< Back CONTINUED COMMITMENT TO SERVICE EXCELLENCE BY GABRIEL AGLIPAY METROPOLITAN WATERWORKS AND SEWERAGE SYSTEM (MWSS) ADMINISTRATOR LEONOR CLEOFAS’ COMMITMENT TO SERVICE EXCELLENCE HAS HELPED TRANSFORM THE OFFICE AND ENSURE PROPER MANAGEMENT OF A VITAL RESOURCE. Leonor Cleofas, the seasoned leader at the helm of the Metropolitan Waterworks and Sewerage System (MWSS), is a public servant known for her steadfast dedication to service and innovative approach in managing one of the Philippines' vital utilities. With a public service career spanning four decades, Cleofas has established herself as a leader in the field of water resource management. Cleofas developed a passion for public service at an early age. She pursued her education with fervor, obtaining a degree in Civil Engineering from the University of the East. With a strong academic foundation and a fervent desire to bring about positive change, she embarked on a career path aimed at addressing the pressing challenges within the water sector. CHOOSING PUBLIC SERVICE After passing the civil engineering board exam, Cleofas joined MWSS as a project engineer. She could have taken the route leading to employment in the private sector or starting her own engineering firm, but instead chose to join government service. "I think that in any person's career, it's more of the satisfaction and contentment that you get out of what you are doing, rather than the material gains you could have," she says. "For us in the government, it's the calling to serve the people that serves as our main motivation." Another major chance to join the private sector came Cleofas' way in 1997. "When we invited the private sector to help the government deliver water services to the public, we were given the opportunity to transfer to either Manila Water or Maynilad, but I chose to stay with MWSS. I felt satisfied; I felt that I have given something to the government, to the people by serving them, and I could continue to do so by remaining with MWSS. I felt that by staying in government service, I could do more than earn money,” she reveals. RISING THROUGH THE RANKS Cleofas’ ascent within the MWSS ranks was marked by her exemplary performance, strategic vision, and unequalled desire to serve. Her expertise in civil engineering, coupled with her innate leadership abilities, did not go unnoticed. From a newly-minted civil engineer who started out as a project engineer within the agency, Cleofas became supervising project engineer, division manager, and project manager. She eventually rose to the position of Deputy Administrator for Engineering and Technical Operations. Upon her (short-lived) retirement in May 2021, she had under her belt major accomplishments such as the completion of a number of water reliability projects, including the Angat Water Utilization and Improvement Project (AWUIP)and Angat Water Transmission Improvement Project (AWTIP). A few months after her retirement, Cleofas was tapped by then President Rodrigo Duterte to take over MWSS as its first female full-fledged administrator. Her experience and clean track record positioned her as a natural choice to lead the agency. “Because I know very well what we are doing, our mission and vision. It is very critical that we are assured of 24/7 water supply. When I took over as administrator, I wanted to make sure that the vision and mission of MWSS is carried out,” she stresses. The initial bumps that marked the months after her appointment as MWSS chief executive did not deter Cleofas from doing her best once she was able to get settled. “I was appointed by President Duterte in July 2021, but it took me several months before I can take over because at the time there were still pending matters that the sitting administrator had to accomplish,” she recalls. “And then, in October 2022, I was reappointed by President Ferdinand Marcos.” "ONE OF THE THINGS THAT I LEARNED FROM SERVING MWSS IS TO TAKE RESPONSIBILITY FOR WHAT YOU'RE DOING. AS WE ALWAYS SAYS, A PUBLIC OFFICE IS A PUBLIC TRUST... ANOTHER IS TO CONTRIBUTE TO AND CULTIVATE THE ORGANIZATIONAL EXCELLENCE... [BECAUSE] MWSS IS NOT JUST AN ORDINARY AGENCY." For his part, then-outgoing MWSS Chairman and OIC Administrator Reynaldo Velasco expressed confidence that he was leaving the agency in very capable hands. “Her experience, competence and institutional knowledge eliminates the time required to learn the job especially when there are challenges stacked from several fronts,” he said of Cleofas. “I sincerely appreciate her help as my pro-bono consultant after her retirement, taking on increased responsibility even during the height of the COVID crisis. She is the right individual to get the job done and I am grateful to leave MWSS in such capable hands.” As MWSS administrator, Cleofas, who also holds a degree in Sanitary Engineering from National University and a diploma in Water Supply Management from Carl Duisberg Gesellschaft in Germany, assumed the responsibility of making sure that millions of residents in Metro Manila and surrounding areas are provided with a reliable water supply and efficient sewerage services. Under Cleofas’ leadership, MWSS went through a paradigm shift towards sustainability and resilience. She spearheaded initiatives aimed at modernizing infrastructure, optimizing operational efficiency, and promoting environmental stewardship. She pushed for the adoption of innovative technologies and practices to enhance water resource management, mitigate the effects of water scarcity, and address the challenges posed by climate change. The above, among other achievements, according to the administrator, stem from important lessons she has learned through the years. “One of the things that I learned from serving MWSS is to take responsibility for what you’re doing. As we always says, a public office is a public trust. We are accountable and responsible for what we are doing. And I want to make sure that my journey with MWSS is marked by my passion for the work that I am doing,” she states. “Another is to contribute to and cultivate the organizational excellence within MWSS. MWSS is not just an ordinary agency. It provides service to the people by providing potable water supply and helping ensure a clean environment by way of sewerage and sanitation.” EFFECTIVE LEADERSHIP STYLE Beyond her technical expertise, Cleofas is known for her inclusive leadership style and commitment to stakeholder engagement. “I practice participative management,” Cleofas declares. Indeed, she has been known for giving importance to collaboration with various stakeholders, including government agencies, private sector partners, civil society organizations, and local communities, with the goal of achieving shared objectives and fostering sustainable development. “And, as with other successful agency heads or organization leaders, I also believe in situational management,” she adds, noting that she adapts her leadership style according to changing circumstances. The end goal, however, remains the same: bringing out the best from her people and taking the organization to greater heights. “MWSS employees really know that I’m very strict when it comes to work,” Cleofas reveals. “I’mnot an eight to five leader. Youcan spend four hours, six hours at the office, but what’s important is your output. You have to deliver, to complete the tasks assigned to you.” The administrator’s ability to adjust and to connect with her team, even with the younger generation, have done wonders at MWSS. “The employees of MWSS are from the younger generation,” Cleofas shares. “Most of my contemporaries are already retired. This is a challenge for me as administrator, to have our younger generation of employees to really understand what it means to be a government employee or a public servant. It is a good thing that they listen to me, as I can guide them on how to be efficient public servants.” An integral part of Cleofas’ vision to have human capital that is conscientious of being public servants is the agency’s continuing program on value formation and professional ethics. Through this program, MWSS employees have a clear understanding of what it is to be a government employee, particularly public servants with the needed moral values and proper attitude toward work. TOWARD EMPLOYEE EXCELLENCE AND SATISFACTION “In any organization, you cannot always have 100 percent satisfied human capital,” Cleofas states. “And this is something that we want to address here at MWSS.” “I think one legacy that I want to leave with MWS is organizational excellence. In any organization, especially in a government entity, human capital is very important. We have to change the mindset of the people, make them realize that people who chose to be public servants have to really put their heart into everything that they do. People who have elected to join the government sector have to live up to certain standards of excellence,” she asserts. The real motivation for public servants, Cleofas says, “is not money, because you cannot find money here. You could achieve comfortable living, not only because you have a competitive income, but also because you are confident that you are able to help provide excellent service to the people.” “When I took over MWSS, I totally changed the personality of the office,” Cleofas continues. “I put emphasis on more transparency and greater accountability. Weare accountable to the president,to the people, to deliver on our mission. When our customers open their eyes, have to have clean, safe water.” TESTAMENTS TO EXCELLENC E Cleofas’ leadership has earned her and MWSS accolades and recognition. Just recently, she was named as a “Woman Leader in Water” in the World Water Day Awards organized by Maynilad Water Services, Inc. together with the Department of Environment and Natural Resources and National Water Resources Board. The award recognized more than two dozen water champions, particularly outstanding individuals, institutions, and programs that promote water and environmental sustainability in the country. Specifically, Cleofas was recognized for her role in promoting greater water access and a healthier environment. Environment and Natural Resources Secretary Antonia Yulo-Loyzaga, Finance Undersecretary Catherine Fong, Quezon City Mayor Joy Belmonte, and Manila Mayor Honey Lacuna completed the cast of “inspiring women” in the aforementioned category. The administrator’s strategic leadership and relentless pursuit of excellence have made MWSS stand out as a model of best practices in water governance and management. In 2021, for instance, the Civil Service Commission (CSC) conferred a Bronze Award on MWSS Corporate Office’s (MWSS -CO) Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM). Prior to this, the MWSS had achieved the prescribed level of maturity inits human resources (HR) system since 2013, reaching the first level of assessment (recognition) for excellence in at least one core HR system. After a thorough evaluation of the MWSS four core HR systems, the CSC gave MWSS-CO its first “award” in August 2021. "WITHOUT COLLABORATION, COOPERATION, AND TEAMWORK, THE AGENCY WILL LACK THE STRENGTH AND POWER NECESSARY TO ACCOMPLISH ITS OBJECTIVES." According to Cleofas, “ the award demonstrates that everyone contributed to the implementation and compliance with the various PRIME-HRM indicators. Without collaboration, cooperation, and teamwork, the agency will lack the strength and power necessary to accomplish its objectives, particularly as a recognized agency that has excelled in the four core areas of: (1) Recruitment, Selection, and Placement (2) Performance Management System; (3) Learning and Development; and (4) Rewards and Recognition. The award should inspire and motivate us all to do more and work harder to reach the next level... I encourage everyone to keep our vision for 2028 in mind and in our hearts—to be a dependable and reliable agency, with resilient water source infrastructure and competent personnel working under a strong organizational structure.” IMPROVED SERVICES, SURPASSED GOALS The past year has served as proof of what the MWSS, under a dedicated leader like Cleofas, can achieve. The MWSS-CO 2023 Annual Performance Report summarizes the agency’s2023 performance, thus: “From an operations perspective, the MWSS displayed resilience, commitment, and adaptability in braving the several challenges of re-engineering its raw water conveyance infrastructure, implementing short- to medium- term water augmentation projects, and building up the foundations of its long-term water source projects. This three-pronged approach to security, dubbed as the Water Security Pillars of MWSS, act as the keystone strategy of MWSS in ensuring water availability until the year 2050.” The MWSS went beyond its target of 4,584.40 million liters per day (MLD) water supply capacity, delivering 4,704.38 MLD by the last quarter of 2023. More than 90 percent of this raw water supply came for Angat Dam, with the rest coming from Laguna Lake. With regard to development of new water sources, the MWSS, through its concessionaires, built additional water treatment plants (WTP) near Laguna Lake. These are the Putatan Water Treatment Plant 1, Putatan Water Treatment Plant 2, and Cardona Water Treatment Plant. The 400 MLD that these treatment plants supply daily have helped lessen the reliance on Angat Dam, even as the MWSS tries to address the increasing demand for water. Through its concessionaires, MWSS more than trebled its target increase in the population connected to the sewerage system. It was able to get more than 650,000 residents to accept and use new sanitation, beyond the 200,000 target. Overall, MWSS logged a 57% acceptance rate for sanitation services by the fourth quarter of 2023. This is a positive development in relation to government efforts to enhance participation of the public in the rehabilitation of Manila Bay and its tributaries. STRENGTHENING PARTNERSHIPS Part of Cleofas’ major role is to make sure that Maynilad and Manila Water are able to deliver what is expected of them. “There are key performance indicators and business efficiency measures that they have to meet,” she stresses. “We have celebrated our 25th year of cooperation and partnership. And we feel that we are the most successful water sector partnership in the whole world.” She enumerates good relationship, open communication, and a very clear framework embodied in the concession agreement as the major factors that have led to such successful partnership. “What are you going to deliver? What are the reciprocal benefits or privilege that you will get from MWSS if you deliver on your targets? And of course, we have the Regulatory Office that takes care of the tariff.” “We cannot leave everything to the private sector,” Cleofas underscores. “That’s the reason why the partnership should be intact. And under the franchise given to the two concessionaries, the MWSS was given the authority to extend the concession agreement to coincide with the term of the franchises given to Manila Water and Maynilad. So last December, the Board of Trustees approved an additional 10 years in the partnership with our two concessionaires. So now the agreements will last until 2047.” A main reason for this is to continue protecting the public interest. “We made sure that the different projects and programs being implemented by our two concessionaires will not really have a major impact on the water tariff. The concession agreement is framed in such a way that any capital expenditure and operational expenses are prudently and efficiently incurred and are spread throughout the life of the concession. So with the extension to 2047, the tariff was lower by almost 40 percent.” LOOKING AHEAD As Cleofas continues to ensure quality water supply within the two concession areas and to shape the character of MWSS’ human capital, so does she continue to lead the agency in reaching even more customers. “We are happy that after so many years, the Bulacan Bulk Water Supply, with the concessionary Luzon Clean Water Development Corporation, is operational. And so far, we haven’t received any complaints from the different water districts,” she says of the expanded MWSS service area. “The thing with Bulacan before is that we were getting raw water from the province, but they did not get any potable water in return. Now, however, we are serving the 22 water districts of the province by delivering treated bulk water to them.” The biggest project whose proper implementation and eventual success now rests in Cleofas’ hands is the Kaliwa Dam project, which aims to bolster water security in the greater Metro Manila area. Moreso because of the close scrutiny that numerous groups have subjected to project to, the MWSS has made sure to strictly adhere to principles of collaboration with all stakeholders, environmental sustainability, and community development so that this milestone project will be completed on time. “Kaliwa Dam is a long-term water source that we want to develop as part of efforts to ensure water security and continued excellent water supply service,” Cleofas says. The road toward its completion is expected to continue to be a little bumpy, but the MWSS leadership is confident that as its projected positive impact becomes clearer and is better communicated to the public, things will take a smoother turn. For now, all eyes are on MWSS’ homegrown leader whose visionary leadership continues to leave an indelible mark on the water sector, ensuring equitable access to clean water and sanitation services for generations to come.

Executive National Agencies Government-Owned or Controlled Corporations Local Government Units

< Back Bracing for the Big One Though situated in a disaster-prone zone (600 meters away from the fault line), Barangay San Antonio, Pasig, under the leadership of Chairman Joselito Dela Merced, is more than ready to take on the ‘Big One’ BY KRISTEL DACUMOS-LAGORZA PHOTOGRAPHY BY RENJIE TOLENTINO With thousands of Filipinos in its fold and under its protection, Barangay San Antonio (BSA) positions itself as a small yet powerful unit. It encompasses much of the Ortigas Center Business District, including the Philippine Stock Exchange, University of Asia & the Pacific, Discovery Suites, Astoria Plaza, and various high-rise condominium and office buildings. Thanks to its unique location, smack in the middle of a thriving business district and tight-knit community, BSA has been able to reap success and build for itself a strong foundation. But is it unshakeable? Here is where BSA finds itself in another predicament. Situated just 600 meters from the fault line, is BSA ready to take on the “Big One,” the impending earthquake, which scientists have for years been warning the metro to brace itself for? And Barangay Chairman Joselito P. Dela Merced proudly and confidently says yes! “Since the very beginning, my program has always been focused on disaster preparedness and protection, as well as peace and order. From the ambulances to the drills and our emergency response teams, we are fully equipped. We also regularly host seminars in different condos and residential villages to inform, educate, and train,” says Dela Merced proudly, adding that during these seminars they’ve also given away emergency kits. PROUD TO SERVE Since 1967, the chairman has been serving the local government, first working as a kagawad at 20 years old. “Even then, the committee that I always handled was Peace and Order,” he says proudly. His father was a colonel in the military who later joined the security team responsible for the late Senator Jose Zulueta. De la Merced would follow in his father’s footsteps – not becoming a colonel – but serving the same senator as security detail. He later joined the Criminal Investigation Services group under Zulueta, who became governor of Iloilo. Continuing his line of work under former president, Ferdinand Marcos, Dela Merced was chosen to be part of the elite force of police and military men known as the Metrocom, before continuing to work under Congressman Roquito Ablan in Ilocos Norte. Looking back on his past, Dela Merced says, “From working in those different roles and duties, I’ve learned that kung walang peace and order, walang uusad. Gusto ko talaga tahimik at mapayapa ang barangay.” ROAD TO PEACE In 2007, Dela Merced was elected as barangay chairman and his first order of business was cleaning up his turf. To quell the issue of drugs and criminality, the barangay initiated community drug rehab, offered financial assistance for education to out-of-school youth, and established the Kooperatiba ng Pagpapautang ng San Antonio, Pasig, or KPSAP. “The BSA-KPSAP aims to provide employment opportunities for members of the barangay through micro and small business options. The KPSAP initiative was primarily intended to promote a sustainable environment where people can make a decent source of income that will afford them a higher standard of living,” he explains. As part of the program, the barangay has allotted prime space for entrepreneurs for free to sell their wares. “To date, we have helped over 200 members,” he says, beaming with pride. “By giving them an opportunity to better their lives, many of the members are able to keep themselves and their families out of trouble.” Click here to read full article for free

< Back PERFECT FOR LAPU-LAPU By Godfrey T. Dancel PHOTOGRAPHY BY ANTHONY HEJIE SURALTA Lapu-Lapu City Mayor Ahong Chan is no perfect leader. But he is no ordinary politician either. Discover why he is considered by many as the perfect leader for the city. The number “10” has always been equated with perfection. Incidentally, a local leader in Central Philippines has been given ratings of “perfect 10” by his constituents and admirers from other places alike. Back in 2019, Oponganons—the people of Lapu-Lapu City—saw in Junard “Ahong” Chan the best candidate to lead the city as its local chief executive. That decision proved perfect for the city of about half a million people as Chan buckled down to work and lived up to the various challenges that came his way. “Inheriting a city that was poorly managed was truly a nightmare,” Chan laments. “Garbage, traffic, and flooding were just a few concerns that I faced upon assumption of office. Then COVID-19 and Typhoon Odette came. These two presented perhaps the most challenging times of my administration as first-time mayor.” How well did Chan perform, and how did his constituents perceive his performance? Suffice it to say that the entire Team Ahong received a fresh clear mandate last May. Clearly, Oponganons consider their second-term local chief executive, a good fit to lead them in the next three years. JUNARD CHAN MEANS COMPLETE SERVICE Chan comes well-prepared as he embarks on his second term. His 10-point Agenda as contained in the acronym JUNARD CHAN reflects his style of leadership. “My brand of leadership is inclusive and participative,” he says. “Inclusive in the sense that I always see to it that every Oponganon gets to avail of the services of the government. This can be best exemplified by the Libreng Serbisyo Program that our administration has initiated,” he asserts, referring to the provision of free services by government agencies in order to address the people’s needs. “[Meanwhile, my leadership is] participative in the sense that I involve the community in the execution of our programs and projects which can be gleaned from the various Bayanihan projects we have accomplished,” he adds. What exactly does the acronym stand for, and what does it offer the people of Lapu-Lapu City? 1. Just and Fair Society Well aware of the plight of many Oponganons, Chan has made it his first priority to pursue a just and fair society for his people. He is bent on making discrimination a thing of the past in the city, especially discrimination against members of the lesbian, gay, bisexual, transgender, queer, intersex, and asexual (LGBTQIA) community. He highlighted the need to address the sector’s long-standing calls for the enactment of an LGBTQIA code. The mayor has also asked the Lapu-Lapu City Council to pass their devolution transition plan to pave the way for the devolution of necessary programs from national government agencies. Among the programs to be implemented this year are supplemental feeding and essential services for persons with disability (PWDs), devolved from the Department of Social Welfare and Development; as well as some programs of the Department of Health (DOH). Complete devolution of programs and services by other agencies is expected to be achieved in three years, coinciding with Chan’s three-year term. 2. Unlimited Access to Government Services Chan wants to ensure that his constituents have unlimited and total access to services being offered by the city government. To be given special attention are residents of Olango Island, who have to take a boat ride to the mainland when they have transactions at the city hall. In line with this, the city government will open a city hall extension in Olango. All frontline agencies and offices will set up satellite offices in said city hall extension, so that Olango residents will be able to easily access services and directly communicate with local government officials. 3. No More Brownouts The mayor has pledged to continue lighting up Olango Island through solar energy. Solar lamps are to be installed in posts all over the island to ensure the safety of residents. This is in addition to the solar lamps installed in private homes last year, which cut the people’s dependency on generators, candles, and gas lamps for their lighting needs. 4. Allocation of Funds Chan has clear priorities when it comes to fund allocation. Foremost among these are the expropriation of lots for the Olango cemetery expansion and for the construction of the Technical Education and Skills Development Authority (TESDA) building, and the construction of new roads to address the growing traffic problem in the city. With a number of big–ticket infrastructure projects in the pipeline, the local chief executive also wants to make sure that the funds are used judiciously, so that these will not be put to waste. 5. Repair, Restore, Review Months after Typhoon Odette wreaked havoc on Lapu-Lapu City and neighboring areas, efforts are still ongoing to repair and restore parts of the city. It could be recalled that Typhoon Odette, which hit central Philippines in December 2021, left a path of destruction comparable to that caused by Super Typhoon Yolanda in 2013. Houses, private and public buildings, and other infrastructure were damaged, and people’s livelihood—already strained by the COVID-19 pandemic—was severely affected. Chan has asked the city council to pass a supplemental budget for rehabilitation efforts, even as he recognized the efforts of private groups in giving financial and material help. He has also cited the need to review the city’s tax code and other revenue-related codes with the end in view of improving revenue collection—a must as additional revenue will mean additional funds for long-term rehabilitation efforts. To ensure that Oponganons will continue to receive essential services even during disasters, the city’s top leaders also also looking at requiring business establishments to have standby generators. Additional heavy equipment will also be purchased for use in rescue and clearing operations. 6. Desalination Plant Construction Lapu-Lapu City is one of three areas in Cebu province identified for construction of a desalination plant, meant to solve the city and adjoining areas’ water woes. This is expected to close the demand-and-supply gap for potable water. Barangays Punta Engano and Marigondon as well as Olango Island have been identified as having severe potable water supply problems, and residents will surely benefit from the project once it pushes through. The planned desalination plant will be a first in the country. It will supply 30 million liters of water to Lapu-Lapu daily, thus ensuring that households and business establishments have sufficient supply of water for various purposes. 7. Construction Projects Knowing that a good network of roads is essential in pushing for development, Chan has laid down clear plans for big-ticket infrastructure projects in the city. A bridge linking Barangay Sabang and Barangay Pangan-an in Olango, and an elevated highway bridging the Cebu-Cordova Link Expressway and Mactan-Cebu International Airport are the two main projects under this facet of Chan’s 10-point agenda. Both projects will cut travel time, while the latter will also lessen vehicular traffic in existing roads. Chan considers flooding as one of the city’s “most pressing concerns.” He says “recent downpours have caused flooding in some communities, rendering our roads impassable.” Fully aware of the danger and negative consequences of flooding, Chan “has already instructed our city engineering office to review existing drainage projects and ensure that there are outfalls where floodwater can drain.” In order to be better able to accommodate constituents flocking to the city hall, a new and bigger structure is also being planned. Chan points to his successful Bayanihan Project as an alternative model for infrastructure projects. “The Bayanihan Project is the realization of projects that cannot be funded by government funds but were made possible through our partnership with the private sector. So far, we have concreted several kilometers of road without spending a single cent from the city coffers. The people in the community themselves volunteered as laborers to help realize the project,” he shares 8. Healthcare and Heightened Coastal Patrol With the completion of phase two of the Lapu-Lapu City Hospital (LCH) in 2019, Chan is focusing on the purchase of necessary equipment, reagents, and other supplies. Phase three of the hospital project will cover completion of the third and fourth floors of the hospital. Having secured the commitment of some senators for funding, Chan is confident that this part of the project will soon become reality. Chan looks back at his experience providing healthcare services at the height of the pandemic. “The record would speak for itself,” he states.” I was one of the local chief executives who were visibly active during the pandemic notwithstanding the risk of contracting COVID-19. In fact, I did contract COVID-19 but it did not stop us from performing our duties. We went around the locked down communities to personally deliver food, medicines, infant milk, and other basic commodities to the people. With our initiatives to arrest COVID-19, and with the cooperation of the Oponganons in adhering to health protocols, we were able to reduce our cases.” Meanwhile, additional budget will also be allocated for heightened coastal patrol along Hilutungan Channel to better protect marine life such as dolphins, sea turtles, and whale sharks. In addition, other coastal areas and dive spots damaged by Typhoon Odette will also be rehabilitated. Chan has taken it upon himself to ensure that marine life and other natural wonders are protected. “Just as we benefit from them [through ecotourism], so should we make sure that they are protected,” he stresses. 9. Amending the Investment Code To further fuel economic growth in the city, Chan is pushing for the amendment and updating of their investment code. He has also highlighted the need for the approval of other relevant codes and resource use plans. All these will be critical in attracting local and foreign investors to the city. 10. Necessary Support Even as Chan pushes for economic growth and development, he also never loses sight of the need to ensure the welfare of all sectors in the city. Fisherfolk, the mayor says, would benefit from new or additional opportunities like seaweed farming and raising fish in fish pens. Meanwhile, city government employees would also benefit from the planned salary adjustment. As for the youth and children, Chan has assured that the city government is in constant communication with Department of Education (DepEd) officials to ensure the safety of students who have gone back to face-to-face classes. The 2022 budget also has provision for the construction and repair of gyms and multi-purpose facilities the youth could use for sports and other activities. LAPU-LAPU TEN YEARS FROM NOW The modernization of the city and improvement in the lives of Oponganons are part of Chan’s vision of transforming the city into a modern community where residents enjoy a high standard of living. “It has always been my vision to make Lapu-Lapu City the next Singapore,” Chan stresses. He is looking at a timetable of ten years for this vision to be fully realized. After all, the seeds of development have been planted, and need only to be nurtured to bear fruit. “I intend to build a boardwalk near the First Cebu-Mactan Bridge, akin to that of Singapore,” the mayor says when asked about related infrastructure projects. Said boardwalk will be constructed along the coast of Barangays Pajo and Pusok. Chan’s journey in the field of public service has not been all smooth sailing. “I became a city councilor, then gunned for the mayoralty but lost,” he recalls. “Eventually I became a twoterm barangay captain of Barangay Pajo before getting elected as mayor of Lapu- Lapu City [in 2019]. Then the rest is history.” Chan may not be a perfect leader, but he has proven his being the perfect leader for Lapu-Lapu City under the present circumstances. His entire slate swept the recent elections, proof of the Oponganons’ trust in him and his team. His perfect partnership with Congresswoman Cindi Chan is also expected to make development efforts proceed more smoothly. A major component of this ambitious goal, however, is the 128-hectare Canjulao development project. More than 100 hectares will host an industrial and commercial center, while about 20 percent or 25 hectares of the area has been set aside for socialized housing. The latter component is expected to be completed next year, and will benefit 3000 households presently residing along the city’s shorelines. The housing project is the realization of the provision of a March 2003 presidential proclamation allocating a 25-hectare parcel of land in Barangay Canjulao for urban development and socialized housing. LOOKING BACK Chan had a normal childhood just like any other kid back then. “I grew up playing with other kids in my neighborhood every after school. It was basically school and play. Becoming mayor never crossed my mind back in those days. Not until I got involved as campaign volunteer shortly after graduating from college. That’s when my interest in politics was awakened,” he reveals. Chan’s journey in the field of public service has not been all smooth sailing. “I became a city councilor, then gunned for the mayoralty but lost,” he recalls. “Eventually I became a two-term barangay captain of Barangay Pajo before getting elected as mayor of Lapu-Lapu City [in 2019]. Then the rest is history.” “I would say that winning as mayor in my first term was most memorable to me,” he adds. “I was up against a formidable opponent with a well-oiled machinery. Many considered it a David and Goliath fight. By God’s grace and the support of the Oponganons, we emerged victorious. Perhaps in general, that was the most memorable event in my life.” PERFECT FOCUS Chan may not be a perfect leader, but he has proven his being the perfect leader for Lapu-Lapu City under the present circumstances. His entire slate swept the recent elections, proof of the Oponganons’ trust in him and his team. His perfect partnership with Congresswoman Cindi Chan is also expected to make development efforts proceed more smoothly. With the way his life as a public servant has been in the last few years, Chan this early is being asked about his political plans for the foreseeable future. He would rather not talk about such for now. “Let’s just work for now,” he avers. “We have so much work to do. Thinking about political plans is not among my priorities now. We are gaining momentum with our pandemic recovery efforts. I don’t want to get distracted by discussions about politics. There is always time for that,” he concludes. The number “10” has always been equated with perfection. Incidentally, a local leader in Central Philippines has been given ratings of “perfect 10” by his constituents and admirers from other places alike. Back in 2019, Oponganons—the people of Lapu-Lapu City—saw in Junard “Ahong” Chan the best candidate to lead the city as its local chief executive. That decision proved perfect for the city of about half a million people as Chan buckled down to work and lived up to the various challenges that came his way. “Inheriting a city that was poorly managed was truly a nightmare,” Chan laments. “Garbage, traffic, and flooding were just a few concerns that I faced upon assumption of office. Then COVID-19 and Typhoon Odette came. These two presented perhaps the most challenging times of my administration as first-time mayor.” How well did Chan perform, and how did his constituents perceive his performance? Suffice it to say that the entire Team Ahong received a fresh clear mandate last May. Clearly, Oponganons consider their second-term local chief executive, a good fit to lead them in the next three years. JUNARD CHAN MEANS COMPLETE SERVICE Chan comes well-prepared as he embarks on his second term. His 10-point Agenda as contained in the acronym JUNARD CHAN reflects his style of leadership. “My brand of leadership is inclusive and participative,” he says. “Inclusive in the sense that I always see to it that every Oponganon gets to avail of the services of the government. This can be best exemplified by the Libreng Serbisyo Program that our administration has initiated,” he asserts, referring to the provision of free services by government agencies in order to address the people’s needs. “[Meanwhile, my leadership is] participative in the sense that I involve the community in the execution of our programs and projects which can be gleaned from the various Bayanihan projects we have accomplished,” he adds. What exactly does the acronym stand for, and what does it offer the people of Lapu-Lapu City? 1. Just and Fair Society Well aware of the plight of many Oponganons, Chan has made it his first priority to pursue a just and fair society for his people. He is bent on making discrimination a thing of the past in the city, especially discrimination against members of the lesbian, gay, bisexual, transgender, queer, intersex, and asexual (LGBTQIA) community. He highlighted the need to address the sector’s long-standing calls for the enactment of an LGBTQIA code. The mayor has also asked the Lapu-Lapu City Council to pass their devolution transition plan to pave the way for the devolution of necessary programs from national government agencies. Among the programs to be implemented this year are supplemental feeding and essential services for persons with disability (PWDs), devolved from the Department of Social Welfare and Development; as well as some programs of the Department of Health (DOH). Complete devolution of programs and services by other agencies is expected to be achieved in three years, coinciding with Chan’s three-year term. 2. Unlimited Access to Government Services Chan wants to ensure that his constituents have unlimited and total access to services being offered by the city government. To be given special attention are residents of Olango Island, who have to take a boat ride to the mainland when they have transactions at the city hall. In line with this, the city government will open a city hall extension in Olango. All frontline agencies and offices will set up satellite offices in said city hall extension, so that Olango residents will be able to easily access services and directly communicate with local government officials. 3. No More Brownouts The mayor has pledged to continue lighting up Olango Island through solar energy. Solar lamps are to be installed in posts all over the island to ensure the safety of residents. This is in addition to the solar lamps installed in private homes last year, which cut the people’s dependency on generators, candles, and gas lamps for their lighting needs. 4. Allocation of Funds Chan has clear priorities when it comes to fund allocation. Foremost among these are the expropriation of lots for the Olango cemetery expansion and for the construction of the Technical Education and Skills Development Authority (TESDA) building, and the construction of new roads to address the growing traffic problem in the city. With a number of big–ticket infrastructure projects in the pipeline, the local chief executive also wants to make sure that the funds are used judiciously, so that these will not be put to waste. 5. Repair, Restore, Review Months after Typhoon Odette wreaked havoc on Lapu-Lapu City and neighboring areas, efforts are still ongoing to repair and restore parts of the city. It could be recalled that Typhoon Odette, which hit central Philippines in December 2021, left a path of destruction comparable to that caused by Super Typhoon Yolanda in 2013. Houses, private and public buildings, and other infrastructure were damaged, and people’s livelihood—already strained by the COVID-19 pandemic—was severely affected. Chan has asked the city council to pass a supplemental budget for rehabilitation efforts, even as he recognized the efforts of private groups in giving financial and material help. He has also cited the need to review the city’s tax code and other revenue-related codes with the end in view of improving revenue collection—a must as additional revenue will mean additional funds for long-term rehabilitation efforts. To ensure that Oponganons will continue to receive essential services even during disasters, the city’s top leaders also also looking at requiring business establishments to have standby generators. Additional heavy equipment will also be purchased for use in rescue and clearing operations. 6. Desalination Plant Construction Lapu-Lapu City is one of three areas in Cebu province identified for construction of a desalination plant, meant to solve the city and adjoining areas’ water woes. This is expected to close the demand-and-supply gap for potable water. Barangays Punta Engano and Marigondon as well as Olango Island have been identified as having severe potable water supply problems, and residents will surely benefit from the project once it pushes through. The planned desalination plant will be a first in the country. It will supply 30 million liters of water to Lapu-Lapu daily, thus ensuring that households and business establishments have sufficient supply of water for various purposes. 7. Construction Projects Knowing that a good network of roads is essential in pushing for development, Chan has laid down clear plans for big-ticket infrastructure projects in the city. A bridge linking Barangay Sabang and Barangay Pangan-an in Olango, and an elevated highway bridging the Cebu-Cordova Link Expressway and Mactan-Cebu International Airport are the two main projects under this facet of Chan’s 10-point agenda. Both projects will cut travel time, while the latter will also lessen vehicular traffic in existing roads. Chan considers flooding as one of the city’s “most pressing concerns.” He says “recent downpours have caused flooding in some communities, rendering our roads impassable.” Fully aware of the danger and negative consequences of flooding, Chan “has already instructed our city engineering office to review existing drainage projects and ensure that there are outfalls where floodwater can drain.” In order to be better able to accommodate constituents flocking to the city hall, a new and bigger structure is also being planned. Chan points to his successful Bayanihan Project as an alternative model for infrastructure projects. “The Bayanihan Project is the realization of projects that cannot be funded by government funds but were made possible through our partnership with the private sector. So far, we have concreted several kilometers of road without spending a single cent from the city coffers. The people in the community themselves volunteered as laborers to help realize the project,” he shares 8. Healthcare and Heightened Coastal Patrol With the completion of phase two of the Lapu-Lapu City Hospital (LCH) in 2019, Chan is focusing on the purchase of necessary equipment, reagents, and other supplies. Phase three of the hospital project will cover completion of the third and fourth floors of the hospital. Having secured the commitment of some senators for funding, Chan is confident that this part of the project will soon become reality. Chan looks back at his experience providing healthcare services at the height of the pandemic. “The record would speak for itself,” he states.” I was one of the local chief executives who were visibly active during the pandemic notwithstanding the risk of contracting COVID-19. In fact, I did contract COVID-19 but it did not stop us from performing our duties. We went around the locked down communities to personally deliver food, medicines, infant milk, and other basic commodities to the people. With our initiatives to arrest COVID-19, and with the cooperation of the Oponganons in adhering to health protocols, we were able to reduce our cases.” Meanwhile, additional budget will also be allocated for heightened coastal patrol along Hilutungan Channel to better protect marine life such as dolphins, sea turtles, and whale sharks. In addition, other coastal areas and dive spots damaged by Typhoon Odette will also be rehabilitated. Chan has taken it upon himself to ensure that marine life and other natural wonders are protected. “Just as we benefit from them [through ecotourism], so should we make sure that they are protected,” he stresses. 9. Amending the Investment Code To further fuel economic growth in the city, Chan is pushing for the amendment and updating of their investment code. He has also highlighted the need for the approval of other relevant codes and resource use plans. All these will be critical in attracting local and foreign investors to the city. 10. Necessary Support Even as Chan pushes for economic growth and development, he also never loses sight of the need to ensure the welfare of all sectors in the city. Fisherfolk, the mayor says, would benefit from new or additional opportunities like seaweed farming and raising fish in fish pens. Meanwhile, city government employees would also benefit from the planned salary adjustment. As for the youth and children, Chan has assured that the city government is in constant communication with Department of Education (DepEd) officials to ensure the safety of students who have gone back to face-to-face classes. The 2022 budget also has provision for the construction and repair of gyms and multi-purpose facilities the youth could use for sports and other activities. LAPU-LAPU TEN YEARS FROM NOW The modernization of the city and improvement in the lives of Oponganons are part of Chan’s vision of transforming the city into a modern community where residents enjoy a high standard of living. “It has always been my vision to make Lapu-Lapu City the next Singapore,” Chan stresses. He is looking at a timetable of ten years for this vision to be fully realized. After all, the seeds of development have been planted, and need only to be nurtured to bear fruit. “I intend to build a boardwalk near the First Cebu-Mactan Bridge, akin to that of Singapore,” the mayor says when asked about related infrastructure projects. Said boardwalk will be constructed along the coast of Barangays Pajo and Pusok. Chan’s journey in the field of public service has not been all smooth sailing. “I became a city councilor, then gunned for the mayoralty but lost,” he recalls. “Eventually I became a twoterm barangay captain of Barangay Pajo before getting elected as mayor of Lapu- Lapu City [in 2019]. Then the rest is history.” Chan may not be a perfect leader, but he has proven his being the perfect leader for Lapu-Lapu City under the present circumstances. His entire slate swept the recent elections, proof of the Oponganons’ trust in him and his team. His perfect partnership with Congresswoman Cindi Chan is also expected to make development efforts proceed more smoothly. A major component of this ambitious goal, however, is the 128-hectare Canjulao development project. More than 100 hectares will host an industrial and commercial center, while about 20 percent or 25 hectares of the area has been set aside for socialized housing. The latter component is expected to be completed next year, and will benefit 3000 households presently residing along the city’s shorelines. The housing project is the realization of the provision of a March 2003 presidential proclamation allocating a 25-hectare parcel of land in Barangay Canjulao for urban development and socialized housing. LOOKING BACK Chan had a normal childhood just like any other kid back then. “I grew up playing with other kids in my neighborhood every after school. It was basically school and play. Becoming mayor never crossed my mind back in those days. Not until I got involved as campaign volunteer shortly after graduating from college. That’s when my interest in politics was awakened,” he reveals. Chan’s journey in the field of public service has not been all smooth sailing. “I became a city councilor, then gunned for the mayoralty but lost,” he recalls. “Eventually I became a two-term barangay captain of Barangay Pajo before getting elected as mayor of Lapu-Lapu City [in 2019]. Then the rest is history.” “I would say that winning as mayor in my first term was most memorable to me,” he adds. “I was up against a formidable opponent with a well-oiled machinery. Many considered it a David and Goliath fight. By God’s grace and the support of the Oponganons, we emerged victorious. Perhaps in general, that was the most memorable event in my life.” PERFECT FOCUS Chan may not be a perfect leader, but he has proven his being the perfect leader for Lapu-Lapu City under the present circumstances. His entire slate swept the recent elections, proof of the Oponganons’ trust in him and his team. His perfect partnership with Congresswoman Cindi Chan is also expected to make development efforts proceed more smoothly. With the way his life as a public servant has been in the last few years, Chan this early is being asked about his political plans for the foreseeable future. He would rather not talk about such for now. “Let’s just work for now,” he avers. “We have so much work to do. Thinking about political plans is not among my priorities now. We are gaining momentum with our pandemic recovery efforts. I don’t want to get distracted by discussions about politics. There is always time for that,” he concludes. Buy magazine here

Man on a Mission Senator Sherwin “WIN” Gatchalian Man on a Mission “I REALLY BELIEVE THAT IF YOU KEEP ON COMPLAINING, NOTHING WILL HAPPEN. YOU JUST HAVE TO DO YOUR SHARE, DO WHATEVER YOU CAN TO SOLVE THE PROBLEMS.” ALWAYS PART OF THE SOLUTION BY GODFREY T. DANCEL PHOTOGRAPHY BY JAR CONCENGCO T he LEAGUE team arrives at the Senate building on a cloudy midmorning in October. The place is uncharacteristically quiet. Conspicuously absent are senators and their staff hustling from their offices to the session hall, officials from the executive branch attending hearings, foreign dignitaries paying courtesy visits, reporters trying to get a scoop, and ordinary Filipinos seeking an audience with particular senators. In a conference room at the second floor, however, a bicameral conference committee meeting is going on. It’s a hybrid meeting, with most participants—congressmen and senators, supported by their staff— participating online from their homes. Such has been the practice since COVID-19 radically changed the way we live, including the way Congress works. One senator, however, is physically present: Senator Sherwin “Win” Gatchalian, chairperson of the Senate Committee on Energy. Swiftly ironed out during the meeting were some inconsistencies in the House and Senate versions of the Microgrid Systems Act, the Upper Chamber version of which was primarily authored by Senator Win himself. The act is expected to fill the legal and policy gaps that have hampered the government’s total electrification program. “He’s the only senator who still physically reports to the Senate to hold hearings and meetings [despite Metro Manila being placed under Alert Level 4],” one of Senator Win’s staff members says. “He wants to have instant access to information during hearings.” Ever mindful of the value of time, the senator wants to be able to look at documents and confirm matters with the secretariat whenever the need arises—something he could not do if he were working from home. Clearly, it’s a win-win situation: all stakeholders remain safe from COVID-19 (strict health protocols are also being implemented at the Senate building), and legislative work goes on as it should. SUBSCRIBE TO READ FULL ARTICLE.. BACK BUY MAGAZINE NOW FINAL SALE GET 30% OFF EVERYTHING. CONTACT US We are always looking for new and exciting opportunities. Let's connect. info@league.ph 0915 239 8547

BACK MAYOR ALELI CONCEPCION Mayor Concepcion leads her people to a peaceful Balaoan and reveals how she became the paradox of her so-called “liabilities.” Novie Rose O. Nunez Photography by Daniel Soriano People say leaders are made, not born. But Balaoan, La Union Mayor Aleli Concepcion attests that she is neither. Despite being the eldest child of former Balaoan Mayor Al-Fred Concepcion, Mayor Concepcion believes leadership is simply in her nature. “I don’t think I was born to be a leader, a mayor. I’m just naturally caring and diligent, and I take initiative,” Concepcion explains. LEADERSHIP BEYOND AGE Concepcion entered politics at age 16, when she ran and won as Sangguniang Kabataan (SK) Chairman of Barangay Dr. Camilo Osias Poblacion in her hometown. As she was still studying at the University of the Philippines (UP) in Diliman, Quezon City, at that time, her priorities were divided between her studies and serving the people. However, despite the difficulties of balancing politics and academics, Concepcion continued to serve her townmates. She went on to become the SK Municipal Federation vice president (by virtue of which she became an ex-officio member of the Sangguniang Bayan) and eventually, Punong Barangay. Before Concepcion decided to go back to her hometown to run for barangay captain, she worked as a lawyer. Though her father and grandfather were both lawyers, she admits that she didn’t become a lawyer because of them. One piece of advice from her elementary teacher made her rethink her choices, which led her to enter law school. She recalls, “When you’re a woman, it’s more appealing to have a title before your name, and not plain Miss or Mrs.” Concepcion worked in law firms for over two years. Eventually, she made the hard decision to leave the city. While it made her happy, her father also convinced her to practice law in Balaoan instead and, at the same time, run for barangay chairperson. “When I was working in a [law] firm, my dad convinced me to resign and run as barangay chairperson. I resigned and continued my practice here in La Union.” Throughout her many years of living and serving in Balaoan, Concepcion has seen the changes in the local political landscape and is proud of how her family’s leadership restored harmony. She explains, “When I was a kid, Balaoan had a reputation for being a chaotic municipality— brutalities and killings were commonplace. But my late father restored peace in Balaoan until the ambush happened to us.”

BACK KAP. RAYMOND LISING Edwin P. Galvez Photography by Romeo Peralta Jr. Inclusive, innovative, and compassionate leadership takes root in Brgy. San Antonio under Kap. Raymond Lising “What’s in it for the poor?” This is a question that proponents of privately initiated projects would expect to hear from 40-year-old Thomas Raymond U. Lising, the hardworking and dedicated punong barangay of San Antonio in Pasig City. Barangay San Antonio is the richest, most progressive, and self-sufficient barangay out of the 30 barangays within the bustling, highly urbanized city east of Manila. While discussing the details of the projects, Kap. Raymond, as he is fondly called, would appear more interested in how these would benefit the poor among his community’s 10,465 households. The first-term barangay chairman may have come from a well-off family, which has business interests in textile and real estate, but his heart beats for the poor. “May puso siya para sa mahihirap (He has a heart for the poor),” says a project advocate who has worked closely with the local chief. This was most evident during the recent Luzon-wide lockdown due to the COVID-19 pandemic. “Without a playbook to follow in dealing with the challenges brought by the pandemic, the mettle of the neophyte barangay official has been put to test,” attests Vita C. Martinez, Pasig City director of the Department of Interior and Local Government (DILG). Martinez said, “Lising faced these challenges as if he were a veteran,” displaying courage, level-headed determination, resourcefulness, and innovativeness that brought about “responsive services” for his constituents. ASSISTING COMMUNITIES DURING COVID-19 To address the unique challenges of the pandemic, Barangay San Antonio— known for its emergency response capabilities during natural calamities— activated its own pandemic emergency response, ensuring the sufficiency of its calamity fund. Based on Kap. Lising’s report during the virtual Barangay Assembly held on October 22, 2020, Barangay San Antonio’s relief program gave out 20,000 rice and food packs over several distribution waves. These consisted of 16,000 three-kilo rice packs for residents, 3,000 food and rice packs for senior citizens, and 904 food and rice packs for persons with disabilities. For healthcare essentials, the barangay dispensed 2,000 gallons of alcohol, 3,000 face masks, 1,500 face shields, and 86,400 capsules of Vitamin C. The barangay assisted residents who tested positive for COVID-19 through aid and vitamins and intensified the testing of its frontline employees and citizens. The DILG recognized Kap. Lising’s “remarkable initiatives” to mitigate the threat of COVID-19, which included having barangay rolling stores move around the community thrice a week to bring food and basic commodities to residents during the lockdown. The barangay also partnered with major food service establishments to provide a wide variety of food choices. They also set up a fresh mobile market at the barangay hall. Kap. Lising closed some streets to pedestrian and vehicular traffic to discourage unnecessary movements (these are still closed as of present time), while disinfection continues in both public and private areas. “We are the only barangay to subsidize the disinfection of places, including the free disinfection of offices upon request,” says Kap. Lising. All these are actually on top of the programmed social services that the barangay provides to its constituents under the three principles that the barangay adheres to in delivering good governance. Kap. Lising laid out these three as inclusivity, compassion, and digital innovation. “Gusto naming maiangat ang antas ng paglilingkod sa aming barangay (We would like to raise the level of service of our barangay) through these three key principles,” he says. “Without a playbook to follow in dealing with the challenges brought by the pandemic, the mettle of the neophyte barangay official has been put to test.” Vita C. Martinez, Pasig City director of the Department of Interior and Local Government (DILG) “I don’t think our pandemic response would have been as effective if not for the relations we have built over the last two years.” BAYANIHAN, PARTICIPATION, AND PROMOTING ADVOCACIES Unlike most barangays in the city, Brgy. San Antonio cannot be considered a small residential village, according to Kap. Lising. He says the barangay is home to a diverse population, especially with the sprawling presence of a robust commercial business district, the approximately 100-hectare Ortigas Center, within its perimeters. Consider these: The barangay now has 25,000 individual residents who come from different income classes, including those in poor communities, while thousands of employees work during the day for its 11,000 registered businesses. It is not surprising then that the barangay has also become the richest in Pasig over the years. In the same Barangay Assembly, Kap. Lising reported that the barangay has so far collected real property tax income of almost P70 million and clearance fees amounting to a little over P16 million. From its realized income of close to P97 million at the moment, the barangay posts a bank balance of close to P25 million, a large enough sum to sustain its programs for the rest of the year. Reaching out to its constituents though has become one of the biggest challenges of the barangay with its ballooning population. However, with “very effective relation-building” and by promoting accessibility and enhancing connectivity, Kap. Lising believes that the barangay is now able to reach a majority of its constituents. “Nararamdaman na po ang ating barangay dahil sa mga activities o initiatives para mas mapalapit kami sa aming mga constituents. (The barangay’s presence is now being felt by our constituents through activities and initiatives that allow them to become closer to us),” he says. While Kap. Lising has served for only two years as a barangay captain (he was elected in 2018), he had served as their councilor for three consecutive terms. He is, thus, drawing from a decade of experience as a former councilor, who was first elected at the young age of 27. Even during his neophyte years, he was already a leader worth watching as he garnered the highest number of votes in the 2007 elections. Going back to the barangay’s current initiatives, he says, “I don’t think our pandemic response would have been as effective if not for the relations we have built over the last two years.” What makes managing the barangay more challenging these days, however, says Kap. Lising, is that they do not only cover the residential areas, but also the 130 buildings located in Ortigas Center. “After reaching out to the building managers, who have their own associations, I found out that they also need assistance from the barangay,” he says. Kap. Lising is also keen on pursuing relation-building with the barangay’s business communities, leaders, and associations. “It really requires a lot of patience to build relations so we can promote inclusivity also,” he says. The spirit of bayanihan or “tulungtulong o sama-sama (working together),” has eased his burdens. “Dahil buhay na buhay ang bayanihan spirit, dumami ang ating mga collaborations at donors na tumutulong sa ating komunidad, especially during the pandemic (With the burning bayanihan spirit, we have been able to establish more collaborations and donors to help the community, especially during the pandemic),” Kap says. He attributes this to the “good relations with our private entities,” which helped them reach out to their constituents more effectively. “We have received overwhelming support for the barangay through donations and projects, some of which were initiated by our residents themselves,” he says, adding that there is a prevailing “sense of ownership among residents” when they propose their own advocacies and are able to participate. “Because of this, our relationship becomes more harmonious.” Among the projects initiated by residents include urban gardening, mushroom culturing, and last October, the “Basura to Ayuda (Waste to Aid),” a waste management program wherein the barangay gives three kilos of rice for every 500 grams of plastic waste (bottles, containers, sando bags, etc.). The 250 kilos of plastic waste received (which was traded for 700 kilos of rice) would be recycled into trophies and school supplies, among other uses. Kap. Lising plans to continue promoting and encouraging collaborations not just with non-government organizations (Junior Chamber International or JCI, rotary clubs, etc.), but also with the business sector, the academe, and residents who have advocacies. “This will lead to more programs,” he says. COMPASSION FOR THE POOR, DISADVANTAGED SECTORS Beyond its effective pandemic response, the barangay’s stable financial standing has also allowed it to conduct social services and programs that assist the poor, students, the elderly, and other disadvantaged sectors. This is part of the barangay’s efforts to extend malasakit (compassion) for its constituents. In education, the barangays college scholarship program now benefits 87 scholars, which grew from a mere 17 in the previous administration. Each scholar receives a monthly stipend of P1,500. This is on top of the barangay’s shouldering the first P25,000 of their tuition fees per semester. The barangay has also distributed school supplies to all students, from nursery up to college, while it purchased six laptops and set them up in the barangay library for the use of students with no connectivity. “We also give extra attention to our senior citizens,” says Kap. Raymond. This translates to a yearly birthday gift of a small cake, an oatmeal pack, biscuits, and a midyear cash gift of P1,000 (now on its second year) for the barangay’s 770 senior citizens. Last August, the barangay gave each of its 16 centenarians (or those who are already 90 years old and above) a one-time cash gift of P5,000. The barangay also gives out a monthly allowance of P1,000 to 12 indigent senior citizens picked by their senior citizens association. Proudly, this year, the barangay has extended 185 financial assistance, 127 medical assistance, and 85 burial and funeral assistance to its needy constituents. Brgy. San Antonio has also become known for its programs under its “Service with a SMILE” banner, though Kap. Lising admits he does not recall how that phrase, which has become their trademark, came about. “I remember one resident saying kahit na ang dami mong problema, nakangiti ka pa rin, so dun na lang sya nag-spin (I remember one resident saying that even if I have many problems in the barangay, I can still smile, so that is how it spun),” he says. But the SMILE also refers to the various barangay projects and initiatives. These include Security, sining at turismo; Medical Services, mag-anak, kabataan, at kababaihan; Infrastructure; Livelihood; and Education, environment, and emergency response. DIGITAL INNOVATIONS FOR A ‘SMART BARANGAY’ Digitalization is one of the priorities of Brgy. San Antonio as this is part of the Kap’s plans to turn his community into a “smart barangay.” He plans to harness digital tools to further reach out to his constituents and to “make the services of the barangay more efficient and effective.” These include cashless transactions in its business dealings, starting with the cashless disbursement of allowances for its college scholars and later on, for the barangay fees and payments. In January 2020, the barangay launched its database solution software for business establishments. It plans to have a similar solution for its residents so it can have a database powered by Artificial Intelligence. “Now we can monitor the business establishments and keep track of their payment history.” The barangay has also provided free connectivity to the poorest areas within the community, while the barangay hall is already a WiFi hotspot. “If only we did not have a pandemic, more areas could have been hotspots already,” he says. The barangay is also improving its social media platforms, making them “more proactive and enjoyable.” Soon, the barangay will also have its own website. “We are one of the few barangays with a Weekly Kapitan’s Report and COVID-19 updates so the community knows what is happening,” he says. The DILG also commended the barangay for using information technology to maintain peace and order and enforce pandemic restrictions. “The barangay’s 24-hour command center was upgraded with the help of Project Greengrass,” says Martinez. “Under the said initiative, artificial intelligence-powered CCTVs were installed around the barangay to efficiently monitor the movement of people and vehicles, thus enhancing the enforcement of curfew and physical distancing.” This smart CCTV system, with its artificial intelligence and now fiberoptic connection, allows clearer and more efficient visuals. The barangay will also launch its ID system and support cashless transactions on the road through partnerships with Autosweep and Easytrip for RFID stickers. HEALTH AND SAFETY REMAIN PRIMARY CONCERNS Today, Brgy. San Antonio still considers health and safety a priority, strictly observing the protocols during its three-day work week, particularly the department of the barangay that releases business and personal clearances and conducts other transactions. However, the captain’s office, the health center, and the command center are all open Monday to Friday. “I’m usually at my office by 10am every day, but before I go here, I roam around the barangay to check its present situation,” he says. With the barangay elections postponed to December 5, 2022, Kap. Lising’s term, like the other barangay officials, will stretch close to five years. By that time, he would have served Brgy. San Antonio for 15 years and 2 months. “Sa aking paglilingkod, lagi kong tinatanim sa isip ko ang pagiging mapagpakumbaba, mapagpasensya, at maging magandang halimbawa. (In my service, I always bear in mind to remain humble, patient, and to set a good example),” he says. “Kung lagi kong magagawa ito, mas mabibigyang-halaga ang aking leadership. (If I can do these, people will appreciate more my leadership.)” And when it comes to his constituents who fear an uncertain future with COVID-19 still affecting thousands, he says, “Magpakatatag lang tayo (Let us remain firm). This is a time na palakasin din natin ang ating pananampalataya (to strengthen our faith). Eventually makakaraos din tayo (we will get over this). We are very transparent and we are trying to be the most accountable barangay. We aim to show all that we are working and doing our best to deliver service with a smile.”

719abbad-82ed-4871-8d80-b24976da06d5 < BACK PASAY CITY COUNCILOR JOEY CALIXTO ISIDRO Pasay City Councilor Joey Calixto Isidro: ‘Konsi Joey’ brings his brand of corporate leadership to the local community. BY MAAN D’ASIS PAMARAN Prior to his stint in public service, Pasay City 2nd District Councilor Joey Calixto Isidro was an advertising agency executive as the Freelance Events Director and Clients Servicing Group Head for Ideashop Manila. When he was elected as district councilor in 2016, he brought his 12 years of agency experience to his new office. “Before I started, I wanted to privatize the public office. I don’t want people coming into the office wearing slippers. I don’t want their work stations cluttered. I also wanted to professionalize the service. My staff can't come in late, because I don’t come in late,” he shares. His office is also aesthetically pleasing, with a theme of brown and gold, to encourage professional behavior. To help keep things running smoothly, he also keeps a larger staff than most. “Other offices have seven people. I have 17 [employees]. I don’t want our services hampered by lack of manpower. I want to have more pairs of hands available to offer our services to the people, and these are people who are also ready to help out in other offices in Pasay if needed, such as the Office of the Mayor or the office of other councilors, such as my cousin Mark [Calixto] who is in District 1.” Isidro shares that he employs strategies in his projects, another holdover from his prior corporate job. “I’m lucky that some of my former staff went with me into this office, so it was easier to build the culture. We share best practices that I have adapted into public service. We have a database, we do things like post evaluation of projects in order to give better service. We have also departmentalized our work. I have assigned liaison officers who are trained to handle problems, concerns and needs.” In keeping with his modernized practices, his office is inclusive as well. “We have staff who are persons with disabilities (PWD) and members of the LGBTQ community. I want to give them all equal opportunities and I know that they are happy. They feel like they have found their self-worth in service to others. I always hear about staff resignations from other offices, and I jokingly ask my staff, ‘When are you going to resign?’” he laughs. His secret, he says, is that even if their salaries are not high, he makes sure that his staff is taken care of, especially with food at the office. Proactive Leadership His team has enabled him to accomplish his vision for his district, with ordinances and projects that focus on his personal advocacies on education, health, tourism, and welfare of the youth, elderly and PWDs. During his first term, he had a 100 percent attended record and is one of the councilors with the most number of sponsored pieces of legislation in the City Council. These include the creation of the Pasay Historical and Heritage Commission and the Persons with Disabilities (PWD) Affairs Office; and the enactment of the Pasay City Investment and Incentive Code, among others. Under his chairmanship of the Committee on Education, the City University of Pasay (CUP) was recognized as a higher education institution by the Commission on Higher Education (CHED) in August 2020. He also supervised the course compliance of the programs offered in CUP. In October 2020, the Certificate of Program Compliance for five out of six courses offered was granted by the same commission. The university’s college students now enjoy 100 percent free tuition fee, as the institution is qualified for such under the Unified Student Financial Assistance System for Tertiary Education (UNIFAST). As Chairman of the Committee on Health and Sanitation, he has activated the Kambal Konsehal program of the Department of the Interior and Local Government (DILG) which also paved the way for the early preparation of the whole city in fighting the pandemic by having constant communication with the barangays. His office assisted in the relief operations and community feeding efforts of the local government and during the vaccination phase, he placed a system for the process flow. He’s also helped to improve the facilities at the Pasay General Hospital. “Before I came in, they called it ‘Patay General Hospital’. I was able to provide the hospital with more beds so the mothers don’t have to sleep two or three in a bed at the maternity ward. We also cleaned up the emergency room, and opened more floors that were formerly used as a bodega. Now it looks like a hotel,” he says. In terms of Livelihood, being Chairman of this Council’s Committee, he is also instrumental in the creation of the citywide E-market platform for the Pasayeños and is at the forefront of various livelihood training programs of the local government in coordination with Technical Education and Skills Development Authority (TESDA). He now endeavors their involvement in the One Town, One Product (OTOP) initiative of the Department of Trade and Industry (DTI) for the city government of Pasay to provide more livelihood for the Pasayeños to sustain their basic needs. Faith and Service Isidro held the virtual interview from his home office, surrounded by statues of the Sto. Niño and the Virgin Mary. He says that faith is an integral part of his life and his public service. “My mom is a devotee, and I am active in our church group. Even if I am busy with my public service, I always make time to serve at church. I see this as a blessing and a commitment.” He feels that he was called to service by a higher power. “They needed another party member in the 2016 elections and I was asked to run. So I filed in October, but I told them that I still had obligations to fulfill at my work so I could only start campaigning in January. Unlike the others running for office, they had been preparing for this for years and I had not even started.” As a Black Nazarene devotee, he was at the Quiapo Traslacion in 2016. “I remember asking if this was really meant for me. Lo and behold, the path in front of me cleared up and I had easy access to the rope with which to pull the Nazareno. I took that as a sign and said if it is His will, I will win and I will serve. True enough, even with no preparations, I came in fourth in the election. So this is my mission and I call it servant leadership.” Team Spirit Isidro is no stranger to public service. He has had considerable experience fulfilling his civic duty as a Sangguniang Kabataan (SK) Chairman of Barangay 21 at the age of 17 and as SK Federation Secretary in Pasay City from 1996 to 2002. From a young age, he has been aware of what it entails to be a public official also because his family is engaged in politics. His grandfather, Eduardo “Duay” Calixto, served as Officer-in-Charge (OIC) Mayor of Pasay City in 1986. In the 90s his uncle, Antonino “Tony” Calixto and his aunt, Imelda “Emi” Calixto-Rubiano ran for councilor in the 1st District and 2nd District of Pasay City, respectively. Tony Calixto eventually served three terms as Pasay City vice mayor and mayor and now the lone representative of Pasay City. Meanwhile, Emi Calixto-Rubiano is currently serving as mayor of the city after serving three terms as congresswoman of the Lone District of Pasay. His cousin Mark is currently councilor at Pasay’s 1st District. Collectively, they are called Team Calixto. “When people ask me, I say, ‘Oo, political dynasty kami and I’m proud of it,’” he admits. “But I think that it depends on the dynasty. We have been around [a long time] because of the kind of service that we give to people— honesty, commitment, tapat na paglilingkod (genuine service). It's what we call Serbisyong Ayos. I think it helps that there is a synergy among us in Team Calixto because we are aligned in our vision for Pasay, and we are continuing and improving the projects that have been started before. I always say that people have the right to suffrage and they can vote us out if they want to. We are here and as one mall puts it, we are ‘happy to serve.’” With his upcoming reelection run, he shares his vision for Pasay City. “I attended seminars on Sustainable Development Goals (SDGs) as set by the United Nations (UN). I believe we can take what is applicable for Pasay and localize that. I envision Pasay City to be more stable, with no poverty and everybody having food on the table. In Pasay, through education, I want to eliminate the mindset of ‘pwede na yan’ as we all strive to be productive members of society.”

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