< Back Leading with Meaning and Purpose BY MARIANNE JANE S. ZARA CANTIMBUHAN, HAVING SERVED CAVITE FOR THIRTY YEARS, ADVISES NEOPHYTE POLITICIANS THAT THEIR HEARTS MUST BE IN PUBLIC SERVICE, SAYING THAT IT TAKES DEDICATION TO ATTEND TO THE NEEDS OF THE PUBLIC AS IT IS A 24/7 JOB. For Cavite 3rd District Provincial Board Member Arnel “Ony” Cantimbuhan, it is paramount to be focused on responding to the needs of his constituents and ensuring that help is provided to them, no matter what time of day. Toward this, ON sa Serbisyo (ON for Service) remains as his guiding principle in serving not only those from his district but from all over Cavite. “ ON sa serbisyo, para kasing ‘on’, lagi kang nandiyan. Anytime na kailangan ka nila, nandyan ka (ON for service, it’s like youare always ‘on’ or ready to serve. Anytime that your help is needed, you are there),” Cantimbunan elaborates on his tagline. If someone comes to you, you need to extend help, no matter how little you can give–that person must come out of your office smiling and happy. Committed to helping his people, it has been part of Cantimbuhan’s routine to listen and attend to the different needs of his constituents anywhere and at any time of the day. His house has even become an extension of his office as he gladly welcomes people who are in need of help. Part of his routine for 30 years, he says that it reflects his having started his career in public service at the grassroots level. “I’m used to being around people. Because people are close to me, they are not ashamed to come see me. They know that I understand their needs,” he shares. Having worked his way up in public service, Cantimbuhan knows how to stay grounded and remain in touch with his constituents. During his time as vice mayor, he made it a point to keep his home’s doors open to the public, and dedicated Mondays to listening to the needs of the people and trying to help them immediately, if possible. “Every Monday was People’s Day. My office was packed,” he says. He also recalls pre-pandemic times where “Every Wednesday, a joggers’ group I belong to, composed of Imuseño leaders including barangay chairpersons, would gather at my house. We would tell stories and discuss plans for the city.” A SEASONED MENTOR Cantimbuhan started serving the public as a barangay kagawad (councilman) in 1994 and climbed up the political ladder. He then became Cavite ' s youngest barangay chairperson in 1997. After this, he had the opportunity to serve the City of Imus as a three-term city councilor and then two-term vice mayor, and is now a provincial board member for the 3rd District of Cavite. His career in public service may not have taken the usual route, but his journey from being barangay leader to senior provincial official has given him the proper perspective with regard to governance. With 30 years of service, he is one to mentor newcomers to politics and those who aspire to be in public service. When asked about his advice to new politicians, he says: “ Palagi kong sinasabi sa mga gustong pumasok sa politika na talagang kailangan nasa puso nila ang pagseserbisyo . (I always tell those who want to enter politics that public service must be in their heart.) You need to have the passion in your heart. Just like business, you cannot put up a business that is not your passion.” Drawing from his vast experience, Cantimbuhan stresses the importance of dedication in public service as he mentors neophyte politicians. “In public service, you are not bound by time. You are open 24/7. You need to dedicate yourself to serving,” he says. Cantimbuhan also tells the newcomers and aspiring politicians not to expect anything in return for the service they extend to the people. However, he underscores that once they have attended to the needs of the public, the appreciation and gratitude of the people will make their hearts full. Truly driven by his passion for public service, he also advises neophytes that they cannot please everyone and they may hear negative things said about them. “Just focus on giving the service that the people deserve. Continue doing what’s right and for the good of the people,” he stresses. CANTIMBUHAN, HAVING BEEN A PUBLIC SERVANT FOR 30 YEARS, ADVISES NEOPHYTE POLITICIANS THAT THEIR HEARTS MUST BE IN PUBLIC SERVICE. IT TAKES DEDICATION TO ATTEND TO THE NEEDS OF THE PUBLIC AS IT IS A 24/7 JOB. LEADERSHIP AMIDST THE COVID-19 PANDEMIC To lead during times of crisis tests the brand of leadership of every leader. As for Cantimbuhan, the COVID-19 pandemic did not impede sustaining his constituents’ needs in times of uncertainty. He led with meaning and purpose and continued to serve as if it were business as usual. “During the pandemic, most politicians got scared to go out of their homes or offices. That wasn’t the case with me.I persisted and went out everyday to know the needs of the people,” Cantimbuhan recalls. To facilitate travel from one part of the city to another as well as maintain social distancing, the board member and his team went from one community to another aboard motorcycles. “I saw that children were in need of milk. I also received messages asking for milk so I ordered a whole truckload of milk from Alaska and distributed such to those in need,” Cantimbuhan shares. With little to no time for preparation, his adaptive responses to the direct consequences of the pandemic built and sustained the trust of the general public. His management of the situation and quick adaptive response to the needs of the children showed his ability to take decisive action. The milk distribution project did not come as smooth sailing. When confronted with the challenge of a temporary stoppage by the Department of the Interior and Local Government (DILG) because of the ban on infant formula milk donations, Cantimbuhan got ahold of the situation and explained to the city’s local health center and DILG the immediate need for milk of the children in his district. His initiative was eventually given the go signal. To quicken up the pace of distribution, Cantimbuhan called on the Sangguniang Kabataan officials of different barangays to distribute relief goods. Not only did they distribute milk to the children, but a complete set of ayuda (relief goods) for every household. “ Syempre kompleto naman kami sa ayuda. Talagang noon hindi kami nagpabaya . (Of course, we gave complete aid. We really did not neglect [the city] during those times.) We gave away 150,000 relief packs to 150 households every week. Sometimes, every household was given chicken. The next day, everyone was given hotdogs. As for me, I concentrated on giving away powdered milk for the children,” he reveals. FOCUS ON ALLEVIATING TRAFFIC CONGESTION As chairperson of the provincial board’s Public Works Committee, Cantimbuhan prioritizes road building and road repair projects in the 3rd District of Cavite. As they battle traffic decongestion in the district, he highlights that at the moment there are numerous roads being built in the whole of Cavite, and road widening is being done in his district. He points to the soon-to-be-completed Cavite-Laguna Expressway (CALAX) and the Cavite-Batangas Expressway (CBEx), which is currently under construction, as major projects that will result in the interconnectedness of roads in the province and nearby provinces. At the rate the projects are going, he envisions a much better traffic condition in three to five years. The provincial board member also highlights the high traffic of bicycle riders, especially on Sundays, in the district. In order to avoid further traffic congestion and to ensure the safety of these Sunday bikers, Cantimbuhan is set to file an ordinance designating bicycle lanes in the district. Elaborating on the importance of the proposed measure, he says, “I will file an ordinance designating bike lanes becauseI see a lot of bikers here on Sundays. It seems that all Manila- based bikers want to come here to Cavite. Therefore, there’s a need to protect them.” ONY’S LEGACY After years of continued quality public service, Cantimbuhan proudly presents part of his legacy, which are the new city hall and the Ospital ng Imus (Imus Hospital). He recalls the significance and the momentousness ofthe timing of the opening of the new hospital. “ Binuksanyun, magpapandemic. Ang laking tulong pala na mayroon kang public hospital . Noong panahong iyon, Level 1 hospital sya,pero pinayagan kami ng Department of Health na magpasok ng COVID-19 positive. Talagang mabilis naming inayos at talagang ang dami naming natulungan dyan dahil alam nyo naman po nawala nang madalhan na ospital noon, punuan na (The hospital opened shortly before the pandemic. We realized how beneficial it is to have a public hospital. At that time, it was a Level 1 hospital, but the DOH allowed us to admit COVID-19 positive patients. We worked on this really fast and we really helped a lot. As you know, most hospitals then were on full capacity),” he reveals. The Ospital ng Imus was also the first in the province, and the second nationwide, to open a molecular laboratory during the COVID-19 pandemic. Nearby provinces, even in the National Capital Region, sent their samples to the hospital to have these tested for COVID-19. Cantimbuhan mentions that the hospital’s laboratory did not disappoint, as the testing and release of results were done fast. Another legacy of the board member is the state-of-the- art City of Imus city hall complex, which includes modern infrastructure with spacious facilities giving constituents ease and comfort in doing business with the local government. Moreover, natural spaces were preserved, reflecting the city’s efforts toward environmental protection. “Our city hall complex is one of the most beautiful here in the region. It’s green, modern, and spacious at almost 5 hectares,” Cantimbuhan shares. DURING THE PANDEMIC, MOST POLITICIANS GOT SCARED TO GO OUT OF THEIR HOMES OR OFFICES. THAT WASN’T THE CASE WITH ME. I PERSISTED AND WENT OUT EVERYDAY TO KNOW THE NEEDS OF THE PEOPLE. Cantimbuhan stresses that his family has always played a big role in his rendering service. For one, their interaction with Imuseños has been a way for the board member to serve his constituents better, as his siblings, wife, and children also share with him their insights on how to address the province’s needs and have been active throughout his political career by helping him reach different groups such as the youth, women, and senior citizens, to name a few. They have been very visible and active even during campaign periods and during his incumbency in different positions. A few have encouraged other members of his family to enter public service as well. He does not see this as an immediate need as of now, but shares that his family members have imbibed his principles as a public servant and are open to continue his legacy to serve the Imuseños and Caviteños. VISIONS OF TOMORROW With his long experience in governance, Cantimbuhan has at times been asked about the possibility of seeking a higher position in the 2025 elections. However, the provincial legislator says that he has decided to run for reelection. He also recalls the reason he ran for provincial board member from City of Imus vice mayor, saying that the party talked it over and found it best for the whole of Cavite that he serve as board member, as this will enable him to use his strength in public service to serve the whole province. His transition from VM (vice mayor) to BM (board member) has proven beneficial to Caviteños in general. As he remains steadfast in his commitment to helping make Cavite a first-class province, Cantimbuhan highlights the foreseen interconnectedness of roads through CALAX, CBEx, and the Naic Bridge connecting Cavite to Bataan and CALAX. “The development of a province depends on the connectivity of cities in municipalities within it, and its interconnectedness with neighboring provinces,” he says. “Because first of all,you can easily transport goods in and out of the province, transactions are fast, and money will flow within the regional economy.” With present efforts to strengthen the industrial sector in Cavite, Cantibuhan also envisions that the people of Imuswill no longer need to leave the city to work because there are opportunities in Imus. As he highlights their industrial and Philippine Economic Zone Authority areas, he also visualizes that the people of Manila, Alabang, and Laguna will go to Imus for work. Cantimbuhan also mentions that he dreams for Imus to be a home for erstwhile Manileños. “ Isa sa tinitingala ang buong Cavite. Saka ang daming nagma- migrate dito. Ang gusto ko dito, maging retirement home ng mga taga-Manila. Dito nila gustong manirahan dahil tahimik, maganda, at walang problema sa basura, tubig at traffic, (People look up to Cavite. The number of migrants continues to increase. I want Cavite to be a retirement home for Manileños; for them to choose to live here because it is peaceful, beautiful, and there are no problems with regard to waste management, water supply, and traffic,) he states.” A PROMISE TO ALL IMUSEÑOS Cantimubuham promises his constituents a continued focus on solving the district’s problems and commitment to being accessible to everyone. He, together with the other city and provincial officials, remains committed and dedicated to continue providing excellent public service. “My prayer is for Imus to be a quiet place, that Imuseños will always be happy under the leadership of our group. As for us, we will provide all the services we can do. We have been tested by the pandemic, and they saw that we did not abandon them. I can say that no matter what happens, we will not abandon them. We continue to take note of all problems, we talk about how to solve these, and that’s where we focus,” he stresses. The board member also expresses his deep gratitude and appreciation for the support of his constituents and promises that he would remain grounded despite the title to his name. “To every Imuseño, all I can say is thank you for trusting me, thank you for 30 years of trusting me. This trust, I have reciprocated with honest service and ON sa Serbisyo service. And don’t worry. I did say VM to BM, vice mayor to board member, but for me, no matter what the title is, I will not change. Only the title will change but my personality and dedication will not change,” he ends.

< Back GENTLE CHARM Dumaguete City Mayor Felipe Remollo proves that gentleness can be a city’s greatest strength. BY LAKAMBINI BAUTISTA PHOTOGRAPHY BY DANIEL SORIANO Dumaguete City Mayor Felipe “Ipe” Remollo’s home is abuzz on a Monday morning, as 200 or so people from different barangays congregate at the garden area. The mayor says meetings and gatherings are a commonplace in their family home. “Hindi na ako pumupunta sa barangay, sila na ang pumupunta dito. [I don’t even have to go to the barangays, the people come here],” he quips cheerfully. The Remollo abode is warm and cozy, with a spacious veranda, a busy kitchen, and several rooms to accommodate visiting guests. The mayor says their family’s two-hectare property is the go-to venue for Dumagueteños’ civic and even private affairs—from meetings, sports trainings, day care center activities, weddings, birthday parties, and more. “Our PWD group has a dragon boat team, and they would practice in the swimming pool. Dialysis patients would go here to get some fresh air,” the mayor adds. On the night when we were accommodated at the mayor’s home, a debutante’s party was held at the poolside. The mayor says his constituents are welcome at his home, and this tells a lot about how he treats them—they’re basically like family. "Eventually, we will implement facial recognition. We will install the more advanced CCTVs in airport and transport terminals, so that if there are terrorists who set foot in Dumaguete, it will alarm the authorities.” THE CITY THAT RAISED HIM Born, raised, and educated in Dumaguete, Mayor Remollo’s love and affinity for his hometown cannot be questioned. He was molded by the sisters of St. Paul University Dumaguete (erstwhile Saint Paul College), where he studied from kindergarten up to first year high school. He then transferred to Silliman University for his second year high school where he then graduated, and afterwards took up Political Science and History also in the same university and graduated Magna Cum Laude. During his junior and senior years, he had a taste of local governance when he was elected kagawad (1978-1981) of San Jose, a town close to Dumaguete, where his father, Atty. Orlando Remollo, was mayor. Determined to succeed in life, the ambitious probinsyano decided to move to Manila to take up Law at the Ateneo de Manila University. He started as a litigation lawyer of the Gonzales, Batiller and Bilog Law Office from 1987-1992. In 1992 he got married to a fellow Atenean Lawyer Cristine Cuisia Remollo. The couple bore two sons, Pelos and Dio, who are now in their senior year at Ateneo Law School. Also in 1992, he founded the Fabregas, Calida and Remollo law office together with now Solicitor General Jose C. Calida. Then in 1995, he became managing partner of the Remollo and Melocoton Law Office with the former Makati Prosecutor Federico Melocoton Jr. Oddly enough, he admits that it was partly because of career burnout and the dreadful Metro Manila traffic that made him hanker for provincial life. Leaving his lucrative career in Manila, he decided to go back to public service and ran for mayor of Dumaguete City in 1998. “When I went back, nobody knew me anymore because I was away for 20 years. But we captured the imagination of the young, and with that I earned my unexpected victory,” Mayor Remollo remarks. When his term ended in 2001, he went back to the big city, which allowed him to continue an enriching career in the academe, in the law practice, and in business, and develop powerful networks. Among the key positions he held over the last decade were president and chief executive officer of the Clark Development Corporation; vice chairman and director at Clark International Airport; director at PGA Cars, Inc.; and senior vice president and legal counsel at Prudential Guarantee and Assurance, Inc. Mayor Remollo only got to continue what he started in governance when he ran and won the mayoral race again in the 2016, and was re-elected by a landslide in the 2019 elections. He admits it’s much easier the second time around. “This time, I knew better. I returned complete with masterplan, which was something we had 18 years ago but was not implemented fully. This is now our battlecry,” explains the city’s chief executive. SECOND WIND The campaign slogan “LUPAD, Dumaguete” has served as Mayor Remollo’s bible in public service. L stands for livable and cultured community; U for Urban revitalization inclusive of all barangays; P for professionalism in government service and good governance; A for abundance of food, clothing, and adequate shelter for every family; and D for devotion to God and dedication to country and the community. Keen to put order in the city, Mayor Remollo implemented innovative traffic schemes as well as his trademark “parking setback” in public places like schools, parks, and open spaces. “It’s part of the moral aspect of governance— teaching, educating, and informing the constituents about the proper behavior in a civilized society. Everyone has to follow the rules.” Before Christmas, he also met with tricycle drivers for the possibility of upgrading their tricycles to the more environment friendly Euro 4 (e-trikes) that will also adopt the Grab concept into “PediGrab” thereby reducing traffic congestion and ensure efficiency and safety while modernizing the transport sector. To implement proper waste management, the City Government upon the urging of the mayor bought a 10-hectare property for material recovery facility and sanitary landfill. He’s also looking into tapping waste-to-energy technology as a long-term solution to solid waste management. To restore the city’s rich cultural heritage, the mayor has partnered with the National Museum in restoring the old city hall and turning it into a regional museum. “I’m hoping to inaugurate it early this year,” he says. The mayor also recently flew in to Hangzhou, China to upgrade the city’s CCTV technology. “Eventually, we will implement facial recognition. We will install the more advanced CCTVs in airport and transport terminals, so that if there are terrorists who set foot in Dumaguete, it will alarm the authorities,” he says. The city has a total of 14 housing projects in partnership with Gawad Kalinga, Habitat for Humanity (now IHome), Mother Rita Foundation, the National Housing Authority (NHA) and the Philippine Ports Authority (PAA). “Modesty aside, we have the most number of housing projects in the whole province; these are well-built houses. Just recently, I inaugurated 400 houses for victims of Typhoon Sendong and other recent calamities,” he inputs. To address the influx of migrants to the city, the mayor is partnering with foreign investors to build government centers, markets, and transport terminals and spread out the development in the different barangays to decongest the poblacion area. To professionalize government service, the mayor vows to level the playing field for government workers. “Promotions are solely based on merit, no need for an endorsement from the barangay captain. One has to be civil service eligible. I am currently reviewing the list of those who have served the government for 20 years and are still on job order status; they will be promoted first. For an efficient disbursement of wages, the payroll is now via ATM,” he adds. CHINA’S TOURISM INDUSTRY FUELS JOB CREATION. As part of the educational tour last January 2019, Mayor Remollo brought the 37-strong delegation (composed of the Vice mayor, city councilors, along with barangay captains of the city) to the famous Window of the World in Shenzhen, which features replicas of the world’s natural wonders, historical heritages and famous scenic sites as part of their educational tour. GENTLE AND RETIREE-FRIENDLY With a land area of 3,362 hectares, Dumaguete is the smallest in terms of land area among the province’s 19 municipalities/ towns and 6 cities. But despite its size, it was recognized by Forbes Magazine as the No. 5 Retirement Place in the World and by the Philippine Retirement Authority as the No. 1 Retiree-Friendly City in the Philippines. The mayor explains why: “It’s very peaceful here; we are known as the ‘City of Gentle People.’ People know how to speak English. The cost of living is low coupled with the presence of tertiary hospitals. With USD900, a retiree can live like a king. Usually their pension averages to USD3,000 a month,” he says. The city is also a convenient gateway to popular tourist attractions in Negros Oriental. One can watch the dolphins in Tanon Strait, swim in Manjuyod’s White Sand bar or the different falls and lakes, go bird watching in Tabalong Mangrove Park & Bird Sanctuary, snorkel in Apo Island, explore the Bulwang Caves, or visit the different churches like Catherine of Alexandria Church or the Chinese Bell Church. The list goes on. Those in need of medical care need not worry because the city is opening two new private hospitals—the ACE Dumaguete Doctors, Inc. and the Negros Polymedic Hospital—in addition to Silliman University Medical Center Foundation Incorporated, Holy Child Hospital and Negros Oriental Provincial Hospital. “The foreigners either live in Dumaguete or in the outskirts,” the mayor observes. “Some opt to live by the beach as there are towns adjacent to Dumaguete, which can be reached within 30 minutes. Dumaguete is 6 kilometer radius, it’s small, just slightly bigger than Makati in land area.” The city is also near the airports of Sibulan (in the north) and Valencia (in the west), and is six kilometers away from Bacong, where the new international airport will be built. Because of the city’s strategic location, it’s oftentimes spared from typhoons. “Kapag may parating na bagyo, sasabihin ko sa staff ko na nag-issue na ako ng executive order na bawal ang bagyo dito sa Dumaguete. Ayun, lumilihis naman. (Whenever there is an approaching storm, I would often joke that I have already issued an executive order that says storms are not allowed in Dumaguete. Luckily, the storm would change its course),” he chuckles. “Ever since I was mayor in 1998, there was not a single time when my executive order didn’t work. Nauna pa ako kay Quiboloy. Di ko nga lang kaya ang earthquake, hanggang bagyo lang kaya ko (I was even ahead of Quiboloy. But I can’t stop earthquake, only storms.)” CHAMPIONING EDUCATION AND SPORTS Dumaguete has a population of 500,000 by day and 180,000 by night, the city being the commercial, academic, and business district in the province of Negros Oriental. The city is home to several schools, colleges, and universities. “We have four universities, 12 colleges, about 25 high schools, and 18 public elementary schools in Dumaguete. This includes the oldest St. Paul University (built in 1904) and Silliman University (founded in 1901),” notes Mayor Remollo. “A lot of young people study here, which makes the night life exciting and vibrant, especially in the boulevard area where there are a lot of restaurants and bars,” observes the mayor. For two consecutive years (2017 and 2018), the city has held the recognition as the LGU Sports Tourism Organizer of the Year, an award bestowed by the Philippine Sports Tourism Forum. “Dumagueteños are sports lovers, so when I assumed the mayoral post in 2016, I immediately mounted a sports tourism congress. Then we began to invite organizers of marathon, triathlon, archery, muay thai, etc. to hold their events here,” shares the mayor. They have so far hosted some of the popular sporting events in recent years such as the Southeast Asian Beach Handball Championship, the Batang Pinoy Games, the National University Games, Little League Philippines, Dragon Boat Challenge, Dumaguete Triathlon, the Central Visayas Regional Athletic Meet (CVIRAA), frisbee and the Beach Volleyball Republic, among others. “We have modest facilities, but it’s the way we manage events,” the mayor says with pride. “We help with the logistics—let’s say there’s a triathlon, we close the streets, manage the traffic, Red Cross is on standby. I even provide the welcome dinner, freebies, trophies, and manpower. We also have sponsors that donate in kind. In the sports circle, they know that if it’s Dumaguete, it’s going to be a good one. Plus after the event, we make sure that we tour them in the various tourist spots around,” he expounds. In fact, as early as last year, all hands were on deck in preparation for the ASEAN Schools Games, which the city will be hosting in November 2020 with the Department of Education and Province of Negros Oriental. About 3,000 athletes and ministers of education and sport from ten ASEAN countries, including the Philippines, are expected to gather in Dumaguete City for the very important sports meet. According to DepEd Asec. Revsee Escobedo, they have started to organize the different committees, and their technical experts have already completed their inspection of the identified playing venues. “There will be eight sports, so we have to prepare the eight different playing venues within the city of the Dumaguete,” he says. Asec. Escobedo says Dumaguete City was chosen as the venue for the ASEAN Schools Games because of its readiness in terms of playing venues, the overwhelming support of the local officials both from the city government and provincial government, and what the city can offer. Asked what can be expected at the 12th ASEAN Schools Games, Asec. Escobedo has this to say: “This will be the most memorable ASEAN Schools Games in the history of ASEAN School Games. We will also showcase the Filipino hospitality, our beautiful tourist attractions here in Negros, and most especially, the Negros efficiency in preparation, hosting, and management.” Without a doubt, the city is well underway to becoming the sports hub not only in the Visayas Region but the entire Philippines. DREAMS FOR DUMAGUETE The father of the city has high hopes for Dumaguete and its people. He dreams of a peaceful and progressive city, where people can walk without fear, enjoy clean, fresh environment, and an abundant life. He assures his constituents: “Trust your government. The way we spend government money is prudent. The little resources we have, we prioritize high-impact projects. We balance the needs of infrastructure with social services. We make sure that those who want to retire here, whether foreigners or Filipinos, would adopt our culture of being peace-loving, gentle, and averse to bullying.” And to those who will attempt to bully his city and its people, he has this message: “Remember, we may be gentle, but we are not pushovers.” Click here to read full article for free

< Back NURTURING BIÑAN BY ELAINE FELICITAS PHOTOGRAPHY DANIEL SORIANO Public service is not a job; it’s a purpose. One can quit a job but not a purpose for the latter keeps one going. Rep. Marlyn “Len” B. Alonte-Naguiat, from No.1 councilor to mayor to representative of the Lone District of Biñan City, has a purpose that drives her to deliver on her commitments to her constituents. Her brand of public service is her covenant to the people of Biñan. A promise that keeps her going, with a steady momentum and a resolute will. The congresswoman’s brand of leadership shines with her desire to help people and make their lives better. While the people are the heart of public service, the elected officials are equally important in that they can be beneficial or detrimental in improving the lives of other people. Choosing the right leader has become crucial to the success of a city or a province, and is very timely as the national and local elections are just around the corner. With her 24 years in service, Alonte has proven that her contributions to her constituents and her hard work have paid off with their continued support in keeping her in office. Her projects show her advocacies on different aspects of the community and have transformed lives in the process. KNOWING THE CONGRESSWOMAN Alonte says her father, former Mayor Arthur Alonte, and her mother, Fe Erlinda Belizario, have opened her eyes to the idea of public service. “I grew up seeing my father use his position as municipal mayor to change the lives of Biñanenses for the better. There was no shortage of ways to help people. My mom Fe, a devoted wife, also taught me the many important values I carry now.” Heeding the call of the people, Alonte started public service as a councilor at the age of 23. She recalls, “At a young age, I already had that desire to help people and do something that will make the lives of people around me better. So when public service knocked at my door, I took the chance and poured my whole heart into it.” No matter what position has been entrusted to her, she ensures that she’s giving her one-hundred percent with the values and learnings she’s gained from her parents. This passion for serving other people has also been fully imbibed by her staff. Alonte’s vast experience in the municipal council served her well when she became vice mayor and eventually Biñan’s youngest and first female mayor in 2007. She was first elected as congresswoman of Biñan in 2016, and was reelected in 2019. In recognition of her performance, she was recently named as one of the Deputy Speakers of the 18th Congress. Her father’s legacy, dedication, and hard work have become her inspiration to choose the same path of public service. Along with her mother’s virtues, her father’s wisdom and guidance have moored her to be of service to others. They are her “foundation and moral compass.” The seasoned public servant finds raising her two beautiful children, Nico and Isabel, with her husband Steve as one of her biggest achievements in life. There were times she had to choose attending to her constituents’ needs over spending time with her family, and she’s grateful that her family has been very supportive of her life mission. Getting the right kind of support, Alonte says, uplifts her spirit and makes her political life easier. UNIQUE BRAND OF LEADERSHIP Alonte’s experience with her family shows how much she has learned from the examples of her parents to craft her own style of leadership. She also leads by example to her staff and constituents, which draws them to her leadership. Furthermore, the congresswoman ensures that her actions and hard work are directed toward the improvement of Biñan and encourages other people to do the same. Alonte describes her leadership as hands- on and people-centric. She ensures that each program is well-crafted by asking questions such as “Will this benefit the people we serve? Will this make their lives better? Will this put value in their day-to-day living? Will this create equal opportunities for positive changes leading to a better and brighter future for as many people as possible?” With all these considered, she goes ahead and plans her actions thoroughly, guided by public response and expert consultations. The University of Santo Tomas (UST) alumna and recipient of Doctor of Humanities honoris causa from the University of Perpetual Help System-Biñan simplifies her brand of leadership as similar to that of a mother who prioritizes the welfare of her children, and in this case the people and city of Biñan. A mother’s love endures and sacrifices to make sure that her children are “safe, comfortable, and happy.” Supporting her constituents to uplift their lives has been her priority as a public servant, which is reflective of her nurturing nature. Alonte’s leadership style worked well for her in different roles she has held as a public servant. She has received numerous commendations and awards, including The Outstanding Young Men of the Philippines (TOYM) award in 2014, which recognized her efforts in introducing changes that resulted in minimizing corruption and simplifying government transactions. Heeding the call of the people, Alonte-Naguit has started public service as a councilor at the age of 23. She recalled, “At a young age, I already had that desire to help people and do something that will make the lives of people around me better. So when public service knocked on my door, I took the chance and poured my whole heart into it.” FOCUS AND ADVOCACIES People remain the focal point of Alonte’s career as a public servant and most of her projects are geared toward introducing changes to benefit them. One of her biggest achievements was the cityhood of Biñan. She says, “The cityhood of Biñan will always be one of my biggest achievements during my term as mayor of this beloved city. More than the change in status, cityhood was about bringing more investments to the city, which meant more livelihood and job opportunities for our people.” Her advocacies are clearly focused on education, healthcare, and the overall welfare of the people of Biñan. The Iskolar ng Biñan has provided tertiary education for over 10,000 underprivileged students, giving them a headstart in life. Her project of providing quality healthcare for the disadvantaged residents of the city through the Health Assistance Program for Indigent Families (HAPI) Card. HAPI provides medical benefits including free medicine, doctors’ services, and other fees. Its accredited hospitals include Biñan Doctors’ Hospital, University of Perpetual Help Medical Center-Biñan, Ospital ng Biñan. Discussions are currently ongoing to add Philippine General Hospital (PGH) in the future. Meanwhile, the ‘Alagang Len’ program supports different aspects of life in community. It provides bereavement assistance, livelihood programs, and infrastructure projects. It encompasses all of Alonte’s advocacies to give the best to the people. She mentions that one of the most difficult aspects of being a public servant is time management. There are times when she feels that the 24 hours in a day are not enough to do projects but she still continues because there are a lot of people who are relying on her. She also proceeds with all her projects and advocacies because of the “love, trust, and confidence of the people of Biñan. That gives me the assurance that I am doing a good job leading and representing them.” As a mother to her constituents, she feels satisfied with helping her children achieve some of their goals and improve their lives. FOR THE PEOPLE OF BIÑAN Much like how her leadership has been for many years, being a congresswoman is no different. Her response to the COVID-19 pandemic is clean and clear—every life saved matters. She has been commended for her swift and steady response to the pandemic by focusing on how her constituents can adjust to the new normal. Multiple projects have been in full swing and simultaneously being done for Biñanenses, especially displaced workers, to have access to sustainable employment and livelihood opportunities. Supporting the Department of Labor and Employment’s (DOLE’s) Tulong Panghanapbuhay sa Ating Disadvantaged/Displaced Workers (TUPAD) program, the city government of Biñan provided employment by hiring people to clean areas in different barangays and giving compensation for the work they have provided. Another project that’s also being implemented is the initiative to vaccinate all the people in Biñan. This proactive response to the COVID-19 virus aims to minimize casualties and severe cases was borne out of the realization that a holistic approach to the pandemic is still best. Aside from vaccinations and financial assistance, Biñan is prepared to respond to the pandemic by activating its response team and adding safety protocols to prevent the spread of the disease. Medical consultations through E-Konsulta, an app that provides consultation for Biñanenses with COVID-19-related symptoms, also proved as an important innovation. While serving the city of Biñan for 24 years, she has been consistent with the services that she provides her constituents. Her message to her constituents emphasizes her true brand of leadership and motivation as a public servant, and her pledge to continue to work harder for them. “Thank you for trusting me to lead and represent the City of Biñan in the House of Representatives. The transition from a quiet town to a dynamic powerhouse city was for and because of you. We shall not rest on our laurels. Instead, we will continue to work even harder because our priority will always be to try to give all Biñanenses a better life, a life that will make you even more proud to be a resident of this city and lone district.” Alonte-Naguit’s leadership style has become beneficial for her different roles in public offices. She has received numerous commendations and awards which shows how her virtue as a mother in protecting her children, and as a child learning from her parents. WHAT’S NEXT Asked about her plans for the future, Alonte reveals her priority is to focus on her role as a member of the House of Representatives. She has authored several bills including one in response to the COVID-19 pandemic and to help accelerate the recovery of the country through different steps. Other bills also reflect her advocacies on health, education, and children and women’s welfare, featuring steps similar to what she had implemented as a vice mayor and mayor of her city. As a congresswoman, her success affects not only the city of Biñan but also other cities and districts throughout the country. Clearly, Congresswoman Alonte’s vast experience, leadership characteristics, and drive have molded her to become the leader she is today. Ever improving despite the many accolades she has received, she continues to inspire more people to also do their best and help improve the lives of others. Hers is a leadership by example—purpose driven, results oriented. Nothing more. Nothing less. DOWNLOAD FULL ISSUE HERE FOR FREE

< Back BUILDING BRIDGES After nearly two decades in public service, Mayor Noel Rosal has changed Legazpi City for good. And he is gearing up for more. BY HELEN HERNANE PHOTOGRAPHY BY ROMEO PERALTA JR. This is not the first time the mayor graced the pages of LEAGUE Magazine. Only a year has passed since we featured Mayor Noel Rosal in our December 2018 issue, but the seasoned politician already has much more to tell. STICK TO THE PLAN One of the biggest achievements of the city government last year was the launching of the 200 square-meter Museo de Legazpi, which showcases the history of the city in chronological order—from the Ibalong Epic, Sawangan, and the city’s precolonial roots up to recent history when Legazpi attained cityhood for the third time in 1959. The numerous dioramas in the museum also portray the Spanish Era and the Old Albay District, as well as the Battle of Legazpi, which occurred during the American Occupation. During the museum’s inauguration, Rosal revealed that the city government spent nothing on its construction because of the public-private agreement with WholeGrain Land Inc. Another location in the city that is steadily gaining the attention of both tourists and investors is Legazpi Boulevard. Numerous cafes and restaurants can be found along the boulevard that offers an excellent view of Mayon Volcano. Rosal reveals that the city’s 18-hole Mayon Golf Course is undergoing rehabilitation and sports enthusiasts are anticipating its reopening. By 2020, Legazpi City aims to be the top convention destination in Luzon. The city has been working towards this goal for a long time, and through the years, they have been gradually shooting up the ranks. In 2016, Legazpi City was ranked 5th for Meetings, Incentives, Conventions and Exhibitions (MICE). On average, the city hosts around 93 MICE events per year. And in 2018, over 200 MICE events were held in Legazpi City. The thousands of delegates arriving in Legazpi for events account for much of the city’s 1.2 million domestic and foreign tourists. And the city is gearing up for more. This year, the 5th International River Summit will be held in Legazpi City and expectations are running high. Around 3,000 delegates are expected to arrive and Rosal shares that preparations have started as early as 2018. “This will be a shining moment. It’s a perception of strength. We will be introducing [Legazpi City] to the world and this [event] will brand us as a tourism and convention city. We have to make the best of it,” Rosal says. The Mayor believes that if the delegates are pleased with the city then naturally, as a “ripple effect,” more tourists will flock to Legazpi. Rosal poses the question, “How were you able to take advantage of the [situation], while there were delegates here?” Rosal further stresses that tourists appreciate a city that is affordable, clean, visually appealing, has plenty of businesses such as restaurants and activities, and has accomodations, which offer excellent service. “That’s tourism. It’s ‘hitting two birds with one stone.’ It’s a convention, but you are promoting [the city as a tourist destination] at the same time,” he explains. BRIDGING TO MOBILIZE According to their official website, the city generated Php1.1 billion in total revenue in 2018. This was made possible by continuously boosting their major industries: agriculture, trade, tourism, and services. As of 2018, there were over 6,000 registered business establishments and the city had a labor force of over 100,000. With the city booming now more than ever, it is no wonder that Rosal was appointed by President Rodrigo Duterte as the new chairperson of the Regional Development Council (RDC) for Bicol. Rosal replaced Albay Governor Al Francis Bichara whose term as the RDC chair ended in 2019. As for his plans as the new RDC chair, Rosal believes it’s high time for the Bicol region to reach its full potential so that it will no longer be “one of the poorest provinces in the Philippines.” “We should know the strengths and weaknesses [of each city] and we should set the direction for Bicol,” Rosal urges. “Now that I’m the RDC chair, I want to talk to the governor. What else can we do to attract more investors to Bicol?” Rosal muses that some places, such as Camarines Norte and Masbate, have a strong mining industry, while others like Legazpi City have an established tourism sector. “We are very rich in natural resources and attractions—beaches, whale sharks, and the Mayon Volcano. We have everything. We just have to put the proper infrastructure and connectivity.” For the long-time mayor, the key is in bridging the people. And he means this literally. By building roads, bridges, and other infrastructure that will increase mobility or cut travel time, Rosal believes that the result will be a better economy. “One of our flagship projects [as the new RDC chair] is the mega highway. We want to shorten the travel time. For example, going to Baguio, you can now take the TPLEX. We need to do that for Bicol. We need to cut [the travel time from] 12 hours to at least six to seven hours. The mega highway will connect Manila, Lucena, and Camarines Sur,” the mayor reveals. Another one of their projects is also a bridge that will connect Bicol to Samar, from Matnog, Sorsogon to Allen, Northern Samar. Rosal, however, admits that it will entail a lot of funding and could be a multi-billion peso project. But he is optimistic that it is doable, as long as it is made a priority, especially if he could get the President’s endorsement. “If you look at it, this will really bridge the gap especially when delivering goods. This will be a cheaper way to connect the goods and people. Morning or night, you can travel because the bridge is there,” Rosal explains. Aside from the mega highway, Rosal is also pushing for the resumption of operations of the Philippine National Railways (PNR) that travels from Manila to Bicol. The passenger train, also known as the Bicol Express or the South Long Haul Railway, is set to launch partial operations by 2021. Last December 2019, the PNR signed a deal for new trains, which were purchased from the Chinese firm CRRC Zhuzhou Locomotive Co. Ltd. “This train will represent the first trip for the South Long Haul Project, or what we call PNR Bicol, and it will significantly cut the travel time between Manila and the Bicol Region,” said PNR General Manager Junn Magno during the contract signing last December 18. Rosal refers to the railway system as the “missing link,” because it is the cheapest form of transportation from Manila. Once relaunched, travel time from Manila would only be six or seven hours. But he also assures that it is also an effort that will ensure the “security of the rights and privileges of the people who will be dislocated.” He further stresses that those affected will be relocated, and that the government is working closely with the National Housing Authority (NHA). Another priority for both the city government and the national government is the construction of the Bicol International Airport, which is set to be finished by 2020. The new international aiport will replace the old Legazpi airport, which will be revamped as an investment area. “Like what they did in Iloilo, the old airport will be bidded out. The 77 hectares will give opportunities to Bicolanos, because it will promote tourism and generate jobs,” Rosal shares, dubbing the airport as the “last of the Mohicans,” because it is one of his final projects. The mayor hopes that by the time the local airport is redeveloped, “if God permits and the people permit, I will still be running the show.” Once operational, the new Bicol International Airport will handle roughly two million passengers annually. But with the looming sisterhood agreement between Legazpi City and Hengyang, China, it seems more tourists are anticipated to arrive. As the second largest city in Hunan Province in China, Hengyang has a population of approximately eight million people. Rosal shares that the sisterhood agreement with the city involves opening a direct flight between Guangzhou and Legazpi City. He hopes that tourists from both countries will take advantage of the route. “Hengyang has a lot of tourist attractions that plenty of Filipinos have not seen yet. They can also visit our city,” he says, sharing that he has visited the Chinese city a few times. While the city is relatively small compared to other major cities in China, such as Beijing and Shanghai, Rosal thinks that Legazpi can benefit from their developing industries. “We can develop our agriculture, because their city has great agricultural programs that we can learn from. [Hengyang] can also build trucks and jeepneys that we can use. Actually, some of our jeepneys are already made in China, because we have a local partner from Manito.” WEATHER THE STORM Tourism is at the forefront of the master plan Rosal has for the city of Legazpi. But there is another major concern that poses an imminent threat to that industry—natural calamities. As their province faces the Pacific Ocean and is frequented by typhoons, Rosal is deeply invested in making Legazpi City an “all-weather city.” “The biggest challenge, for me, is how to combat climate change. It’s a development issue,” he says, adding that an average of 20 typhoons hit the country every year. Rosal cited the Php2.1 billion flood control project, which was completed in 2016. But he added that there are prerequisites that still need to be added, such as detention basins. “Becoming an all-weather city is essential to being seen as a highly competitive city, because it entails being effective in four aspects: government efficiency, economic dynamism, infrastructure, and we can’t forget about resiliency,” he stresses, citing the criteria for competitive local government units set by the National Competitiveness Council (NCC). With all that the city government is doing, Rosal is pleased that award-giving bodies are noticing their efforts. Legazpi City has received the prestigious Seal of Good Local Governance (SGLG) Award for the last four years and was even recognized as an SGLG Hall of Famer in 2018. Since 2016, Legazpi has consistently met the criteria set by the Department of the Interior and Local Government (DILG). Rosal admits that the award is not easy to win, saying that everything, even the tiniest details, have to be continuously managed or thought of. The mayor shares that out of the 146 cities in the Philippines, only 57 have received the award. “We’re all working and only less than half get the award. It’s a low number, but Legazpi won for the fourth consecutive time, which means we are consistent,” Rosal says. He also mentions the award for the Most Business-Friendly City and the National Competitiveness Award. While the city won first place in the past years for these awards, they fell a spot or two in 2019. But Rosal admits that the competition is tough. “This time, we’re just a finalist. But that’s okay. What’s important is that they notice our city, and what’s more important is that we maintain or level up every year. If you don’t level up and everyone else does, then you’ll be left behind,” he notes. For Rosal, these awards raise the expectations of the people, and becomes a pressure for the city government to meet. “Because if we lose the awards, they’ll think that I’ve lost control of the city, or that I’m no longer determined. But I’m confident that we’ve now established a system in Legazpi.” Despite these awards, the leader laments that poverty is still plaguing Legazpi. In order to tackle the issue, Rosal is focusing on providing job opportunities for his people. He explains further that it would entail strengthening the economy through investors, but accesibility to the region provides an extra challenge to his plan. But Rosal thinks that this is essential, not only to the development of Legazpi but the country. “If you want to decongest Manila, we have to strengthen the provinces,” he says. Aside from the distance to the country’s capital, infrastructure, power, and insurgency are some of the problems that drive investors away. To resolve insurgency, Rosal shares that the National Task Force to End Local Communist Armed Conflict (NTF-ELCAC) plans to use Php3.5 billion to provide for the needs of the people, especially in far-flung areas. The mayor explains that the city government identified “isolated barangays that don’t have roads, power, water, medicine, hospitals, or even land reform.” He believes that the key to ending local conflicts is making sure that the people feel the presence of the local government. In an interview regarding the President’s Executive Order No. 70, Rosal says that he believes “poverty, injustice, and the poor delivery of government services are the root causes of insurgency.” He further added that while “high-profile developments” are also necessary for economic growth, the government “should not forget Juan Dela Cruz.” While infrastructure and investments are important for the progress of Legazpi, Rosal notes that it is all for nothing if the people who live in the city do not feel the ripple effect. “We need to provide opportunities for the people, because they need to have the purchasing power. Whatever country I go to, I notice that the people are happy because their family is secured.” But the mayor is not just focused on the working class, he is also focused on the education of the children, lamenting that when he first assumed office there were only two national high schools and that the dropout rate was at 60 percent. “What did we do? We put a high school in every corner. We now have 13 national high schools and the dropout rate is roughly less than seven percent. The turnaround is astounding because you put the infrastructure where it is needed, near the people,” Rosal beams. He shares that the reason for the very high dropout rate in the past was because while the tuition was free, schools were still far from the average people, which meant spending money on transportation and more. With the additional schools, parents need not worry about transportation, because it is within walking distance and children are no longer forced to work as farmers. And as someone who believes that “education is the one thing we could leave behind,” Rosal is proud of what the city government has done. THE COURAGE TO SERVE Rosal was an industrial engineer by profession who first entered San Miguel Corporation when he was in Manila. When his father suffered a stroke, Rosal had to go back to Legazpi City where he took over their business, a mining company. Their business used to partner with Grefco, a US company, and was one of the top companies in the Bicol region. Upon returning to Legazpi, Rosal saw the potential of their city and was frustrated with the lack of development, noting that the problems they experienced as children were still present decades later. “Why shouldn’t somebody from the private [sector] run the local government? So I entered the barangay elections, just to show them what I can do for my barangay.” When he won, the first issue he tackled was the infrastructure of Barangay Gogon. He had roads built, drainages fixed, lights installed, and more. He slowly made a name for himself, which led to his invitation to the city council. “But I was hesitant [to join]. I’m the president of a very big mining company, I’m earning a lot, and I have all the privileges. Should I leave all that behind to serve the people of Legazpi?” As history would have it, Rosal now has a political career that spans almost two decades. For him, it was all about loving the people and his work. It was a matter of commitment and of course, having a plan. “This is not the greener pasture. You shouldn’t [enter politics] if your ambition is to get rich. This opportunity is all for the fulfillment of seeing your city change for the better,” Rosal admits. “And I’m happy, because our biggest accomplishment is giving a better life to the people. Before, when it was six o’clock, the streets would be empty because they have no money. Now they have jobs and they can spend time with their families in the malls, the boulevard, and more.” When asked about Barangay Gogon, Rosal confesses he still has some bias for his hometown. He proudly shares that it is one of the best barangays, equipped with a solid waste management facility, basic infrastructure, and a park. “The people are so happy that I haven’t left them behind since then and up to now.” He shares that because of his accomplishments, plenty are pushing for him to run for higher office. But Rosal remains dedicated to the betterment of Legazpi City. “For me, there’s still plenty that we can do. And it’s not that I’m the only one who can do this, but I see that continuity is very crucial. I will still ask the people if they want me to continue.” Rosal is confident that within the next decade, the city of Legazpi will lead the Bicol region. Not only because of its infrastructure and tourism potential, but because of the master plan of the city. And for this, he only asks for the people’s continued trust and confidence. He assures his constituents that the plan is for their children, because they are the future of Legazpi. Following a blueprint, Mayor Noel Rosal has been devoting the last two decades of his life to improving Legazpi City. It is the bigger picture that drives him to serve the people. While the city has vastly changed since he first started as a barangay chairman, Rosal is not calling it quits yet. In any way he can, the veteran public servant is determined to finish the plan. Click here to read full article for free

< Back THE PEOPLE’S MAYOR The Mother of Laoag City, Chevylle Fariñas, believes that the key to good governance is people empowerment and staying relevant to the times. BY LAKAMBINI BAUTISTA PHOTOGRAPHY BY RICKY LADIA As the first woman mayor of Laoag City, Chevylle Fariñas has broken stereotypes that the highest government position in this part of Ilocos belongs only to a man. She had been a known figure in the city’s political scene as the public servant’s wife—to late husband Michael Fariñas, who served three terms as barangay chairman of Brgy. San Jacinto and mayor of Laoag City, before his untimely demise on June 6, 2018; he died in a car crash. The lady mayor fondly refers to herself as her husband’s “reliable spare tire” when he was still in position. Performing the role of a dutiful wife and the mother of the city, she was there to support her husband in all his programs, especially those related to women. She was his executive secretary, public relations officer, and cheerleader rolled into one. “My husband was the quiet, serious type, so I used to be the person who would go to the people and talk to them. Perhaps it helped that I was an advertising graduate, I knew quite well how to advertise him,” she says. When her husband became mayor and would get swamped with obligations and commitments, Fariñas would gladly pitch in for him. “There are 80 barangays in Laoag City, so you can just imagine during Christmas season when all of them are having their programs, the mayor cannot attend to all of them. I had to be there for him. And that was how I got into the consciousness of Laoageños. That’s how they realized that the mayor’s wife can do so much more,” she says. TAKING THE HELM Fariñas knew for a fact that staying in the sidelines won’t get her anywhere if she wants to do more for the people of Laoag City. “Kahit magaling ka, kung walang opportunity na maibibigay sa’yo, wala rin. (Even if you are brilliant, if you are denied opportunities, your brilliance will be useless.) You have to create the opportunity yourself. Seize the moment. And when there’s an opportunity, never let it pass because the same opportunity will not come twice,” she quips. Driven to continue what her husband has started, she ran as barangay chairperson of San Jacinto in 2004 and served for three consecutive terms. She was “Apo Kapitana” to many, like a mother you’d call in times of need and distress. “You know, one of my frustrations in government is that there are so many tedious processes that people have to follow in order to avail of services,” she admits. So when a constituent needs help, many times, she would just extend personal help. “I cannot always rely on government because baka mamatay na `yung humihingi ng tulong sa akin bago ko siya matulungan [an ill person could die before government aid reaches him].” During her stint as barangay chairperson, she was also elected as president of the Association of Barangay Councils (ABC) in 2006. “My fellow barangay officials told Michael that they wanted me to continue what he had done in order to sustain it. Because it was during his stint when all 80 barangays had become united; before, there would be factions. So after Michael, I took on the challenge and served as ABC president. I told myself, I can’t let my husband’s efforts be put to waste. I have to find a way to strengthen the organization and make it better,” she says. When her husband finished his third term as mayor, Fariñas stepped up to the plate and ran for the mayoralty post. It was a tough call, so to speak, because she had to run against Michael’s uncle, former mayor Roger Fariñas, and another former mayor, Cesar Ventura. She prevailed in the said election. Michael went up against Atty. Kris Ablan for vice-mayor, and won as well. BREAKING THE MOLD Mayor Chevylle Fariñas is not your typical mayor. For one, you’d most likely find her in ripped jeans, rubber shoes, and shirt almost on a daily basis. “I go to the barangays more often. I hate being alone in this office. I love being with people,” she tells us. On her first year as mayor, one of the foundations she set was strengthening the relationship of the government with the grassroots. “I wanted the people to have confidence in their government. Here is an administration wherein the people can readily talk to the mayor for any concerns, meet her...... Click here to read full article for free

< Back 10 QUESTIONS: SEN. BAM AQUINO Carrying on the Legacy of Democracy BY MAAN D’ASIS PAMARAN PHOTOGRAPHY BY JAR CONCENGCO 1. Did you always know that you would go into politics? No, I didn’t think I would go into politics, but I wanted to be in public service, so I thought of going into media. Of course, I was in social enterprise for a long time, and I also served in the National Youth Commission before. There was a long time that I felt I was in public service, but not necessarily in politics. I made the jump into politics in 2013, and I entered kind of late at 35. Getting into public service was something I always thought about, especially with my being exposed to my relatives doing that kind of work. But you can say that I resisted getting into politics as much as I could. 2 .What was the deciding factor that led youto run for a Senate seat? We had social enterprise projects like Hapinoy, which empowered sari-sari store (neighborhood store) owners; Rags2Riches, which gave livelihood to women through weaving upcycled materials into bags and other accessories; and Gawad Kalinga (GK), which gave livelihood opportunities to those living in GK communities. They would end up doing well, but in very limited communities. We realized that if we wanted to expand and scale up, we needed some more government support or policies behind what we were doing. At the time, in 2007, we were cutting-edge. It was so new to be using business models to develop communities and we were helping about two or three communities, and with Hapinoy, about 11 provinces. But with no policy or program in place, you would never get past that scale. One of the challenges was finding people in government who understood what we were trying to do. GK’s Tony Meloto and I were at a conference together and during our four-hour breakfast, he said, “You should think about running.” And I said, “Okay.” Then, things just fell into place. My name was floated around in the surveys a year before the election and it showed me at around number 20. So, two weeks after I got married, they asked me if I still wanted to run because they have a slot. Thankfully, I won and a lot of the things we wanted to do we were able to fulfill. In the past four or five years, we were able to build a framework or ecosystem where your micro, small, and medium enterprises (MSMEs), community enterprises, and startups get more support from the government through negosyo (business) centers or better financing opportunities. 3. What was your idea of politics before you entered it and what was your goal? I was not new to politics because my family has been there for quite some time. I went into it because I wanted to make a change for something. With my years in social enterprise, I saw that with a good solution, so many lives can be improved. A number of us Filipinos have a defeatist mentality where they think nothing will change. Those of us who go into politics should have a reformist mindset. If you are in the legislative branch, you bring change through laws, policies, and budgets. You try to create those avenues where your countrymen will be able to do better. The problem with us is that there are politicians who win, but do not have plans or have no idea what they want to do. They end up just wasting time. In our office, we knew what we needed to accomplish, so we hit the ground running. I think we have 20 laws already and these were created to open more opportunities for our countrymen through education, entrepreneurship, and financing. All those things that are lacking for the people to improve their lives, we try to unlock them. 4. How did you get ideas for what to prioritize? It goes back to my years with social enterprise. I worked in the National Youth Commission with my friend, Mark Ruiz, who was with Unilever at the time, and we looked at microbusinesses such as the sari-sari stores, while at the same time we were exposed to the other side of the fence, which are the large supermarkets and big manufacturers. We saw that the store owners often got the worse end of the deals, but they somehow helped to move the economy along. We worked to band together the sari-sari store owners so they could get better deals because their larger groups held inherent power. It became sort of a People Power in that sense, and with the right interventions, they were able to move up and grow their business. That was why the first bill we had was the GoNegosyo Act. We look into areas where people should begetting but don’t get, such as Free Education, which is why one of our latest bills is the free tuition in state universities and colleges (SUCs). By giving more Filipinos the opportunity to study, they can have better jobs and hopefully lift themselves out of poverty. 5. You are one of the most prolific senators when it comes to passing laws. What is needed to ensure that a bill gets passed? Persistence and perspiration. We all have that equal opportunity in the Senate, to pass laws that we think are important. That said, dapat masipag ka, persistent ka (You should be hardworking and persistent). Your team members should also know what they are doing. We are confident to push for those reforms because we convince not only our congressmen and senators to support us, but also the stakeholders as well. The sectors we are supporting are also supporting the bill, so when we put it forth, people agree on it already. For the GoNegosyo Act, we consulted with MSME groups, the Philippine Chamber of Commerce, GoNegosyo, and a lot of other groups who thought it was a good idea. For the Education Bill, the students and their parents, the school heads, the SUCs, and even private sector were all in support. 6. It seems that you and the other senators in your political party are beleaguered by negative comments. How do you handle those? Trabaho lang (Just keep working). Honestly, if you dwell on negative comments you will do exactly what they want you to do, and that is nothing. Because, when you get barraged with negativity, the tendency is that if you do nothing, someone will get angry; if you do something, someone will get angry, too. It is a “Damned if you do, damned if you don’t” situation. I think the best way to rile them up is to work hard to get your stuff passed. I think that is what riles them up the most—if you pass your law and it works so well that so many people benefit from it. I have accepted that politics, especially in the modern day, is like that. If you let the trolls get to you, you won’t do anything or say anything. If you want to make them angry, speak your mind even if you don’t know how people will react. Do your work and execute your plans to help as many people as you can. I think that is the best way to move forward. 7. How would you describe your management style? Leading by example. I think I was stricter before, but after five years, I trust my team a lot to be able to do the work with me. I tell them that it is my name boutside, but the office is more than just Bam Aquino. It is every single person that works here. The staff knows how important our work is and we are all invested in the things we espouse and advocate, and our office is inclusive and empowering. We pride ourselves in doing excellent work. I do not accept mediocrity; we strive for excellence and to be as inclusive as possible. If we can have fun along the way, we also do it. 8. What do you think the government should focus on right now? It should focus on what it should have focused on ever since, which is on what every Filipino family needs. You look at the common Filipino family and you find the blueprint of what we need to do. They find the prices of commodities too high; then don’t raise prices. Their children want to finish school; help them by offering free tuition. They want job security; remove contractualization and give them regular jobs. The reverse is to not pass laws that will make things more expensive, which is why I opposed the TRAIN Law. If you think about it, our job is not rocket science. If you look at our bills, it goes down to the needs of every Filipino family, regardless of whether they live in the city or anywhere in Luzon, Visayas, and Mindanao. What is difficult is to have the wherewithal to pass those reforms, because none of them are simple reforms. We live in a complicated world where we need to determine what policies and reforms should be done to help the most number of people. In order to do that, we study a lot, we consult a lot. 9. What comes to mind when you hear theterm “public trust?” I don’t know how much the public stilltrusts politicians. For me, I always go back to the Jessie Robredo line of “Matino and Mahusay.” For you to get the trust of people, you need to be both. You need to be not only free from corruption— which is what people were looking for 20 years ago; you also need to be effective—which is what people are also looking for now. You need to come up with proposals that are cutting edge, not ones that have been around since 1965 or 1975. If we really want people to trust politicians again, we need to show them that we can get things done. It is not enough to say you will pass a law. You need to make sure it is funded, implemented, and refined across the years. I think our countrymen are looking beyond good intentions, but really try to see how their lives will be affected and improved. 10 What is your dream for thePhilippines? My dream for Filipinos is simple, where if you are ready to work and ready to apply yourself, you should be able to achieve success. Unfortunately, there are so many who are willing to work and are intelligent, but still have a difficult life because they don’t have enough opportunities. When we live in a country where the family can be comfortable, can have their children finish school, have some leisure, live in a decent place and have certainty in their jobs because they are willing to work hard and give of themselves, that is the dream. We are not there yet, but hopefully with measures like supporting MSMEs, better education, and being able to find better jobs by also attracting investments, then we can unlock the potentials of the Filipinos. As such, we are willing to work with all segments, all political parties, all persuasions, public and private sector, to be able to provide these opportunities to our countrymen for them to lift themselves up. No matter where they come from and no matter what circumstances they had when they were born, they will have opportunities if they are willing to work well. It may take one or two generations; Singapore was able to achieve a development ladder based on meritocracy in a span of 30 to 40 years. Hopefully in our lifetime, makita natin iyan (we will be able to see that). Click here to read full article for free

< Back HIGHLIGHTING VALENZUELA’S HIDDEN GEMS BY CAMILLE CABAL PHOTOGRAPHY BY IVAN LLANETA Valenzuela 2nd District Councilor Carreon proves that through passion and determination, one can revitalize tourism in a city even during a pandemic. The city of Valenzuela has an interesting history. Formerly called Polo as it was then believed to be an island because of the surrounding rivers, the city eventually came to be named after Dr. Pio Valenzuela, part of the Katipunan triumvirate together with Emilio Jacinto and Andres Bonifacio. After a series of unification and division into separate local government units (LGUs), Valenzuela’s population eventually grew and its economy progressed, making it qualified for cityhood. From being a part of the province of Bulacan, it became part of Metro Manila. Fast forward to the present, Valenzuela has further developed and is now dubbed as the Northern Gateway to Metropolitan Manila due to the major highways bridging it with neighboring places. Valenzuela is also known as a top manufacturing hub because of the growing number of factories in the area. Quite a few historical, cultural, and religious establishments in Valenzuela have also become popular tourist spots. Determined public servants in the city, however, are convinced that Valenzuela has more to offer tourismwise, and are bent on making the city another major tourist destination in Metro Manila. Discovering a place to convert to a new tourist spot in big cities is a serious challenge since historical, cultural, and other sites have already been previously identified and developed. But for Councilor Chiqui Carreon, the work doesn’t end where history did. As a tourism graduate, one of her goals is to give Valenzuela a new character by looking for more places in the city that she and her team can convert into tourist spots, providing a living for Valenzuelaños. TAGALAG FISHING VILLAGE Unlike other places where pandemic stories include accounts of local tourism suffering, Valenzuela has a COVID-19 success story centered on Barangay Tagalag. Carreon shares that during her first term which commenced in 2019, no one was choosing the city council’s Committee on Tourism. She believed that as a tourism graduate, she could handle the committee excellently. “At first, I considered it a challenge to boost the city’s tourism. But when I assumed the position, we discovered a barangay that we could develop into an eco-tourism zone,” Carreon shares. Formerly known as Taga-Ilog, Barangay Tagalag is a hidden gem in Valenzuela with access to aquatic resources coming from three interconnected rivers. Tagalag residents live a simple day-to-day life and earn a living through fishing. Every May, they celebrate their festival through a fishing contest but in 2020, Tagalag was given a new face. The once sleepy barangay in Valenzuela has now become a go-to place for visitors to the city. Carreon and other city government officials worked on developing Tagalag into the Fishing Village that it is now. It has a floating restaurant, eateries varying from casual to formal, a park, a boardwalk, and souvenir shop. Tagalag today is living proof of how Carreon lived up to her campaign promises to Valenzuelaños. Valenzuela earned the 2021 Galing Pook Award because of the positive impact of the development of Tagalag on its residents. The Tagalag Fishing Village was among 11 innovative local governance programs all over the country that caught the attention of Galing Pook, a resource institution recognizing outstanding initiatives of local governments. Awardees are searched nationwide and go through a rigorous multilevel screening. VALENZUELA’S INFLUENCER Carreon is consistent in promoting the city’s tourism sector through her channels. She has vlogs featuring the Tagalag Fishing Village and other go-to destinations in Valenzuela, truly embodying her mission as head of the Committee on Tourism. The development of Tagalag Fishing Village is just the latest of Carreon’s initiatives as a city leader. The second-term councilor entered public service at the young age of 15, as Sangguniang Kabataan Chairperson of Barangay Mapulang Lupa. Since then, she stood out for spearheading various projects in the community. One of those is Chiquiting (chikiting, a colloquial word for little kids) project, consisting of reading and art sessions dedicated for the children of Valenzuela. From a modest barangay project, Carreon brought this to the city level when she became a city councilor. Carreon admits that she loves kids and this is one of the reasons she was able to establish Chiquiting. Before the pandemic, Chiquiting was held every summer, with books and art materials for children. But when lockdowns were implemented and children were stuck in their homes, the Chiquiting program prepared reading and art kits which were delivered to the homes of the children. They also gave kits to those kids who were isolated due to quarantine restrictions to ease their boredom and to divert their attention from their predicament. Carreon shares that Chiquiting was adapted by other non-government organizations (NGOs) in other places. Organizers reached out to her and she willingly helped them by providing them with information on how she established the project. In addition to that, Carreon is also an Action Officer for Out of School Youth (OSY). Through her, OSY of Valenzuela were given the chance to go back to school. They also partner with public organizations like the City Social Welfare and Development Office (CSWDO) which help them identify the needs of every OSY and the Technical Education and Skills Development Authority (TESDA) which provides training. As of now, the United States Agency for International Development (USAID) is their dependable partner, helping them provide educational opportunities and later on, productive jobs for OSY. In her first term alone, Carreon was able to help over 400 OSYs, with most of them now on clear paths toward a bright future. Because of her projects, Carreon has become a role model, an inspiration that the youth of Valenzuela look up to. She shares a touching story of a father who approached her to ask for a video greeting for her daughter, “A father approached me and told me that his daughter wanted to ask for my video greeting because she finished college and she was inspired by me.” CARRYING ON WITH THE WORK Even as a child, Carreon was no stranger to public service. Growing up, she saw her grandfather, Pio Carreon, serve as a councilor of Valenzuela. She believes that she takes after her grandfather, in whom she saw genuine concern in serving Valenzuelaños. With a number of tourism-related projects in her 12-year career as a public servant so far, Carreon has earned the label “Kampeon sa Turismo.” After playing a major role in launching Tagalag Fishing Village, Carreon, along with other city officials, is getting ready to launch another tourism project. The Fatima Avenue rehabilitation project is expected to bring more tourists since the avenue provides access to three of the biggest institutions located in Valenzuela’s District 2: Fatima University, the National Shrine of Our Lady of Fatima, and Museo de Valenzuela. Having received a fresh mandate, Carreon has vowed to continue guiding the city’s OSY, who she says need to be pushed forward and given continuous encouragement. She looks forward to seeing more OSY beneficiaries continuing their educational journey and having an improved quality of life. CHECK SA SERBISYO Despite the challenges that come with her job as city councilor, Carreon says she has come to enjoy public service. Looking back, she thanks the city’s senior leaders who helped shape her into the leader she is today. Of course, she says she owes much of her success to every Valenzuelaño who has given her the trust and confidence to serve them. Her goal now is to return the favor by giving her constituents the projects they deserve. As Carreon sets out to do her duties every day, she always puts the welfare of her constituents first. Her daily reminder of what being a public servant means is quite simple: “[Being a councilor] is not just a job but a responsibility I have to fulfill in exchange for the trust that Valenzuelaños have given me.”

00000000-0000-0000-0000-000000000002 < BACK PNP CHIEF GENERAL GUILLERMO ELEAZAR CPNP Gen. Guillermo Eleazar’s leadership is anchored on three major concepts—clean offices, clean ranks, and clean communities. BY HELEN HERNANE PHOTOGRAPHY BY MANUEL GENEROSO Leading the 220,000-strong Philippine National Police (PNP) force is no easy task. But despite having only six months to serve as its chief, General Guillermo Eleazar is determined to leave his mark. And instead of changing the system by applying institutional changes, Eleazar wants to focus on strictly implementing existing rules and laws. “All of the necessary policies, programs, and doctrines already exist. Every past PNP Chief thought of everything to further improve the force. Even with every new situation, there are revised memorandum circulars. Everything is in place, what needs improvement is enforcing them, especially those [rules] which people tend to overlook because of the system or perhaps, culture,” Eleazar stresses. Deep Clean The general, therefore, does not want to uproot the system. Rather, as his legacy, he wants a “cleaner” force and country—literally and figuratively. His entire halfyear program is anchored on three major concepts—clean offices, cleaning the ranks, and cleaning the community. Without missing a beat, the seasoned officer explains his rationale behind this program which is dubbed as the “Intensified Cleanliness Policy.” As a guide, the general says he is influenced by the “Broken Windows Theory” which is a criminology theory introduced in 1982 by two social scientists, James Wilson and George Kelling. This theory eventually became popular in the 90s in the United States when New York police commissioner William Bratton, with the support of Mayor Rudy Giuliani, used it to guide policing procedures. They named this the “Quality of Life” campaign. Going by the name itself, the “Broken Windows Theory” states that small, visible signs of crimes (or cracks in the windows), if not fixed, will eventually lead to bigger problems. In policing, it means cracking down on minor crimes (such as loitering, jaywalking, vandalism, curfew violations, etc.) to create an orderly and disciplined atmosphere. This lawful environment, in turn, discourages bigger crimes and further disorder. Since its inception, the theory has been tested by researchers in various locations all over the world, not just New York. One study was conducted in 2005 in Lowell, Massachusetts by Harvard University and Suffolk University researchers who worked with the local police. They identified over 30 areas in the city which are considered “hotspots” for crime. In half of these places, the police force cleared trash, discouraged loitering, fixed streetlights, increased misdemeanor arrests, expanded mental health services, and provided aid for the homeless. Meanwhile, no changes were implemented on the other half of the identified “hotspots.” In conclusion, the study revealed that the areas which were given minor improvements registered a 20% drop in calls to the police. It also concluded that visibly cleaning up the neighborhood was more effective than making more arrests. In a similar study conducted in the Netherlands in 2007 and 2008, researchers from the University of Groningen concluded that “One example of disorder, like graffiti or littering, can indeed encourage another, like stealing.” But the theory is not without criticism. Some believe that while it worked in some areas, the theory in itself is not the reason for the successful drop in crime. They reasoned that other factors are just as important to make the theory successful and that long-term reduction in crime involves more than just effective policing. There were also incidences of discrimination which led to, Wilson and Kelling, the orginal theorists, stating that the theory should not equate to ‘zero tolerance’ and moreover, it requires “careful training, guidelines, and supervision” and a positive relationship with the community. New York implemented this theory for over a decade and some data suggest that the results may have been successful. While the correlation between the two is unsure, what is certain, however, is that whatever the result is, it did not happen overnight. And it is a fact that doesn’t elude the PNP’s 26th chief. “This isn’t something we can accomplish in six months which, anyone would agree, is a very short period of time,” he admits. “But I want to inspire the organization by starting this and perhaps they can continue implementing it even long after I leave my post.” And with the clear-cut, three-pronged plan he set in place since his appointment as chief in May 2021, his hopes of long-term change may not be so farfetched. Next To Godliness First, the program instills discipline in the ranks by making sure that all police infrastructure (precincts, cars, even the parking lots of police buildings) are dirtand trash-free. “A clean office is basic. When people, have concerns, they head to the police stations. They don’t go to the [national] headquarters, not even the provincial headquarters. And when they see that the stations are dirty and foul-smelling, can the police officers expect to garner any respect? These police stations are the windows to the soul of the Philippine National Police. They generate the first impression and impressions last,” Eleazar explains. The next prong of the program involves cleaning the PNP ranks, which involves short-term and long-term solutions. A quick “remedy” would be to immediately investigate and, if needed, remove any officer which is involved in a crime. But the general clarifies that it’s not a one-way ticket to the guillotine and there is a chance for reformation, but only “if they can still be saved.” For the long-term solution, Eleazar proposes massive changes to the recruitment process. The chief shares that they started a “faceless, nameless” recruitment system which uses a QR (quick response) code. He shares that this method reduces human interventions which aims to stop the “palakasan” system and it is applied to the entire recruitment system, even tests (agility test, neuropsychiatry test, and drug test). “In our culture, if you don’t know anyone inside [the force], your application may be removed [to favor those who have connections inside]. Isipin mo, applicants are literally forced to look for people inside the force who will ensure that their applications are processed. Ano’ng matututunan nila doon kung simula palang, korupsyon na’ng bubungad sa aplikante (What can we expect our applicants to learn from this experience if from the very start, they are immediately exposed to corruption within the system)? We are cleaning house,” Eleazar says. Lastly, the third part of the program involves “cleaning the streets.” Eleazar shares that this concept includes the government’s drive against any and all criminality—illegal drugs, terrorism, and even cybercrime. “Kalinisan sa pag-iisip, sa katawan, sa organisasyon (Cleanliness in thought, physical appearance, and organization-wise). Discipline and everything else will follow,” he says. For the 55-year-old police chief, his program aims to address the biggest concern of the PNP which is the “dirty” system. He explains that it should be their top priority, especially because of the “blessings” that the force has received from the government, which includes several pay hikes. “That salary increase, everyone [in the force] is really grateful for it especially during this pandemic. Many lost their jobs and are hungry. Meanwhile, we still have our jobs and our salary is doubled. That’s why if someone doesn’t deserve to be in the PNP, then we have to remove them. There are more deserving individuals who are very much willing to properly serve and protect,” Eleazar shares. “While there are only a couple of delinquent police officers, those few errant individuals drag down the entire force. Their ‘small mistakes’ are highlighted more than our accomplishments, nasisira kami. Kaya gusto namin tanggalin yung mga abusado na pulis at mga utak-kriminal (we are ruined which is why we want to remove abusive police officers who have a criminal mind).” Restoring Trust This elaborate strategy is Eleazar’s plan to revitalize public trust, which he admits has been damaged through the years. This is even more so in recent years as reports of cops abusing their power have become prevalent as local governments impose lockdowns and strict curfews. But while the pandemic has heavily affected everyone, the Philippine Military Academy alumnus reveals that it has actually helped their mission to reduce street crimes. “One of the major interventions that the government imposed is the lockdown, restriction of movement. Because of this, even criminals’ movements are lessened which lead to a drop in crime rates. Another factor is the increased police presence in populated areas. We are a part of the task force implementing health protocols and our job is to make sure people follow these rules and man checkpoints. Increased police visibility also helps reduce crime,” Eleazar explains. Crime statistics primarily involve the calculation of index crimes—crimes against persons (homicide, murder, rape, or physical injury) and crimes against property (theft, robbery, carjacking, carnapping, and stealing cattle). According to PNP data, from July 2016 to June 2021, over 395,000 index crimes were recorded nationwide. This is a 64 percent drop compared to the index crimes rate for the last five years of the Aquino administration. By all accounts, crime rates in the past five years have been significantly lower than the past administration’s figures. Crimes against persons dropped by 62.87 percent; while crimes against property declined by 65.55 percent. Geographically, reported crimes in each region also decreased significantly— crimes in Luzon fell by 65.35 percent; Visayas crimes declined by 59.64 percent; Mindanao crimes fell by 70.90 percent; and crimes in the National Capital Region (NCR) fell by 59.32 percent. Many human rights advocates, however, believe that these figures are incomplete and that they don’t reflect reality. The government’s war against drugs—Oplan Tokhang, Oplan High Value Targets (HVT), Operation Double Barrel, and more—resulted in the death of nearly 6,000 individuals during anti-drug operations from July 2016 to September 2020, according to the data from the PNP and Philippine Drug Enforcement Agency (PDEA). Because of the numerous allegations surrounding the government’s drug operations, the International Criminal Court (ICC) formally launched an investigation on September 15. ICC Prosecutor Karim Khan said: “My investigation will seek to uncover the truth and aim to ensure accountability. We will focus our efforts on ensuring a successful, independent, and impartial investigation.” Eleazar stresses that the PNP is open for investigation because they have “nothing to hide.” He shares that one of the first things he did when he took over the PNP was to meet with Department of Justice (DOJ) Secretary Menardo Guevarra and talk about the nature of the operations of the drug war. During that meeting, he also expressed their willingness to cooperate and volunteered to examine the cases and see where there were “lapses.” The police chief also mentions the directive of President Rodrigo Duterte to the PNP and the DOJ to review the cases. “This isn’t anything new; we’ve been investigating as well. And as I’ve said in the past, [the PNP] is willing to help with regards to the ICC investigations,” he says. They say the first step in solving a problem is recognizing there is one. And the general is not one to shy away from admitting the force’s shortcomings. Eleazar, however, hopes that, with his leadership, people will have more faith in the PNP. Also, through their programs—faceless and nameless application process, Intensified Cleanliness Policy, and e-sumbong—the top cop is optimistic that the organization will earn back the people’s trust. “We’re not a perfect organization; we have faults. But my principle is that we have nothing to hide and we’re not covering for our people’s mistakes. If someone does something wrong, they will go through the due process. I hope the people will not tire of helping us when we make mistakes. Help us so that we can be more effective. Madadapa kami, pero tulungan niyo kami na makabangon (We will fall, but please help us rise again),” Eleazar ends.

< Back ADAPTING TO EMPLOYMENT IN THE AI ERA: WILL JOBS BE REPLACED BY AI? BY KAYELAH GOMEZ IN RECENT YEARS, THE WORLD OF WORK HAS UNDERGONE PROFOUND TRANSFORMATIONS, DRIVEN BY THE RISE OF ARTIFICIAL INTELLIGENCE (AI) TECHNOLOGIES. AS WE STAND ON THE BRINK OF THE AI ERA, WORKERS FIND THEMSELVES AT A CROSSROADS, NAVIGATING A TECHNOLOGICAL FRONTIER THAT PROMISES BOTH CHALLENGES AND OPPORTUNITIES. INDEED, THE INTEGRATION OF AI INTO THE WORKPLACE SPARKS AWE-INSPIRING ADVANCEMENTS AND DEEP-SEATED CONCERNS. As AI technologies advance, concerns about job displacement also become more and more prevalent. Automation, machine learning, and robotic processes are reshaping industries, rendering some traditional roles obsolete. The question thus arises: Will AI eventually replace human workers? ADAPTING TO THE CHANGING NATURE OF WORK The traditional 9-to-5 office model is evolving, thanks to the flexibility afforded by AI. Remote work, gig economies, and collaborative digital platforms are integral components of the modern work landscape. Employees are challenged to adapt to a more dynamic and decentralized work environment, requiring honing digital literacy, fostering adaptability, and cultivating effective communication skills in virtual spaces. STRATEGIES FOR SUCCESSFUL NAVIGATION Continuous learning emerges as an imperative for successin this new era of work. Employees now have to activelyseek opportunities to upskill and reskill, keeping up with technological advancements. Companies, in turn, have toinvest in training programs to empower their workforce. The interconnected nature of AI systems emphasizes the importance of collaboration, requiring a collaborative mindset and leveraging AI tools to enhance teamwork, leading to increased productivity and innovation. ETHICAL CONSIDERATIONS As AI becomes more integrated into workplaces, ethical considerations take center stage. Employees and organizations are expected to prioritize responsible AI use, ensuring that technology aligns with ethical standards and societal values. Should fast, highly structured output be given more weight than output that comes from thinking out of the box? On the other hand, workers, such as writers, artists, and the like, are expected to abide by set rules on the use of AI. Intellectual property rights, for one, still have to be respected. LOOKING AHEAD Even with the above, it is crucial to recognize that AI also creates new avenues for employment. Jobs centered around AI development, maintenance, and ethical oversight are on the rise, offering opportunities for upskilling and career pivots. While the AI era brings about significant changes, it presents an opportunity for a more efficient way of getting things done. Rather than take either of the two extremes—relying heavily on AI at the expense of qualified, experienced workers or totally shutting the door on AI—we can pave the way for a future where AI enhances, rather than replaces, the human workforce. As we stand at the forefront of this technological revolution, we could seize the opportunity to shape a future of work that is both technologically advanced and reflective of human ability.

e3d6a14e-3666-4de5-98d6-c8c06b096662 <Back BRGY CAPT. BENHUR CRUZ Barangay Capt. Benhur Cruz is on a quest to bring Poblacion, Makati to new heights, preserve its roots, and unite its people BY HELEN HERNANE PHOTOGRAPHY BY DANIEL SORIANO In just the span of a few years, Brgy. Poblacion has rapidly grown into a thriving business and cultural hub that caters to tourists and locals alike. With its streets full of restaurants and bars, the once sleepy barangay has transformed into the place to be, especially for foodies and alcohol enthusiasts. And in the center of it all is none other than Brgy. Capt. Benhur L. Cruz. NEW IMAGE Since assuming office in 2010, Cruz has actively sought for a ch ange in Brgy. Poblacion’s image. For him, pre-existing establishments, such as El Chupacabra and Heckle and Jeckle Sports Bar, are huge factors on how Poblacion achieved the “facelift” it needs. But he knew that in order to flip its image completely , he would have to open its doors to everyone. In the barangay’s mission and vision, you could clearly see that one of their objectives is “conducive environment for business to flourish.” As the center of Makati, its prime location has not gone unnoticed by entrepreneurs and so it didn’t take long until its streets were crawling with people in search of great food and drinks. Dozens of establishments have opened up in Poblacion since Cruz became barangay captain. Of course, hand-in-hand with its development, a problem arises for the community and his office to resolve—noise pollution. “Poblacion is like a province within a city. We’re used to the silence,” Cruz says. He notes how drunken customers would often make noise until the wee hours of the morning. “So the once quiet Poblacion is now disturbed,” he adds. Click here to read full article for free