< Back Flowing with Purpose: One Man's Mission for Clean Water BY AYNA GONZALES As the population continues to grow and the wheels of industry continue to turn, the demand for dependable water supply also increases. In the capital, Maynilad Water Services, Inc. (Maynilad), a major water service provider, is actively addressing the growing needs of Filipinos at a time when climate change, long-term sustainability, and reliable customer service are at the forefront of the public utilities industry. And the man behind the company, Maynilad Chief Executive Officer (CEO) Ramoncito “Mon” S. Fernandez, is prepared to navigate the challenges of providing clean water to his countrymen. LIFE AND BUSINESS THROUGH DISCIPLINE AND LOGICAL THINKING One might picture Fernandez in important meetings or long office hours. While this is a common view of CEOs, he balances work and life with a simple, established routine. “I am a morning person. I wake up very early,” Fernandez says. “By five o’clock I am out of bed. [Then] I go for a brisk walk from 5:30 to 6. Then I take my bath and proceed to hear the 6:30 a.m. mass. And then from there I go back, I take my breakfast. By 8, I’m already here in the office. And, I’m back home by 6 p.m. and have dinner with my family. Sometimes I have dinner meetings outside. But beyond that, I’m already asleep by 10.” Fernandez’s established routine also allows him to prioritize family time with his wife and children, enjoy weekend trips, and play golf. Fernandez attributes his systematic approach to life to his training in Industry Management Engineering at De La Salle University and in Management at the Asian Institute of Management. “Engineering gave me discipline and logical thinking, as well a systematic approach to things. Management on the other hand made my perspective wider, looking at the other aspects of business and making sure that they are also being addressed,” he explains. This philosophy of rational thinking, analysis, and strategic planning extends to Fernandez’s leadership at Maynilad, ensuring effective water management for residents of the West Zone of the Greater Manila Area. EXPANDING LONG-TERM WATER COVERAGE Maynilad currently services the western part of Metro Manila, including Caloocan, Las Piñas, Malabon, Muntinlupa, Navotas, Pasay, Parañaque, Valenzuela, parts of Manila, Quezon City, and Makati; as well as parts of Cavite province, particularly the City of Bacoor, City of Imus, Cavite City, Rosario, Noveleta, and Kawit. The company is aiming to increase its service coverage to 95.5% of the metro by 2027 and up to 98.6% by 2047—an ambitious goal the achievement of which the company is already making headway in. “I think the basic answer to the service coverage improvement is water security. And the biggest remaining part for me, of our water security, is the completion of the Kaliwa Dam,” explains Fernandez. “The Kaliwa Dam is a project of the Metropolitan Waterworks and Sewerage System (MWSS) and the two concessionaires to ensure an additional supply of 600 million liters per day (MLD) for Metro Manila. The good thing about Kaliwa Dam is it has a different rain pattern than Angat Dam. So it is a climate change resiliency solution also, aside from increasing the capacity.” “And for Maynilad, we’re building a 300 MLD treatment plant in Teresa, Rizal to get the water from Kaliwa Dam. And also, we’re building a 72-kilometer conveyance system that will connect that treatment plant to our customers. Aside from that, we have completed our Poblacion Water Treatment Plant as of March this year, with a 150 MLD capacity,” he further elaborates. PROVIDING WATER TO REMOTE AREAS IN THE PHILIPPINES Apart from new business plans, Fernandez and his team are also occupied with their pro-poor corporate social responsibility (CSR) project, Samahang Tubig Maynilad (Water Association of Maynilad). Water inaccessibility remains an issue in some parts of the West Zone. Faced with this reality, the company strives to provide water service to underserved residents in its service area. Its community development program provides poor communities access to clean water by adressing issues that hinder urban poor communities from being connected to Maynilad water lines, such as right-of-way conflicts, land disputes, and residents' limited finances. Fernandez hopes to work with local government units in providing clean water for drinking and sanitation needs to poor communities. Samahang Tubig Maynilad is the original charity venture for the company, followed by their Pag-asa sa Patubig Partnership (Water For All Partnership) with Filipino social business group Tubig Pag-asa (Better with Water). Through these CSR programs, underprivileged communities within Maynilad’s coverage area gain access to the company’s distribution system through public faucets and submeters, eliminating the need to purchase overpriced water from refilling stations or resellers. “Through this initiative, we were able to give water to those communities that have concerns regarding land titles, right of way, and bringing water to areas outside the distribution system,” says Fernandez. “What we have been doing outside our concession area are basically CSR projects, specifically helping supply the hydration requirements of the communities that were affected by calamities.” INVESTING IN SUSTAINABLE PRACTICES IN WATER SERVICES Apart from social causes, Maynilad is dedicating its resources to the research and development of sustainable water sanitation processes and infrastructure. A major bulk of their investment is directed toward minimizing non-revenue water (NRW) or water loss, thereby enhancing the efficiency of their water supply distribution system. The biggest contributor to NRW is physical loss or leaks from the old pipelines, which Maynilad inherited from the government upon reprivatization. “Actually, we still have a few pipes that were laid by the Spaniards and Americans that have long been there,” the CEO jokes. "We have actually budgeted close to Php20 billion in our current business plan for NRW management alone. We have accelerated some of our projects. We have a budget of Php 4 billion for this year alone," declares Fernandez. “This money or capex (capital expenditure) budget will be spent in our leak detection programs, establishment of district metered areas, replacement of meters, and also pipe replacement.” Maynilad’s green efforts have not gone unnoticed as the water services behemoth earned a nomination for its green energy measures in the 2023 Europa Awards, the prestigious awarding body that celebrates companies adhering to global sustainability standards in energy, water management, and circular economy advocacies. Maynilad has also installed photovoltaic solar panels at their La Mesa compound to reduce carbon emissions. Additionally, they aim to transition 50% of the company's fleet to electric vehicles by 2037. Furthermore, Maynilad’s sewage treatment plants are being upgraded per the new regulations from DENR to follow new and more stringent effluent quality standards. A NEW TREATMENT PLANT AND WATER ACADEMY As part of their long-term water security and 100% coverage plan, Maynilad has recently inaugurated their new Poblacion Water Treatment Plant in Muntinlupa. This 150 MLD plant will be serving the southern part of Metro Manila and expand into surrounding areas. Currently, Maynilad operates two treatment plants in Putatan, Muntinlupa. These facilities face challenges in the varying raw water quality of Laguna Lake that have begun exceeding historical quality parameters due to the effects of climate change, urbanization and pollution. These raw water quality shifts often necessitate halting water distribution to resolve quality concerns. The new treatment plant in Poblacion was built to increase Maynilad's water production in the south, ensuring more reliable water service despite the deteriorating raw water quality in the lake. “Because before the Poblacion Water Treatment Plant was constructed, a single malfunction in Putatan would cause us to interrupt water distribution to our customers. But because of the construction of the Poblacion plant, we have enough capacity now to absorb the demand of our customers in the south,” Fernandez explains. The new plant will also have a stringent water treatment process, starting with dissolved air flotation, followed by cloth filtration, biological aerated filtration, ultrafiltration, and reverse osmosis. Aside from the improved treatment procedure, significant infrastructure upgrades have been made for the existing treatment plants in Putatan. "We dredged the Laguna Lake portion within a 200-meter radius of our treatment plants' intake structure and installed a silt curtain around it. We've also deployed several units of ultrasonic algae control equipment to address the growth of algae in the lake," he clarifies further. An additional Php 240 billion investment has been made by Maynilad for infrastructure and distribution enhancements in the coming years. “The years 2023 to 2027 are hinged on three pillars. Number one is water security and climate change adaptability. Number two is environmental sustainability. And number three is service accessibility expansion,” Fernandez shares. Meanwhile, Maynilad also strives to establish itself as a thought leader in the industry through its Maynilad Water Academy, which is the first learning institution in the Philippines dedicated to the advancement of the water and wastewater industry. Since its establishment in 2011, the Maynilad Water Academy has created an environment for learning and benchmarking of best practices in water, sanitation, and hygiene in the Philippines and across Asia. “Its objective is to disseminate information and make both our customers and even our non-customers and the regulators, both here and abroad, share industry best practices, basic information and advanced information on water and wastewater” Fernandez says. “At Water Academy, we have partnered with different institutions such as Asian Development Bank and United States Agency for International Development. And as I mentioned, we have gone out of the Philippines. We have had projects in Pakistan and even in Africa and also in Bangladesh.” IT'S ALL ABOUT CUSTOMER EXPERIENCE. MAKING SURE YOU'RE ALWAYS AHEAD IN TERMS OF ANTICIPATING WHAT YOUR CUSTOMERS NEED... THAT HAS TO BE AT THE CENTER OF ANY COMPANY'S PRIORITY. CREATING A CUSTOMER-CENTRIC BUSINESS AND PUTTING GOD FIRST With so many ongoing and future projects, Fernandez and the entire Maynilad team have their hands full. Given his many achievements, it’s clear why Fernandez is consistently recognized as one of the country’s most skilled CEOs. His vision for water services isn’t based on some grand scheme to be at the top of the industry or to hit a certain level of revenue—it is to provide the best service to his customers. "It's all about customer experience. Making sure you're always ahead in terms of anticipating what your customers need... that has to be at the center of any company's priority," Fernandez says. Continuous innovation is also a huge factor in the future of Maynilad. “In any public utility, you need to continuously innovate. Your customers are always changing. Your customers need better service every time, even if your service has already improved. You still need to continuously improve,” he boldly declares. Asked what his advice for aspiring leaders in this sector is, Fernandez offers five pointers, drawing from his experience overcoming numerous challenges and emerging triumphant. “First, humility. Even if you are a leader, even if you are the president or the highest ranking leader in any organization, you should continue to be humble. Number two is patience. You will continue to face a lot of problems, a lot of concerns here and there, from different stakeholders, but you just need to be patient,” he stresses. “Third is choosing your battles. Just choose. Don’t entertain unnecessary distractions because you’ll lose focus then. The fourth is decisiveness. When you need to decide as a leader, whether it is an unpopular decision or not, you just have to decide and face the consequences. And last but not the least, God first,” he ends.

< Back THE PEOPLE’S MAYOR Marikina City Mayor Marcelino “Marcy” Teodoro reveals his simple yet effective approach to governance. BY GODFREY DANCEL PHOTOGRAPHY BY ROMEO PERALTA JR. Commonsense governance” is how Marikina City Mayor Marcelino “Marcy” Teodoro describes his leadership style. This may not sound good enough or even familiar to most, especially those who have been accustomed to the complicated yet ineffective style of other local leaders. Teodoro’s style, however, has proven effective in making Marikina a liveable city, maintaining its parochial vibe even as it embraces development. Among others, the City of Good Conduct stands out as a city where discipline and citizen involvement play major parts in the success of local government programs. STAYING GROUNDED “You simply do what is required by common sense,” Teodoro states when asked to elaborate about his leadership style. “We’re grounded; we simply need to connect with people. We tend to consult experts in urban planning and governance, but more importantly, we do genuine dialogue with the people. It is from them that we derive our programs; it is from their ideas and suggestions that we derive and establish our government policies.” As for policies and programs, Teodoro knows fully well that these should not be static but rather dynamic. “They should be able to evolve with the needs and urgencies of the people,” he stresses. “Nakikinig lang kami sa mga tao. Ganon ang aming ginagawa. Ganon kasimple (We simply listen to the people. That’s how we do things. It’s that simple).” With this, Teodoro underscores the need to keep in touch with the people: “Very clearly, there should be no cordon sanitaire (barrier). The connection should be there; it has to be personal.” He reveals how, when he and other city officials are discussing a program, they don’t simply discuss such in the boardroom or in a conference area, or talk among themselves. He points to a “very simple exercise” that has become an integral part of their decision-making process. “We tend to go outside the city hall, talk to people in the streets, go to their communities, try to immerse ourselves in their activities,” he reveals. Indeed, connecting with the people is no problem for Teodoro. He is one of them. “That is not a problem because I live in a neighborhood where I can engage with the people as their mayor and as a neighbor. [I see the problems, and] I find them basic. The place is dark so there’s a problem with peace and order. So if the place is dark, what should be done to solve the problem? Quite simple. Lagyan ng ilaw ‘yung poste. Kung pundido ‘yung ilaw, palitan (Install lights on the lamppost. If the lightbulb is busted, replace it). If the drainage is silted [and contributes to the flooding woes], declog it. Those kinds of things [get noticed and addressed fast enough because we see them firsthand],” Teodoro adds. Marikeños, in return, have responded positively to Teodoro’s simple yet effective approach to governance. “[It is because] the people feel that we are one with them,” he shares. “There’s this sense of community prevailing in Marikina.” This sense of community based on a common vision and shared experiences has become a key element in the local government’s ability to provide the necessary services to their constituents. COMMONSENSE GOVERNANCE IN ACTION Teodoro’s commonsense governance proved useful at the height of the pandemic, particularly in November 2020 when massive flooding in the city caused by Typhoon Ulysses made rescue, response, and evacuation efforts especially difficult. This governance challenge proved a test of the mayor’s leadership and organizational dexterity, especially since at the peak of the crisis, there was a shortage of COVID-19 medicines. Like other local governments, the city government of Marikina, as grassroots service provider, was hard-hit by the impact of the crisis as its constituency suffered from the infection, mobility restrictions, and financial woes. For Teodoro, time was crucial and he had to be assertive and aggressive. “Hindi dapat patagalin at baka ‘di umabot, ‘di mapakinabangan (You shouldn’t dillydally as the supplies could arrive late and thus prove useless),” he stresses. Recognizing testing as the foundation of any COVID-19 surveillance system and the most logical and common-sense response, Teodoro stood firm on putting up the pioneer local government-established and managed molecular diagnostic laboratory conducting compliant RT-PCR testing, saying: “I simply followed the logic that we need to have our own testing laboratory to avoid dependency on other LGUs. We wanted to ensure that all Marikina residents will have access to COVID-19 testing and we cannot guarantee this without our own testing capacity. Empathy is at the forefront of our every decision. We recognize the value of a fast and efficient testing system which results in less quarantine time for suspected cases; and immediate isolation, treatment if needed, and contact tracing for positive cases. The pandemic has significant effects on mental health and with our quick delivery of results, we hope to alleviate mental suffering.” Teodoro immediately ordered the setting up of the COVID-19 health facility and training of the medical personnel, as well as readied the logistical requirements for the operation of the center. However, the Department of Health (DOH) accreditation of the center was delayed, prompting Teodoro to relentlessly lobby. Shortly after then-DOH Secretary Francisco Duque himself visited the facility, he declared Marikina’s molecular laboratory as a “gold standard facility.” A LIFE OF PUBLIC SERVICE The third-term mayor should know how to respond to the people’s needs. After all, the University of the Philippines (UP) and Ateneo de Manila University (AdMU) alumnus has been in public service for three decades. He first joined politics in 1992, successfully landing a seat at the Marikina City Council. The then-22-year-old AdMU philosophy instructor felt that he needed to be in government and as an educator, he also wanted to be somewhere he could apply all the theories he was teaching his students. After three consecutive terms, he served as chief of the Marikina Settlements Office, where he attended to the needs of informal settlers. He made a political comeback in 2007 as Congressional representative of the 1st District of Marikina, serving for three terms until 2016. His successful bid for the mayoral seat in 2016 paved the way for him to apply his learnings in public service, this time as local chief executive. This sense of community based on a common vision and shared experiences has become a key element in the local government’s ability to provide the necessary services to their constituents. He notes how, today, he is better able to relate to their lawmakers and other local government officials. “Today, when I speak with our congresswomen, mas naiintindihan ko sila (I understand them better). ‘Pag kausap ko ‘yung mga konsehal, ‘pag mayroon kaming priority agenda sa (When I speak with coucilors regarding our priority agenda in the) council, I understand them better because I was once a part of the council.” With Teodoro’s commonsense style of governance comes a clearer understanding of what is happening in the city and what needs to be done. “What I have learned is that you should always have the ability to listen to everybody. You should have tolerance to accept the opinions and recommendations of your co-workers in government. Ang importante, pakinggan mo ‘yung sinasabi ng ordinaryong kawani ng pamahalaan. Siguro ‘yun ang na-develop sa akin (What matters is you listen to what ordinary government employees have to say. I think I developed that attitude) having served in both the legislative and executive branches of government,” he muses. The well-loved mayor goes back to a constant in all the roles he has performed in the city. “One thing remains the same,” he says. “It’s the people. I serve the same people.” GREATER RESPONSIBILITY For all his—and members of his slate’s— efforts, Marikeño voters gave Team Marcy a resounding victory last May. The landslide victory, however, is more than just a simple testament to the Marikeños’ trust and confidence in Teodoro and his team’s competence and dedication to service. “It comes with a greater responsibility,” Teodoro stresses. “We believe that every Marikeño has a stake in every activity, every event happening in Marikina. So they expect more, actually. They expect [the local government] to help them fully recover from the effects of COVID-19. There are great expectations with regard to economic recovery, job generation, mitigating the effects of flooding in the city. These are things that are expected from us.” The people’s expectation of Marikina being as liveable as possible for the greater number of people is not lost on Teodoro either. With this, he strives to make Marikina “remain as a place they could live in conveniently, safely, and peacefully; a place where they could raise their family, where they could work and play at the same time.” This, he adds, is the reason the city government is “developing our parks, establishing park connectors, developing open spaces. We’re developing Marikina as a community where you could safely be with your family.” To live up to the people’s expectations, Teodoro sees the need to continually improve the city government’s organizational capability. “Programs should be institutional and not reactionary. Programs should be conceived not only to win elections but rather institutional and sustainable,” he asserts. LOOKING AHEAD Indeed, institutional and sustainable programs are what are needed to address two of Marikina’s major concerns today: leading the city into the new normal and lessening flooding. “It’s a day-to-day challenge,” Teodoro says when asked about plans heading into the new normal. “We need a roadmap, and that roadmap we’re [currently] trying to determine. We should be able to establish a resilient healthcare system, efficient public transportation for everybody, a COVID-free workplace. We should be able to safely open our schools so our children could resume learning. And we should be able to provide a safe and conducive learning environment for them. Also, we need to energize employment and economic activities.” He recognizes that resilience would help Marikeños get by, but just as he did during the most difficult days of the pandemic, stresses that it is government’s responsibility to ensure the common good. Meanwhile, flooding is a perennial problem that confronts Marikeños. With Teodoro’s holistic approach, however, the city’s residents have reason to believe that this may eventually become a thing of the past. “The approach really is generational,” stresses Teodoro. “It’s inter-generation. The problem started during the time of the previous generation, and whatever solutions we come up with now, the effects will be felt by the next generation.” The mayor points to the concept of stewardship as being central to efforts in solving the problem. “We are mere stewards of this Earth. A reforestation program is very important. But reforestation cannot be done in Marikina. Marikina is a valley surrounded by the Sierra Madre mountains. So if the Sierrra Madre is denuded, the water will flow to our place.” Interconnectedness is another concept Teodoro identifies as being crucial. “We are one Earth, one ecosystem. Our problem of flooding is not a standalone problem. The water that floods Marikina comes from upstream. Marikina River being a downstream river is part of a river system that comes from Antipolo and Sierra Madre. So geographically, it’s really a problem not only of Marikina. So the approach and solution to the problem of flooding should not come simply or unilaterally from Marikina,” he explains. He points to the construction of a water retention dam being built in Montalban, Rizal as a perfect example. Among the interregional solutions that the people’s mayor identifies as part of a holistic approach to flooding are proper garbage disposal and desiltation. He notes how garbage dumped upstream will also adversely affect people living downstream. As water from Marikina flows to Manila Bay and Laguna Lake, siltation in these outfall areas will mean continued flooding in Marikina as the water cannot be discharged properly. With clear plans in place to address the above concerns, Marikeños could look forward to continued improvements in their individual and collective lives. They are also sure to respond positively to their mayor’s call for them to “be one, [to] work as one community” and to “identify what is beautiful, what’s good, and what is needed and work together towards that goal.” After all, Teodoro is one of them. He is the people’s mayor.

< Back Sorsogon’s Son Returns Governor Chiz Escudero talks about revitalizing agriculture through contract farming, tackling organizational inefficiencies, and preventing health epidemics BY JOHN LEE CANDELARIA PHOTOGRAPHY BY DANIEL SORIANO Chiz is home again. After almost two decades in national politics, first as Sorsogon representative andeventually as senator, he went back to his roots this year, as elected governor of the province of Sorsogon. “I have been serving the entire country for the longest time. I think it’s time I brought home what Ilearned from all over the country and the world.” After all, Sorsogon is not just his hometown, but is also the place where his interest in politics and public service began. THE CALL TO PUBLIC SERVICE Chiz or Francis Joseph Guevara Escudero, started his political career at the age of 28. He admitted having had intentions of running for office as early as his law school days, but his parents felt it was vital for him to finish his studies first. He went to the University of the Philippines from grade school to law school and completed a master’s degree in International and Comparative Law at Georgetown University in Washington, DC. While his political career started in 1998, Chiz’s training started much earlier. He remembers the kindling of his inclination to politics when his father ran as an assemblyman in 1984, and as congressional representative in 1987. Chiz handled the youth group called “Youth Volunteers for Sorsogon” that went around the province for the campaign. In 1992, he dealt with the headquarter operations of his father’s campaign, and in 1995 he was in charge of sample ballot distribution and barangay captain training. He believes he knows how to run a grassroots campaign, and the local political scene was no stranger to him, especially after having won elections at a national level. “The transition was easy,” he recounts, “from running a national campaign nationwide covering 42,000 barangays, all of a sudden I was running in 541.” For Chiz, his campaign for Sorsogon governor was more relaxed because it had fewer variables. The area was smaller compared to a national level campaign, and more importantly, he already knew everyone. “I never stopped coming home. I’ve always believed that it’s useless to be known nationwide if you do not have a province to come home to,” he explains. VALUABLE LESSONS FROM A FAMILY LEGACY It may have been easy, but Chiz knows he has a legacy to measure up to. His great grandfather was Sorsogon governor during the war years, while his father served as a local representative. “My father’s legacy made me aspire to surpass what they accomplished,” he quips. "For the longest time, we just got by. I want my fellow Sorsoganon to be hungry for change, for development, and aspire for something bigger, more than what they have now.” He is also inspired by his father, whom he credits for the way he relates with other people. “The greatest lesson I learned from my father is that nothing lasts forever, and my time as a senator, congressman, or governor is limited. I know I should treat the people I meet properly because as the saying goes, the people you meet on your way up are the same people you meet on your way down.” He also credits the no-frills lifestyle that he learned from his father. Salvador ‘Tatay Sonny’ H. Escudero III served as Minister of Food and Agriculture during the time of President Ferdinand Marcos. Chiz says his father could have taken advantage of the political situation and enriched their family during that time, but they remained simple and straightforward. “We did not have bodyguards or drivers. I rode public transportation all the time. When Marcos left, our lifestyle remained the same, and I appreciate my father all the more for it.” PREPARING FOR A LOCAL GOVERNMENT STINT Chiz believes his experience in the national level has prepared him for his local government role, but he admits he still has to refresh himself of existing local government-related laws, rules, and other relevant policies. He is also confident that his experience as senator nurtured his local government leadership capabilities. “I met and worked with a lot of people who are in the position to actually give Sorsogon a second look.” He hopes that the connections he had built for the past two decades as a senator could help Sorsogon to be in the radar of national government agencies whenever they think of programs or projects. He admits, however, that he now tends to be impatient and short-fused, since being a local executive is worlds apart from being a legislator. “As a legislator, when you pass laws, you accept that it will take time before it could be felt by the people. But as an executive, I know that it can, and it should be felt by the people almost immediately.” He notes that in the local scene, expectations run high and that he is impatient when it comes to seeing this get done. “When I look back, it has only been months since I assumed office. But as my coworkers in the province say, it feels like years already.” TACKLING PROBLEMS HEAD-ON A crucial problem Chiz saw upon taking the helm of Sorsogon’s leadership is the organizational inefficiency that is robbing the people of their rightful government services. “The budget of Sorsogon is Php1.4 billion. The salaries of personnel, job orders, and contractual workers cost Php710 million. What’s left for the people?” He also cites an example of the province’s agriculture department, whose budget for salaries and other expenses is at Php33 million while the budget for projects is a measly Php2.3 million. He asserts that this is a problem that needs solving fast, since “a bigger chunk of the budget should be for the people.” To tackle the organizational inefficiencies, the Sorsogon provincial government has partnered with the University of the Philippines’ National College of Public Administration and Governance for rightsizing. They have also partnered with the Development Academy of the Philippines to calibrate the province’s quality management system. They aim to reduce the personnel salaries by 50% and channel those savings to projects and programs that will benefit the people. Chiz firmly believes that the province should realize its potential. “For the longest time, we just got by,” he says. “I want my fellow Sorsoganon to be hungry for change, for development, and aspire for something bigger, more than what they have now.” SETTING PRIORITIES Agriculture is on top of the new governor’s list. Sorsogon’s local economy is agriculture-based, and the provincial government intends to improve the industry through contract farming, a largescale agricultural activity that involves not just production but also marketing and distribution. “We will fund everything, then buy everything,” says Chiz, “and try to compute backward to make sure that our farmers and fishermen earn at least minimum wage.” He claims that at the rate the farmers are earning today, the goal of ensuring minimum wage means that their earnings would triple. To do this, he takes a page from his father’s playbook when the latter served as agriculture secretary: to identify what is the best crop to plant and where, using data from soil quality, slope, and weather pattern. Through this, he believes that fishermen and farmers can find another source of income during months when their agricultural activities are not feasible due to weather constraints. Increasing income from agriculture not only helps the farmers but also revitalizes the image of agriculture for young people. “Ask around... would a farmer or fisherman’s children aspire to be farmers or fishermen themselves? It’s because they are not earning much.” According to Chiz, improving earnings in the agriculture sector would change the way we view farmers and fishermen: from laborers to entrepreneurs. He shares that his campaign promise was two-pronged: livelihood and health. Thus, another priority for him is improving access to healthcare services and introducing programs to avoid epidemics such as dengue, currently a national concern. Sorsogon has espoused traditional and non-traditional methods of addressing the dengue problem, and dengue figures in the province have gone down. Last July 8, Chiz signed an executive order directing all local provincial government officials from the mayors down to the barangay chairpersons to strictly comply with and implement the 4-S anti-dengue campaign of the Department of Health (DOH). Chiz and all the other provincial officers led the July 29 Anti-Dengue Drive where all Sorsoganons also simultaneously participated in cleaning their surroundings. Fogging and misting were also conducted after the clean-up drive. He also makes use of social media through his official page and that of the Provincial Information Office to regularly post reminders on preventing dengue-carrying mosquitoes from multiplying. Sorsogon is also one of the sites for the advanced implementation of universal health care. He claims the province will be able to provide excellent, first-world healthcare slowly but surely, and ensure 100 percent access regardless of socioeconomic background. Chiz says he has no lofty dreams for Sorsogon, he only wants to provide the opportunities and resources for every Sorsoganon to live out their dreams. His attention to livelihood and healthcare is borne out of what he believes is what local governments must focus on for their citizens. He also contends that what matters most for him is to realize and fulfill whatever dream each Sorsoganon has. He quips, “It is not my job to dream for Sorsogon, but I will enable and uplift Sorsoganons to realize their dreams for the province.” GETTING GOOD ADVICE Sharing best practices among local governments is necessary, according to Chiz. “There is no ego involved here: I literally called all my friends who are governors to ask what they have done and how they did it. I had two governor-friends send me all the ordinances they passed for the past three to six years.” Chiz knows he may be seasoned in the legislative, but in the executive, he needs all the help, and he tapped other local executives for that purpose. “I’m open to ideas, since nobody owns all the knowledge necessary to perform, run an office, or serve your constituents.” He credits his close friends Bataan Governor Abet Garcia and La Union Governor Pacoy Ortega who have been generous to his calls for help. In turn, he believes that whatever the province achieves during his term as governor will be shared to anyone interested. According to Chiz, local governments thrive when leaders set their egos aside and look beyond their backyard for solutions to problems that they do not have, but others do. Chiz is adamant that the legacy he intends to leave for Sorsogon is as simple as being remembered. He shares that it is enough for him that at least a single person remembers the good things he has done as a congressman, senator, or governor. He intends to leave a mark that people could someday encounter and remember him by, like the governor that changed the face of the provincial capitol or provided excellent service to the people. “I don’t need a statue after my image,” says Chiz, “but as long as one person remembers me, that’s enough.” WHAT THE FUTURE HOLDS Chiz says he is not considering running for a higher national position again. “It has passed,” he says, referring to his failed run for Vice President in 2016. “I ran to give it a shot, to find out once and for all. The last thing I want is to hold my life in suspended animation, asking what could have been,” he muses. As for a return to the Senate, he says things are not defined yet. It has not even been a year since he took the helm of the provincial government. “I do not think there will ever be a dearth of candidates for national positions,” he shares. 2022 is still far away, and it seems Chiz is focusing all his energies toward Sorsogon. It is somehow emblematic of Chiz to take each day as it goes by, as he asserts to not have a life philosophy: he decides by whatever principle applies best “based on what I think is right, proper and just,” he says. Logically, it follows that his stint as Sorsogon governor is more than birthright or legacy. In his own words, “It’s simply coming home,” and he says, “I’m already happy.” "I never stopped coming home. I’ve always believed that it’s useless to be known nationwide if you do not have a province to come home to.” Click here to read full article for free

bf9f6b2f-f61d-4a3b-b988-10d7f612417a < Back BAGUIO 2.0 Baguio City Representative Mark Go dreams of an entrepreneurial and digitally savvy nation. BY GAY ACE DOMINGO PHOTOGRAPHY BY IVAN LLANETA After years and years of building one’s career, most people would choose to ride into the sunset of their life’s work, opting to retire or at least slow down their activities as they pass on their time-earned wisdom and knowledge to the younger generation. This was not the case for Marquez “Mark” Go, the representative of the lone district of Baguio City. Congressman Go was enjoying the fruits of his hard work, stemming from his fruitful professional career as a human resource practitioner and a businessman when he chose the road less taken—to leave his comfort zone in the private sector, where he had earned much of his own success, and enter the realm of public service. It is a decision that would cause many to raise their eyebrows. After all, why leave the confines of the corporate world to enter the unfamiliar and complex territory of public service when he could easily be resting on his own laurels? Yet the love for home and community beckoned and prevailed. Armed with only the will to serve and the commitment to make a difference in his beloved Baguio, Go left behind decades of accomplishment in the corporate world and business in order to wade into previously uncharted territory as a public servant. Today, he serves his second term as the Congressional representative of the famed “City of Pines.” Whereas he would once hop from one enterprise to another as he supervised his business affairs, Go now follows a different schedule. The representative shuttles regularly from Baguio where he meets his constituents, to Batasan, Quezon City, home of the House of Representatives as he attends to the several Congressional committees that he serves. He sits as the Chairperson of the Committee on Higher and Technical Education and Vice Chair of the Committee on Labor and Employment, while he regularly participates as member of the following committees: Basic Education; Tourism; Trade and Industry; Ways and Means; Public Works and Highways; North Luzon Growth Quadrangle; Government Reorganization; Indigenous Cultural Communities, and Bases Conversion. Given his impressive track record within the short time he has been a member of Congress, one would be surprised to learn that the representative is a political neophyte. Although a latecomer to the game, Congressman Go’s age and background, coupled with his relative political inexperience, have become his advantage. He embodies both the wisdom gained from teaching at the University of the Philippines (UP) Baguio, working at Texas Instruments, and being an entrepreneur, and the fervor of an idealistic fellow desiring to make a change. LOVE FOR BAGUIO Congressman Go would only call Baguio his home shortly after his university graduation in 1975, after a life-changing encounter with the city during his days as a student from UP Manila in the 1970s. “I was not born in Baguio,” he says. “I cross-enrolled in UP Baguio one summer.” The beauty of the place had an impact on the young Go. “When you come up to Baguio at that time, you can already smell the pine scent of the city from Kennon Road. When you go to City Hall, you can see the fog going down Abanao Street. That attracted me much… I fell in love with the place. I said ‘I am coming back.’ That’s exactly what I did in 1975. And the rest is history. For 44 years now, I’ve made Baguio my residence.” Baguio’s pristine sights and environment convinced Go to relocate to the northern city. However, Go has witnessed the city shift through the years from an urban dweller’s paradise to a crowded, overdeveloped metropolis. “We have issues in the city. We have problems on garbage, traffic, and other related matters,” Go observes. “So many occupied places that should not be. Having witnessed all these changes, I feel that I have an obligation to our city.” This obligation entails efforts to restore Baguio City to its once famed pristine glory. Going beyond mere cleanup drives that only scratch the surface and provide band-aid solutions, the hardworking congressman has authored bills such as House Bill 1341 declaring Burnham Park as a National Heritage Park, and House Bill 1342 regarding the full rehabilitation and maintenance of Kennon Road. These are alongside his ten-point agenda that focuses on key areas that include scholarships, reducing unemployment, environmental protection, compensation for barangay officials, restoration of heritage parks, and road improvement. HARD AT WORK Since his first term as congressman, Go has authored and co-authored 160 bills, landing important pieces of legislation that benefit both his constituents in Baguio City, as well as citizens in the Cordillera Administrative Region (CAR) and the rest of the country. As Baguio City representative, Go seeks to address the concerns of the city. For instance, the growing population and urbanization in Baguio has led to challenges in providing adequate health care. To meet the demand, Go proposed House Bill 6619 providing for the expansion and improvement of Baguio General Hospital and Medical Center (BGHMC). He is proud to report that the said bill, and its counterpart Senate Bill 1736 authored by Senator JV Ejercito, was signed into law by President Duterte on October 3, 2018. Republic Act 11084 provides for the increase of BGHMC’s bed capacity from 500 to 800. It was also Congressman Go who spearheaded the 2017 inquiry on and eventual rollback of overinflated fuel prices in Baguio City through House Resolution 853. In spite of the small victory, the representative advocated for reasonable and transparent fuel prices through House Bill 5172, which seeks to amend the Oil Deregulation Act (RA 8479) by granting more powers to the Department of Energy (DOE) to monitor the fuel pump prices and to set a price ceiling and maximum rate of increase in petroleum product prices. His legislative pieces were not confined to the betterment of Baguio City alone. Go was also a proponent of the pension increase for senior citizen Social Security System (SSS) members, filing House Bill 1853, which was later substituted with House Joint Resolution 10 that saw the approval of the Php2000-peso increase in the monthly pension of some 2.2 million SSS retirees. Staying true to his advocacy of making higher education accessible to all, Congressman Go has also authored and co-authored landmark legislative acts such as the Universal Access to Quality Tertiary Education Act or Republic Act 10931, which grants free tuition to students in state universities and colleges, as well as technical-vocational institutions (TVIs) around the country. Go also authored Republic Act 11192 establishing the Cordillera State Institute of Technical Education (CSITE), integrating the Cordillera Region’s TESDA training centers and supervised TVIs to train the region’s youths to become globally competitive. One of the bills that he is known for is the Compressed Work Week Bill that offers a four-day workweek with longer hours per day, to allow employees lesser days at the office, less time traveling to and from work, and more rest days. “What I would like to address here is the work-life balance of employees in the whole country,” Go explains. “Employees work six days a week. In most cases, they don’t have time for their loved ones. The bill will give them more time for their families and other things they would also like to do. After all, we work for our families.” Go’s bill and its counterpart Senate bill were approved by the respective chambers, but their conflicting provisions were not ironed out. “We didn’t agree at the pre-bicameral,” Go says. “So I will re-file it and hope that it will be approved this 18th Congress.” ENTREPRENEURIAL REVOLUTION Another bill that Go is committed to seeing enacted into law covers the establishment of the Philippine Entrepreneurs Academy, a school that will focus exclusively on the formation of entrepreneurs who will create new products and services and set up their own companies. The plan seeks to answer the problem of unemployment while teaching people to be more inventive. What Go would like is to start an “entrepreneurial revolution” wherein people would prefer to be self-employed. He elaborates, “Right now, if you ask a Filipino student, ‘Why are you going to school?’ Most likely he will answer, ‘Because I want to finish my studies and get a good job.’ But employment is not the only option. “There are some people who have the potential to be entrepreneurs but they are not able to develop these potentials due to lack of opportunities. So if we create this academy that will develop entrepreneurial skills and competencies, these people will have a chance. The Philippine Entrepreneurs Academy will teach people to be creative and innovative, train them to be employers rather than employees. Entrepreneurship is what developed Singapore, Thailand, Malaysia, Taiwan, and Hong Kong.” Go envisions the Philippine Entrepreneurs Academy not only as a testing center for retail items like food or consumer goods, but also as a lab for the creation of technology-based products like mobile phone apps. Transactions that were considered complex years ago could now be done on a palm-sized gadget or through a few clicks on the cellphone. Go says, “When I was working for Texas Instruments in Baguio in the 1980s, our computer room was twice the size of my office here. At that time, we were using IBM 370. Now, everything is here, on an S9, S8 cellphone. This is what we want to develop.” MR. 100 PERCENT Whether it’s a will to serve, legislation for the people, or technology for a better life, there is no stopping Congressman Mark Go from pursuing his dreams for the people of Baguio and the rest of the Philippines. The people who have voted for him can rest assured that Go strives to be conscientious with his work. He says, “If you will look at my first term, you will see that I did not miss any session in Congress. I had one hundred percent attendance.” This is the kind of diligence that he wishes to maintain throughout his political career and beyond. With Congressman Mark Go, what you see—his professional record, public demeanor, legislative career—is what you get. Asked what his guiding principle is, Go sums it up with the word “integrity.” He declares, “I will never compromise my integrity for anything else. Your public life should reflect who you are as a person. You need to be honest. Make sure you don’t engage in corruption. You don’t take advantage of people. Who you are as a person is expressed through your public life.”

< Back The Great Leap Makati City First District Councilor Jhong Hilario on rising to the challenges of public service, training under the strict guidance of Mayor Abby Binay, and following his father’s shining legacy. BY EDWIN P. GALVEZ PHOTOGRAPHY BY ROMEO PERALTA, JR. Give it your best flip, jump high up in the air, and successfully soar through it. This is what Virgilio “Jhong” Hilario, Jr. keeps in mind every time a new door of opportunity opens for him, whether in the field of entertainment or public service. Well, not quite literally though. But Hilario, a 43-year-old second-term councilor of Makati City’s First District, has indeed proven his mettle in the political arena, just as he has in the entertainment scene. He describes his young self as a batang kalye, one raised in the bustling streets of Barangay Bangkal. He did not pursue college but instead performed the death-defying acrobatic stunts of the dance group Streetboys even when he hardly knew how to sway to the beat. In time, he perfected his moves and took on the challenges of a number of accidental but lifechanging opportunities that came his way. Like dancing, he says, “Lahat talaga pwedeng matutunan kung gagawin mo ‘yung best mo. (You could learn how to do just about anything as long as you give your best.)” Hilario garnered acclaim for his stirring performances in film and television, even snagging a major acting honor; brought steady laughs to madlang pipol (the masses) on a daily noontime show; and bannered the globally competitive Filipino talent in a string of international films and with a popular musical theater production in the United Kingdom. BEYOND ENTERTAINMENT Beyond entertaining the public as Philippine television’s “Sample King,” Hilario decided to serve the people of Makati. He topped the councilor’s race in his district in 2016, a feat he repeated in this year’s local elections. “Never ako nag-dream na maging isang konsehal ng Makati o maging isang public servant— dinala ‘ko rito eh (I never dreamt of being a Makati councilor or public servant—fate brought me here),” he says. Click here to read full article for free

< Back CALISTA RELEASES “UGNAYAN” Calista is making waves once again this year with the release of their first Tagalog single, “Ugnayan” a moving dance track about the struggles of long-distance relationships. MERLION PRODUCTION INC. The six-member girl group is confident that their fans will adore this song because it is very Filipino, danceable, contains numerous beats, and has an OPM-inspired vibe. Anne, Olive, Laiza, Denise, Elle, and Dain are confident that this latest single will be a success due to its distinctive beat and tagalog vocals. According to the group, their music is not typical. “Ugnayan” differs from their previous singles, “Race Car” and “Don’t Have Time,” because of its powerful message butits catchy rhythm and fresh beats still make it appealing to youthful listeners. Although “Ugnayan” is a love song about an LDR (long-distance relationship), according to Olive, this does not only apply to couples but also to families with OFW parents. The song asserts that connecting with one another is never a problem because technology connects people. “Distance should never be a problem because technology will connect you to each other, and even if you’re not connected by technology, your hearts are still connected,” explains Olive. Dain agrees that “Ugnayan” is about a deeper connection. She says, “Even if you can’t see your loved ones, you can still imagine seeing them in every corner, because your connection is not just through technology or the internet, but through the heart.” The group spent four to five months preparing for the song and only half a day recording it. They would also like to relate the song to the group’s bond and sense of camaraderie. The one year they have been together, according to Olive, is enough for them to know each other very well. “Our relationship has grown to the point where we understand each other’s strengths and weaknesses, and we know how to highlight them for the group’s benefit.” Anne jokes, “With how close we are, it would seem that we are interconnected all the way to our insides, as Elle and I would sing and speak in unison.” They disclosed to the LEAGUE that they help one another not just with their performances during practices but also with their school assignments. They would also like their fans to know that “Ugnayan” is Calista’s message to them. According to Denise, they are close with their fans. “We respond to them frequently, and due to our busy schedule, we sometimes respond at odd hours.” Elle asserts that one of their priorities is to strengthen their relationships with their fans. “We regularly interact with them, either in person or through social media.” Anne believes that their fans are also like their friends or siblings that they want to build stronger bonds with because “They are the core foundation of our success.” But they know that their connections with their fans are sometimes limited because of their busy schedules which often clash with those of their fans. Calista is ecstatic and optimistic that “Ugnayan” will be a success. They are excited to see how their fans respond to their newest single. “I think our fans will respond positively to our newest song because it sends the right message that love is the best thing that connects everyone,” Laiza says. “Ugnayan,” which means connection, was composed by Telly Tanan, while the rap part was composed by Dean Villareal of the P-Pop boy band Eclipse. The song was arranged by Marcus Davis, who also helped create their previous singles. This was produced by Merlion Entertainment, with Arnie Mendaros and Annie Quintos as vocal coaches. Race Car was the debut single by Calista and their subsequent release was “Don’t Have Time.” At the seventh annual PPOP Awards, one of their two Christmas singles, “Christmas Rush,” was named Best P-Pop Song of the Year for the 2022 Christmas Theme. “Christmas in the Philippines” is their second Christmas single. Merlion Entertainment manages Calista, whose songs are produced by Merlion Music, which was named “Pop Music Production Company of the Year” during the seventh PPop Awards. Visit their website at www.calistasocials.com and follow them on all their official social media accounts: Facebook : CALISTA PH, Twitter: @CALISTASOCIALS, and Tiktok/Instagram : @CALISTAMUSICOFFICIAL

< Back Palawan, Vigan Leaders Receive Gawad Jesse M. Robredo BY EDWIN ALLAN DIAZ The Jesse M. Robredo Foundation (JMRF) bestowed the Gawad Jesse M. Robredo on Brooke’s Point, Palawan Vice Mayor Mary Jean Feliciano and former Vigan, Ilocos Sur Mayor Juan Carlo Medina at The Bayleaf Intramuros last September 5, 2023. JMRF recognized Feliciano and Medina for 2019 and 2023, respectively, citing their “effective, transparent, and ethical leadership.” The award is given to mayors who embody the late Robredo’s brand of leadership: matino, mahusay, at may puso (sensible, efficient, and with heart).” Robredo served as Naga City mayor for 19 years before helming the Department of the Interior and Local Government (DILG) in 2010. The search for outstanding local chief executives is in collaboration with the De La Salle University-Jesse M. Robredo Institute for Governance (DLSU-JRIG). It was scheduled for 2019 before COVID-19 put the award ceremony on pause. “We honor these officials who have demonstrated unwavering commitment to the principles of integrity, competence, and empathy in local governance,” said DLSUJRIG Director Dr. Ador Torneo in his video message. HUMBLED AND HONORED Feliciano was Brooke’s Point mayor from 2013 to 2022, and stood against Ipilan Nickel Corporation (INC) during her second term. She issued and enforced cease-and-desist, closure, and demolition orders against INC for clearing forests in the Mount Mantalingahan Protected Landscape in 2018. INC responded by filing six administrative cases against Feliciano at the Office of the Ombudsman in 2021. They claimed to have the necessary permits and were cutting trees legally in the watershed. The Ombudsman initially found Feliciano “guilty of oppression or grave abuse of authority” and suspended her without pay for a year in 2021. The suspension order was eventually reversed and all administrative and criminal charges dropped. Feliciano won as vice mayor in 2022, making her the presiding officer of the municipal council. As such, she can ensure the integrity and strict implementation of Brooke’s Pont’s Comprehensive Land Use Plan (CLUP) and zoning ordinance, which leave no space for mining. In an interview with LEAGUE, Feliciano said she was humbled and overwhelmed with the distinction because it is a special honor to be considered like the late Nagueño leader. “This award is special because it’s personal. It’s the first ever Gawad given, and I feel like I’m part of history, being the first mayor in the Philippines to be awarded such. It’s a milestone for me and my family. All the disappointments, heartaches, and bashing that I received did not come to naught.” Under Feliciano, Brooke’s Point landed the Seal of Good Local Governance (SGLG) Hall of Fame, winning the award thrice. Most of her projects revolved around health, ecotourism, and infrastructure. Feliciano bested three others for the inaugural award: incumbent Balete, Aklan Mayor Dexter Calizo, and nonincumbent mayors Rexlon Gatchalian of Valenzuela City and Melchor Mergal of Salcedo, Eastern Samar. EMULATING AN ICON For his part, Medina did not expect to be nominated, much less win the award. Nevertheless, he was grateful for the people who made his victory possible. “I would like to thank all the people that I worked with. They are the reason why we are here today and how we were able to do everything for the City of Vigan,” Medina said in his video speech. Three people served as Medina’s role models for public service: his parents Ferdie and Eva, who inspired him to treat people right and work with integrity, and Robredo. Medina admired the former DILG secretary so much even though he did not know Robredo on a personal level. He brought all his department heads to Naga, where they learned about the city government’s best practices and the projects left behind by Robredo. “It was so inspiring. I really tried copying and emulating Secretary Jesse’s works in our city. I hope I was able to inspire my peers to work just like him,” Medina said. This includes Robredo’s “tsinelas” leadership, walking down the streets of Vigan in shorts and slippers to check on his projects and talk to locals. He actively involved everyone to participate in the community and was always ready to face his constituents. From 2016 to 2022, Medina improved Vigan’s educational system, persons with disability (PWD) access, and gender inclusivity. He also introduced a data-gathering system that determines which projects or programs require higher priority. Incumbent mayors Ma. Regis “Vico” Sotto of Pasig City, Cristina “Tin” Antonio of Alcala, Cagayan, and Marcelino “Marcy” Teodoro of Marikina City were also nominated for 2023. SCREENING PROCESS JMRF accepted nominations for the 2023 edition from November 2022 to January 2023. Final deliberations, including individual interviews and final screening, took place last September. The selection committee used the following criteria: “transparency and accountability; integrity and ethical public service; clear outcomes and impact; ability to overcome adversity; innovation; and engagement and empowerment.” Robredo’s wife, former Vice President Maria Leonor “Leni” Robredo, shared with LEAGUE the importance of Gawad JMR. “The main intention of the award is to shine a light on more sensible and efficient local officials. There are plenty of capable leaders that don’t get the spotlight because they are either simple or do not want it trained on themselves.” Robredo added, “I hope everyone joins hands in ensuring we elect officials not because they have money or power. I hope we also give ordinary citizens, who may not have the resources but have shown effective, ethical, and empowering leadership, a chance. I believe that when people get a taste of that kind of leadership, people will always choose it.”

< Back Making Masbate Competitive Masbate Vice Governor Jo Kristine ‘Kaye’ Celera-Revil is determined to stomp out poverty and violence and uphold peace, progress, and positivity BY MARIDOL RANOA-BISMARK PHOTOGRAPHS BY SILVERMOON STUDIO There’s something about an esteemed ancestor that makes you want to level up. Masbate Vice Governor Jo Kristine “Kaye” Celera-Revil didn’t get to meet her paternal grandfather, Adolfo Celera Sr., a lawyer- politician who worked as a Provincial Board Member and Land Transportation Office Chief. Unfortunately, he was assassinated in their home province a year before Revil, his first grandchild, was born. Revil, who’d rather be called VG (which stands for “Very Good,” how she wants people to see her), grew up hearing stories about how well-loved her grandfather was. In order to live up to his honor, she tries her best to lead as he would have led had he been alive. Revil followed in the footsteps of her lolo and continued his legacy. She took up Law from Ateneo de Manila University and passed the Bar. Like her grandfather, she’s determined to make life better for her countrymen. It’s been an uphill climb. But she chose to continue down this path as she sees it her duty to inspire greater good as a public servant. “I’m a Masbateña, raised and studied in Masbate from pre-school to high school, I love my province. I know of its many issues and I feel it’s my calling to help come up with BY MARIDOL RANOA-BISMARK PHOTOGRAPHS BY SILVERMOON STUDIO Masbate Vice Governor Jo Kristine ‘Kaye’ Celera-Revil is determined to stomp out poverty and violence and uphold peace, progress, and positivity solutions, and work for its peace, progress, and development,” she declares. Masbate’s previous reputation as a province, which lacked clean water, paved roads, and jobs due to corruption didn’t help. Almost 10 years ago, it ranked eighth on the list of the country’s poorest provinces. Given this condition, Vice Governor Revil immediately set out to take on the herculean task in front of her. “I put a lot of effort toward instilling in the people’s minds that we’re not less than the others, that we’re neither pathetic nor poor. I tried to reverse the image (of Masbate) as a violent place,” says Revil. She did her best to change this victimmentality into something positive by telling Masbateños that they have three Ks— Karapatan (right), Kagandahan (beauty), and Kabutihan (goodness). ECONOMIC BOOSTRevil, also a BS Tourism graduate from the University of the Philippines, knows how important tourism is to her work as Masbate’s chief ambassador of goodwill. She’s made it a point to join all expos, and create a lot of videos to promote Masbate. When Cebu Pacific introduced a new plane and asked the public where they wanted to fly, Revil seized the moment. She mobilized the youth and asked them to post beautiful pictures of Masbate on their social media accounts. Thanks to the youth’s frequent posts, Masbate trended on Twitter, and Cebu Pacific noticed. Revil then pitched the idea of introducing Cebu Pacific flights to Masbate to the Gokongweis. “I showed all my efforts to promote Masbate, while Cebu Pacific did its own market research,” recalls Revil. The result: the airline company launched two flights a day to Masbate. Needless to say, it was a big boost for local tourism, with new resorts opening and bringing job opportunities for the people. Revil again tapped the power of social media when she gathered Masbateños for a makeover and asked them to pose for photos with the province’s tourist destinations as backdrop. The Masbateños were only too glad to post photos of their new look on their social media accounts. Revil repeated this technique of hitting two birds with one stone by holding volleyball tournaments in various Masbate tourist spots, and asking people to upload the photos on social media. She reached out to print and online media and showed them the beauty of Masbate. “Good publicity erased the province’s negative image. It boosted the people’s morale and sense of pride and belonging,” says Revil. More jobs stimulated the economy and fueled the engine of progress. So Revil tied up with the Department of Labor and Employment (DOLE) and held a job fair for her constituents. She also tapped her wide network to launch capacity-building projects that gave livelihood training to the people. Revil’s office partnered with TESDA (The Technical Education and Skills Authority), which offered courses in plumbing, weaving, and others. She also launched the Kusog Masbate Province Card that gives discounts and privileges to Masbateño taxpayers, encouraging many business establishments to warm up to the idea. Click here to read full article for free

< Back A Vision for Recovery from the Rubble BY RAGIE MAE TAÑO-ARELLANO AS GOVERNMENT SPOKESPERSON DURING THE 2017 MARAWI SIEGE, NOW-LANAO DEL SUR FIRST DISTRICT REPRESENTATIVE ZIAUR-RAHMAN “ZIA” ALONTO ADIONG NOT ONLY PROVIDED A VOICE FOR DISPLACED RESIDENTS BUT ALSO BUILT A FOUNDATION OF RESILIENCE AND ACCOUNTABILITY. HE SHARES HOW THE LESSONS HE LEARNED IN HIS PREVIOUS ROLE HELPED HIM FACE CHALLENGES AS A MEMBER OF THE HOUSE OF REPRESENTATIVES QUAD COMMITTEE. Cong. Zia,” as Lanao del Sur First District Representative Ziaur-Rahman “Zia” Alonto Adiong is fondly called, often encounters a common misconception about his name, with some assuming it is feminine. He explains that “Zia” is traditionally a male name in countries like Bangladesh, India, and Pakistan, and that his name is a legacy from his grandfather who named him after Bangladesh’s second prime minister, General Ziaur Rahman. Adiong believes deeply in the power of a name to shape character and destiny. His first name, rooted in Persian and Arabic, translates to "light" and "mercy." These meanings, he says, have been both a guiding force and a constant reminder for accountability in his journey as a public servant. “Mercy is one of God’s attributes,” he reflects. “It’s a heavy responsibility to live up to, but one I strive to fulfill.” THE CALL TO SERVE Driven by a deep passion for history, culture, and travel, Adiong once envisioned a career in the foreign service as a diplomat or ambassador. However, his upbringing in Mindanao, steeped in his family’s political legacy, the region’s cultural and political struggles, and the enduring quest for selfdetermination, shaped his path toward public service. This rich tapestry of influences became an irresistible force, compelling him to not only champion the welfare of Mindanao’s people but also to advocate for the broader interests of Filipinos across the Adiong’s political journey was deeply influenced by his grandfather, the first congressman and senator of Lanao before it was divided, whose legacy set the stage for his public service aspirations. Encouraged by his family—especially his brother— Adiong embraced a career in politics despite an early passion for foreign service. His political path began as an assemblyman for the Bangsamoro Parliament from 2019 to 2022 under the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM), eventually leading him to represent Lanao del Sur’s first district in Congress. Adiong’s readiness to step into politics stemmed not only from his family’s legacy but also from his own confidence in his ability to lead and serve. His political involvement took root during his college years at Xavier University in Cagayan de Oro, where he founded the Muslim Democrats, signaling his commitment to advocacy and leadership even in his youth. UNDERSTANDING THE PAST Adiong is an avid reader, particularly drawn to books on politics and the works of John Grisham, the renowned author and former member of the Mississippi House of Representatives. Adiong firmly believes that many of the country's current issues, especially in Mindanao, stem from a lack of historical awareness. He argues that the region's enduring struggles— armed conflict, land disputes, and systemic discrimination— can be traced back to the Spanish colonial era, perpetuated through American colonization and into the present. He highlights a crucial yet often overlooked aspect of Philippine history: its strong Muslim roots. Adiong points out that Manila, once dominated by Muslim settlers, is a testament to this heritage. He advocates for broader recognition of this narrative, asserting that it holds the potential to politically, economically, culturally, and socially uplift not just Mindanao but the entire country. Moreover, Adiong stresses the importance of strengthening ties with Southeast Asian nations such as Brunei, Indonesia, and Malaysia, which share deep cultural and historical connections with the Philippines. He believes that aligning more closely with these predominantly Muslim nations offers a strategic pathway for fostering unity and progress, moving the country forward on a foundation of shared history and mutual respect. Strengthening economic and trade relations with these countries would not only benefit the Philippines but will also help solve conflicts in Mindanao. Adiong reminds us of what Dr. Jose Rizal said: “Ang hindi marunong lumingon sa pinanggalingan ay hindi makararating sa paroroonan. (He who does not know how to look back at where he came from will never get to his destination.)" The congressman reflects on how early exposure to the challenges and sociopolitical issues affecting Mindanao deeply influenced his commitment to public service, not just for the region but for the entire country. “Those experiences pushed me to become more engaged with these issues,” he shares. “Whenever I encounter concerns or policies that strike me as unfair or unjust, I feel compelled to speak out. People often say I’m the most opinionated member of our family.” He credits the unique complexities of Mindanao for fostering his political maturity at a young age. It is a sentiment which he believes resonates with many in the region’s younger generation. As a member of the House of Representatives, Adiong is determined to highlight the historical roots of Mindanao’s ongoing struggles, advocating for marginalized groups such as the Lumads and other cultural minorities. He wants to use Congress as a platform to address the unfair policies and injustices experienced by some people of Mindanao. "In our place, there is a powerful belief that if one can solve the complexities of the Mindanao situation, particularly that of the Bangsamoro Muslim minority, there's no problem in the country that you cannot solve," he explains. BEYOND THE SIEGE Adiong rose to prominence during the 2017 Marawi Siege as government spokesperson, facing not only a professional challenge but a deeply personal ordeal. Like the thousands displaced, he lost his family’s ancestral home, a cornerstone of his political and cultural identity. He recalls the haunting scenes while driving back to Marawi from Cotabato: families fleeing on foot with whatever they could carry. For two weeks, Adiong stayed in the war-torn city, sleeping wherever he could, determined to witness the devastation firsthand and share its gravity with the nation and the world. His commitment during the siege reflected a deep sense of responsibility to amplify the voices of the displaced and advocate for the urgent rebuilding of Marawi. Adiong likened Marawi’s destruction to the physical pain of a body torn apart. Though familiar with war through books and news, witnessing it firsthand was a profoundly different ordeal. “I saw dead bodies in advanced stages of decomposition; I know how they smell. I know the sound of bullets whizzing. I know what a person dehydrated for three days looks like.” These experiences, he says, deepened his commitment to genuine autonomy and the pursuit of lasting peace. Determined to contribute meaningfully, he saw public service, and ultimately taking on the role of national legislator, as a vital path to achieving those goals. The congressman believes that he can make a greater impact in the legislative branch than in the executive branch, since a legislator shapes and crafts policies. For him, the Marawi Siege is more than a memory—it is a life-altering experience. “I would really commit myself to not supporting any policy, program, or advocacy that would tend to favor one side over the other. It has to be balanced. It shouldn't be leaning toward one group at the expense of another. It really needs to be balanced because that's how you really avoid conflict,” he stresses. ADVOCACY THROUGH LEGISLATION When the BARMM was established in 2019, Adiong wasted no time running for assemblyman. During his term, he authored key pieces of legislation, including the establishment of the regional human rights commission, amendments to the basic education code, and the administrative code. He also co-authored the Reproductive Health Code and the Scholarship Endowment Program, which invests government funds to generate interest that finances college education for underprivileged students. Despite being relatively new to public service, his legislative accomplishments earned him recognition as one of the Ten Outstanding Young Men (TOYM) for government service in 2019. To further his vision of genuine autonomy and sustainable peace in Mindanao, Adiong stepped up to the House of Representatives in 2022, where he became the principal author of over 200 bills. Among these, House Bill 2974 holds a special significance to him. The proposed law, titled an Act Protecting the Rights of Internally Displaced Persons, seeks to safeguard those displaced by armed conflict, natural disasters, or manmade calamities. It emphasizes their protection from discrimination or persecution and prioritizes their rehabilitation and reintegration into society, an effort he hopes will soon gain the president’s approval to become law. Another bill close to his heart is House Bill 8011, the proposed Act Establishing a Center for Autism. Adiong’s personal connection to the issue stems from having a child with special needs. He points out the scarcity of experts and affordable medical services for children with special needs in the Philippines. When specialists are available, their services often come at a steep price. Adiong empathizes with parents and guardians who are unable to afford these costs but still wish to provide their children with the care and attention they deserve. “I consider myself fortunate because I can manage to pay for my daughter’s needs and special school, despite the high costs,” he shares. He is hoping that this bill will also address the stigma suffered by children with special needs. “That’s why there’s still a stigma, labeling kids as ‘abnormal.’ It’s because people don’t understand. That’s why they’re called special—they have special needs that are different from ours. They have talents that just haven’t been unlocked yet. That’s where my advocacy lies now.” THE LION’S DEN As a first-term congressman, Adiong was expecting to gradually learn how things work in the House of Representatives, especially from seasoned congressmen. It thus came as a surprise that he would be given a role as part of the controversial and critical Quad Committee. “I wasn’t expecting that my first term would involve diving straight into national issues, like participating in inquiries in the Quad Comm. I thought that being a neophyte, I would be testing the waters first, familiarizing myself with the surroundings, and maybe getting mentored. But I was practically thrown into the lion’s den,” he reveals. Quad Comm is a pivotal body in the Lower House tasked with investigating issues such as illegal Philippine offshore gaming operators (POGOs), illegal drugs, extrajudicial killings, and human rights violations during the Duterte administration’s anti-drug war. For Adiong, being part of Quad Comm is a challenging and sometimes harsh responsibility. He finds the personal attacks on him unfair, particularly when they target his family, with his daughter occasionally being dragged into the issue due to his role. Yet, he has learned to accept these as part of the price for standing up for what he believes is right for the country. Despite the difficulties, Adiong views his work in Quad Comm as an opportunity for political growth. "It’s a rare privilege to be part of something so significant. Not everyone in Congress gets this chance," he reflects. His experience has expanded his perspective, reminding him that his service extends beyond his district to a broader national purpose. Though he occasionally feels fear, he sees it as a test of character. For Adiong, criticism and bashing are inevitable when taking a stand, but they only strengthen his resolve to continue his work. “If there are no detractors, no one to attack you, it means you’re not doing anything significant. As they say, a person without an enemy is made of nothing. If you stand firm on what you believe is right and just, no matter the challenges, you can feel assured within yourself that you’re doing the right thing.” FROM RUBBLE TO RESILIENCE Adiong is determined to raise national awareness about the situation in Mindanao, hoping to inspire all Filipinos to actively contribute to efforts for sustainable, lasting peace in the region. He expresses frustration at the apathy he perceives from those outside Mindanao, a disconnect that he believes hinders the collective effort needed to address the region's challenges. “It requires everyone to be involved, and everyone should at least share some sympathy toward one another. Because it is where we will build.” Adiong is still very optimistic that, in the future, Mindanao will achieve lasting peace and development. He is certain that even if his fellow Maranaos were displaced following the Marawi Siege, they will survive because of their steadfast and resilient character. “Basically, being industrious is one of the virtues of being a Maranao. We are resolute. Despite the Marawi Siege, we still come out strong, standing up to what we think is right, not only for ourselves but even for our neighbors. You send a Maranao anywhere, I tell you, they will survive,” he stresses. Indeed, Adiong has lived up to the aforementioned virtues. Despite the challenges, he has made significant contributions at the House of Representatives, ones that will benefit all Filipinos, and most especially the people of Mindanao.

‘Kap Jenn’ of Parañaque’s Barangay Tambo has a hands-on approach, which proves useful when implementing national programs at the grassroots level. < Back REACHING OUT BELOW AND BEYOND ‘Kap Jenn’ of Parañaque’s Barangay Tambo has a hands-on approach, which proves useful when implementing national programs at the grassroots level. By Fraulein Olavario PHOTOGRAPHY BY ROMEO PERALTA, JR. Jennifer Salimao-Quizon or “Jenn” is a familiar face to many. She became known as a member of the dance group Gee Girls in ABS-CBN’s noontime variety show “Masayang Tanghali Bayan” in 2003 and as the wife of actor and Parañaque City 1st District Councilor and former actor Vandolph Quizon. To residents of Barangay Tambo in Parañaque, she is known as “Kap Jenn,” the incumbent barangay chairwoman whose grit and no-nonsense approach have helped to instill discipline in her constituents, belying her sweet, baby-faced, mestiza looks. “Para maging maayos ‘yung panunungkulan sa barangay, hindi puwedeng ‘yung kapitan lang [ang kumikilos]. Dapat pati mga tauhan ng barangay. Pero dapat mauna ka rin na magtrabaho nang maayos, gawin mo ‘yung gusto mong gawin din nila. Mahirap magpasunod ng mga empleyado kung hindi ka maging model nila. Hindi pwedeng tatamad-tamad ka dahil magiging tamad din‘ yung mga tao mo (For service to the barangay to be effective, the barangay chairperson and employees must do their share. But you [the chairperson] should be a role model to them. Lead by example. You should not be lazy in order for them not to be lazy),” Quizon says. Quizon did not aspire to be a politician. She loved joining beauty pageants in school and on television during her teenage years. She joined Gee Girls in 2003 and met Vandolph, who eventually became her partner. At that time, Quizon was offered a seat at the Sangguniang Kabataan (SK) in Caloocan, which she turned down because she was working during that time and she knew nothing about how things work in politics. “Ang hirap naman ‘yung sumasabak ka nang ganoon na wala ka namang alam, ‘di ba? (It’s difficult to accept the position when you know nothing about it, right?),” she recalls. Quizon married Vandolph in 2007, and they first lived in Quezon City before moving to Parañaque in 2009, as they wanted to live near Vandolph’s ailing father Dolphy, the “Comedy King,” to be able to regularly visit him in his residence in Tambo before he succumbed to pulmonary disease in 2012. In 2013, Quizon’s mother-inlaw, Alma Moreno, who was then a city councilor in Parañaque, asked if she would be willing to run as a barangay councilor, as there was still a slot in Tambo. After studying the duties of a kagawad (barangay councilor) and consulting with then- Barangay Chairman Fred De Leon about his vision, Quizon agreed to run and eventually won, ranking first in the barangay council elections. Quizon had to step into a bigger role after De Leon’s demise in October 2017. Being the legal successor to the position, Quizon had to take on the responsibility of being Barangay Tambo’s top leader. Her decision to continue serving Barangay Tambo in 2018 was well-received by her constituents, who formally elected her as their chairwoman. LEADER WITH A HEART “October 21, 2017; hindi ko makakalimutan sa buhay ko ‘yan. ‘Yung mahal naming barangay captain, namatay dahil sa sakit. Yung pag-upo ko kapalit niya hindi naman ito ‘yung parang naging masaya ako, dahil napakabait noong barangay captain namin (October 21 was a painful date for me because we lost our dear barangay captain due to illness. My taking over was not a joyous event),” Quizon says of the beginnings of her foray into politics. Moreno was a huge influence on Quizon, not only in her decision to enter public service but also in the type of leadership she hoped to demonstrate, as Quizon saw her open-door policy in serving constituents. “Nakita ko ‘yung pila ng tao doon sa office niya, ‘yung pagpe-prepare niya ng mga nebulizer, mga pangunahing kailangan ng tao, saka talagang wala ding tinatanggihan (I saw the long line of people, how she prepared nebulizers and basic needs, and refused no one),” says Quizon. Vandolph eventually landed a seat in the city council, and they both proudly say that they serve their constituents just like what her mother-in-law had done. “There are those who just do things because they are in a position to, and they don’t take it to heart. You are in this position because you want to effect change, and what you know is influenced by your background. You should know the people’s needs.” Quizon did learn the value of compassion, as people now describe her as a “leader with a heart.” “There are those who just do things because they have been voted into a certain position, and they don’t take it to heart. You are in this position because you want to effect change, and what you know is influenced by your background. You should know the people’s needs,” she shares. There was a time in 2021 when she shouldered the medical bills of a two-year-old girl, who was later diagnosed with hydrocephalus. The girl needed emergency treatment requiring a down payment of Php200,000. She wanted to help the girl but barangay funds had been allocated for other items. With this, she offered help from her own pocket. Being a wife and mother of three influences how Quizon deals with the issues faced by her constituents. For example, she would occasionally act as a mediator between people who are at odds with each other over family and marriage issues, among other personal or domestic concerns. THE CHALLENGES Just as a mother would soldier on for her family, Quizon did not crumble in the face of what she considers her biggest challenge by far, the COVID-19 pandemic, as the barangay officials were frontliners in implementing measures to promote health and safety, curb the spread of COVID-19, and maintain peace and order during the public health emergency. In a barangay with a population of 27,000, distributing ayuda (assistance) was by no means easy. She shares how people fought over the 1,000 packs of rice and fish, which was really not enough for thousands of constituents. Quizon also caught the virus while providing food assistance to a family of seven, whose members all tested positive. Together with four barangay employees, Quizon managed to continue working while they were in isolation, with only phone calls for coordination. What’s more difficult than being far away from family is losing a member of her staff who accompanied her in distributing food packs to infected families, testing positive and passing away after seven days. The barangay leader had to be on the ground to enforce lockdowns from 8 p.m. to 3 a.m., patrolling the streets and going to checkpoints to make sure that only people with proper authorization to work are allowed to leave their homes. In the process, she even caught a courier who was transporting drugs. Quizon realized how crucial it was to communicate with her constituents and explain why she was making certain decisions and taking certain actions in order to get their support after fighting the pandemic for two years. She believes that they were able to overcome the challenges brought about by the pandemic because her constituents were united, and she was also listening to their pleas. She states that nothing will happen to a barangay if the leaders refuse to listen to constituents’ and government’s requests. She admits that some constituents refuse to follow government procedure, but she handles them appropriately and demonstrates how serious she is about her role as their leader. CARING FOR THE SURROUNDINGS It is this kind of painstaking effort that Quizon expends in addressing the issue she deems most pressing in her barangay: waste management. Despite numerous meetings on waste segregation and the deployment of 226 members of the Cleanliness, Beautification and Sanitation Committee (CBS) who would sweep the streets in the morning, garbage would be thrown on the streets anew by the afternoon. She wants the residents to realize that they play an important role in waste management and cleanliness because they will be affected as well. Quizon is also appealing to her constituents for help, especially in cleaning their surroundings because barangay employees are not available 24 hours a day. The chairwoman wants to focus on cleaning up, but not only garbage disposal, for she wants this to be her legacy. Quizon has also implemented the Metropolitan Manila Development Authority’s (MMDA) program where residents can claim rice and other goods in exchange for plastic, metal, and paper, which the barangay officials then send to junk shops. She intends to continue incentivizing proper waste disposal even after MMDA’s program is over, turning to homeowners associations and promising rewards for those that can effectively implement this among their community members. True to her campaign promises, Quizon is seeing through the repair of drainage systems and the installation of highresolution CCTV cameras and street lights along major roads. To prevent illegal electrical connections that can cause fires and maintain peace and order, barangay tanods (watchmen) who are divided into three shifts, patrol the streets, while radio operators, desk clerks, and women’s desk officers are available 24 hours. Jumping off from her experience as a member of Tambo’s livelihood committee during her time as a barangay councilor, where she took part in setting up training programs for masseuses, security guards, caregivers, cooks, and entrepreneurs, Quizon is intent on helping more constituents land good jobs. She is actively seeking a partnership with the Technical Education and Skills Development Authority (TESDA) to train caregivers to be able to work in Canada, and welders who can be deployed to construction sites in Tambo. REACHING OUT Quizon’s biggest source of pride, however, is simply fulfilling the barangay’s role as the basic political unit, which serves as the primary planning and implementing block of the national government’s policies in the community. She wishes to dispel the notion that a barangay chairman is only there to enforce ordinances or to be feared by the people. According to Quizon, the role of the barangay is crucial in the implementation of the national government’s projects. She cites as an example their adherence to the First 1,000 Days law, which expands nutrition and health programs to cover children from the first day of the mother’s pregnancy to their first two years. Quizon admits being the barangay chairperson is a taxing responsibility that takes up considerably more time than what was required of her as a barangay kagawad, where she would only be expected to report every Monday and on the bimonthly Saturday sessions, allowing her to take culinary classes in her free time. While Quizon is still able to squeeze in tapings for “Quizon CT,” a travel comedy program starring the Quizon brothers—Eric, Epy, and Vandolph—her duties as barangay captain take precedence, as there’s barely any time off from addressing issues. Being a barangay chairman, Quizon stresses, is a 24-hour job. She even checks the group chat at 3 in the morning and she immediately attends to her work right after breakfast. Adding to her woes is the inevitable mudslinging, especially during the campaign period. “Not everyone likes you, but I still try to be nice to them. I do not harbor ill feelings towards them. We eventually became friends in the end,” she shares. Quizon is happy when she reaches out to her constituents, listens to what they have to say, and paves the way for solutions. “I am enjoying my job as a barangay captain now because I can do whatever I envision for the barangay. I also lead them in the way that I want. I also like reaching out to the people and not waiting for them to reach out to me,” Quizon says, admitting that she wants to seek reelection in the 2023 barangay polls. “I never thought that I would end up doing this kind of work. But now that I am here, I am confident because I like what I am doing and the respect that the people are showing. I will still continue what I have started. I will also strengthen my efforts to listen to their pleas and see what else I can do.”