises (MSMEs) recover. He hopes that investors will flock to the city as a result of ongoing efforts to improve the business climate. If there’s one thing distinct about the story of Gualberto, it’s the trust and support of the kakabsat for his leadership. And for this, he is so grateful. “I’d like to thank the people of San Fernando for giving me another term, giving me another three years to serve them. I’d like to assure them that as long as I’m here, I will do everything to serve them, to give the best service to them. We will continue to build the San Fernando that we all dream of, a ‘People’s City’ that will leave no one behind,” Gualberto ends.

< Back ISABELA 6TH DISTRICT CONGRESSMAN FAUSTINO “INNO” DY V BY RAGIE MAE TAÑO-ARELLANO Believing that there are no small roles when it comes to public service and that young leaders could make a difference where it matters, Faustino “Inno” Dy decided to join public service in 2018. At the age of 27, he became the barangay chairman of Barangay San Fabian in the town of Echague, Isabela. His reason: “It is important for me to get to know what’s happening at the barangay level because there are so many problems that need to be addressed, especially since you get to see the people daily.” THE YOUNGEST OF THE DYS IN THE PROVINCE OF ISABELA IS ATTEMPTING TO DEMONSTRATE THAT A SOLID FOUNDATION IN PUBLIC SERVICE SHOULD BEGIN AT THE BARANGAY LEVEL. KEEPING GRASSROOTS CONCERNS IN MIND Now in his second term as congressman of Isabela’s 6th District, Dy looks back at his experiences as barangay chairman as the start of his habit of visiting the grassroots. He talks warmly with LEAGUE about how fascinating his experiences as barangay chairman were. “You get to handle almost all problems. They would even make you resolve marital issues. It was a big responsibility. It was a really good experience for me when I was starting because it really opened my eyes to the realities,” shares Dy. Dy’s initial foray into politics was not confined to Barangay San Fabian, though. He became an ex-officio member of Isabela’s Provincial Board after being elected as the provincial president of the Liga ng mga Barangay sa Pilipinas (League of Barangays in the Philippines). His election as the national president of the Liga ng mga Barangay in 2019 further deepened his interest in barangay-related issues. However, he served for only one and a half years as another door to serve opened up for him. Looking back, he would have stayed in Liga ng mga Barangay in order to implement numerous programs for the barangays. According to him, the Liga ng mga Barangay would have afforded him the chance to personally hear the concerns of barangay officials across the nation, as he had the chance to travel to various regions. With the creation of the 6th Congressional District of Isabela in 2019, Dy ran for congressman. His new position did not wean him from his previous efforts, but instead enabled him to advance his cause for the barangays. He soon realized that being a congressman was an opportunity for him to pursue what he was supposed to do for the Liga ng mga Barangay, and not only for his district in Isabela. Dy explains, “Sinasabi ko nga at least ngayon may boses na rin ako, we can really champion kung ano din ‘yung pinaglaban namin dati sa liga, kung ano ‘yung pinu-push naming mga program. Kung ano ‘yung mga benefit na dapat para sa mga barangay official. Kasi napakahirap talaga. (At least we now have a voice, and we can really advocate for the programs that we started pushing and fighting for in the Liga, including the benefits due barangay officials).” Dy is saddened by the plight of barangay workers whose only compensation for their services is an honorarium. He states that the honoraria received by barangay officials and workers are insufficient to compensate them for their hard work. This is also one of the reasons why he proposed House Bill No. (HB) 1204, or the proposed Magna Carta for Barangays. The bill is still pending with the Committee on Local Government. The bill seeks to make barangay officials and workers regular government employees entitled to fixed salaries, allowances, and other benefits. Giving them such status, however, will subject them to the Salary Standardization Law, something that has stalled the discussions regarding the bill. A major challenge is determining the exact salary that barangay officials and workers will receive, since the amount would depend on the class of the municipality or city to which a barangay belongs. “The budgets of the 42,000 barangays are not uniform because these vary depending on the municipality or city to which they belong. So, if we set, say, a Php10,000 monthly salary [for a particular position], we cannot be certain that the municipalities or cities to which the [covered officials] belong can afford it,” Dy explains. Meanwhile, the technical working group is also looking at all possible benefits for barangay officials and workers. The young lawmaker is optimistic that the bill will be approved in this Congress, given that others have also introduced similar legislation in the past Congresses. These bills, according to Dy, are also a recognition of the efforts and services rendered by barangay officials and employees. “Imagine that some of them have served in the barangay for 15 to 20 years without receiving retirement benefits. So, it is necessary to consider the benefits of barangay officials.” Another one of Dy’s bills is HB 1137, which mandates that the government procure at least 30 percent of the vegetables and other supplies needed to implement the National Feeding Program from small-scale farmers. Dy believes that aside from strengthening and enhancing the school feeding program, this amendment to Republic Act (RA) No. 11037, or the Masustansyang Pagkain Para sa Batang Pilipino Act, will also present better livelihood opportunities for local farmers. Twenty percent of the kids in the country, according to the young solon, are malnourished. He says that the current program in public schools is only implemented for a limited amount of time, and as such, the intervention is not sufficient to sustain the aim of providing free healthy meals to poor beneficiaries. He believes that if the government were to provide meals for all students, this would also benefit families. “If a mom of three kids spends Php20 [for a serving of breakfast per kid], that’s Php60 saved per day. So in a way, that’s kind of an aid to families,” he explains. The feeding also impacts the academic performance of students. Many students have difficulty studying because they cannot concentrate when they are hungry. Dy adds that a sustainable feeding program would help the Philippines produce students who can compete academically with students from other nations.”They have a hard time learning because they are hungry; they cannot focus.” He says that this is a big concern that should be given attention by Congress, more so in light of Filipino students’ poor performance in international standards examinations. AN EYE FOR CRITICAL LEGISLATION Despite his young age, Dy has proven that he has an eye for critical pieces of legislation needed to address various issues beyond the barangay level. Dy is currently the chair of the House Committee on Bases Conversion. He is a principal author of HB 8505, which seeks to extend the life of the Bases Conversion and Development Authority (BCDA) by 50 years. This will allow the agency to continue its mandate of creating economic opportunities for the country through integrated development projects and vibrant business centers, and helping strengthen the Armed Forces of the Philippines (AFP) through revenue allotments. The bill will also allow the BCDA to sell or dispose of some of its real property to provide housing for its employees. Through the years, the office has partnered with the private sector to give birth to major economic districts, such as the Clark Freeport and Special Economic Zone in Pampanga; John Hay Special Economic Zone in Baguio; Poro Point Freeport Zone in La Union; Subic Bay Freeport Zone in Subic; and Bonifacio Global City in Taguig. Dy is also bent on helping the tourism sector, which he says is another important contributor to the national economy, chipping in 10 percent of the country’s gross domestic product (GDP) during the pre-pandemic period. As the vice chairman of the House Committee on Appropriations, he was tasked with defending the budget of the Department of Tourism (DOT) during the House budget deliberations. According to him, there are many more tourist attractions in the Philippines besides Boracay and Palawan, so more money should be set aside for the development and maintenance of amenities and infrastructure that will promote travel to the country. “We are lagging behind other Southeast Asian countries in tourist arrivals. We have so much to offer in the country. We just need to improve our facilities,” Dy states. He laments the difficulty in defending the increase in the DOT budget allocation, even as he cites a report that the return on investment (ROI) for every peso spent can be as much as 56,000 percent. “The sector [has] contributed so much to our national economy compared to other countries in the region that invest so much in their tourism industry. I think this is one key sector that we should invest in a lot because there will be bigger returns,” he asserts. Sustainable resource management is another of Dy’s advocacies. In line with this, he introduced HB 1214, or the proposed Sierra Madre Conservation and Development Authority Act. This is an urgent bill that aims to establish a government agency that “will take the lead in the formulation and implementation of a comprehensive long-term plan, designed to conserve and protect the resources within the Sierra Madre region within the framework of sustainable development.” Dy believes that given the vastness of the area, the Department of Environment and Natural Resources (DENR) has limited capacity to safeguard the mountain range. The authority will fill this gap by “uniting and coordinating the efforts of various local government units (LGUs) and [national] government agencies,” including the DENR. The 540-kilometer long Sierra Madre is the longest mountain range in the Philippines, with Isabela in its northern portion. Isabela is an agricultural province located in a typhoon-prone region. Farmers in the province endure so much damage from typhoons that they must borrow money to recover and replant after their crops are destroyed. To help them, the lawmaker’s father, Vice Governor Faustino “Bojie” Dy III, enrolled majority of them in crop insurance. To further help farmers in Isabela and elsewhere, Dy filed HB 1213, which aims to strengthen the Philippine Crop Insurance Corporation (PCIC). Among its major provisions are increasing PCIC’s financial capacity to provide a more comprehensive insurance coverage for palay (unhusked rice) and corn crops; livestock and fisheries; and agroforestry crops. This piece of legislation has been approved by the House and transmitted to the Senate. Meanwhile, Dy also filed HB 1216, which proposes the establishment of the Philippine Corn Research Institute (PhilCorn) in Isabela. This institute is envisioned to help modernize corn farming practices and expected to help farmers increase their corn yield, which will ultimately benefit the nation. Isabela is the largest supplier of corn feed in the country. So far, a total of six bills have been enacted from among the over 180 bills authored and co-authored by Congressman Dy. He is hopeful that some of the legislation he has introduced will be enacted into law during this Congress, if not this year. CONTINUOUS LEARNING AND SERVICE Dy is serving his second term as representative of Isabela’s 6th District. He reveals that he felt frustrated during his first term because the bills and advocacies which he fought so hard for were not enacted into law. “Sometimes you work so hard, even for two years, for a bill, but it still doesn’t get enacted into law. Sometimes it’s frustrating, for it has been your advocacy; you really push for certain things, but yet there are other factors [that come into play]. It is not easy,” Dy reveals. The young solon’s first term was a valuable learning experience, nonetheless. He values how seasoned legislators guided him. “I guess the best thing to do is to learn from the people around you who’ve been there for some time. They’re very good at what they do,” Dy shares with admiration. He admits that he was initially intimidated by veteran legislators, but he eventually learned that they are all extremely helpful, particularly in sharing their experiences and knowledge of how things work. “You learn a lot from them, especially during committee hearings, through how they speak, deliver their speeches, and interpellate.” Dy hopes to become a mentor for young lawmakers in the future as well. For now, Dy is not looking beyond the Lower House with regard to his political future. He says that the citizens of Isabela’s 6th District are his top priority at the moment. Being a congressman now enables him to solve the problems of his constituents while at the same time having the chance to craft laws at the national level. The Dys are a prominent political family in Isabela, although none of them has yet attempted to run for national office. The congressman’s wife, Sheena TanDy, is the mayor of the municipality of Santiago and formerly represented the 4th District of Isabela in Congress. It was during their first terms as lawmakers that their relationship as a couple began. Dy’s father, “Bojie” Dy, is a former governor and currently the vice governor of the province. A number of his relatives, such as his grandfather and uncles, have held the positions of governor, vice governor, mayor, and councilor. Negative perceptions regarding family members that have successively held elective posts in local governments for a number of years don’t concern Dy. He sees it as a challenge and a reason to put in more effort to outperform what his ancestors have accomplished. “You just use that as a way to keep yourself higher. You need to surpass what they did.” This, he says, comes hand in hand with upholding the family reputation. “If anyone messes up, it will tarnish the whole family. You must also uphold the highest standards [of conduct and service] possible because everything you do has an impact on the family,” he quips. Dy’s parents did not foresee him entering politics, particularly when he was studying International Business in the United States. However, it was while he took up his Masters in Political Economy at the University of Sydney that his will to serve and bring about change was born. After learning about how governments function, his interest was piqued by the possibility of Filipinos trying some things being done in other countries. “Other nations do certain things this way; why can’t we? I told myself that I wanted to be part of government service [and introduce new ways of looking at and doing things],” he says. For Dy, the transition from private to public life has been challenging. Given that he and his wife have a one-year-old child, balancing their time between family and their constituents is a major challenge, more so since both of them are diligent workers who strive for excellence in whatever they do. However, time management has enabled them to make time for their son. For his part, he strives to be at home when his son is awake, and typically holds district activities and meetings when his son is sleeping. “Sometimes, I feel that my time with my family and my wife is not enough. That’s the tough part of our job. You’re in the public’s eye all the time, so it’s a 24/7 job. There’s no flexibility,” he says. Still, Dy claims that despite all the obstacles he has had to face as an elected official and a father, he has never had any regrets about choosing to become a public servant. He looks back at his vision of helping bring about better governance, and the support and confidence his constituents have given him. These are what keep him going. “I have to keep working for my vision; keep working for my constituents,” he concludes.