< Back Purpose-Driven Politics. Business. Corporate Social Responsibility. Marie Loise Ticman-Canson has ventured into all these and more. BY JOYCE REYES-AGUILA PHOTOGRAPHY BY ROMEO PERALTA, JR. In their family’s Rublou Group of Companies (RGC), she leads in various areas. Ticman-Canson is president of Lucky Realty Development Corp., a subsidiary of Rublou, and RGC’s vice president for administration and finance where she oversees various business units, including human resources, marketing, and accounting. At the same time, she is the managing director of the firm’s real estate and leasing group where she looks after their commercial buildings, community markets, and rentals. Ticman-Canson was born a day before the EDSA People Power Revolution concluded in 1986. “My dad (retired Gen. Luizo Ticman) was a soldier with the Philippine Constabulary (PC) then,” the self-described EDSA baby recalls in the vernacular. “He was in EDSA (Epifanio de los Santos Avenue, where the revolution took place). While the People Power uprising was happening, his PC unit helped maintain peace and order in affected areas. My mom (Ruby), on the other hand, was in the hospital a few kilometers away waiting to give birth to me.” Most of her birthdays as a child were celebrated with the country on red alert status. “It was in anticipation of any rallies,” she explains. “It’s like I became allergic to the term ‘red alert’ because my dad will always be away working. He was always out serving the country and the people.” The instability in the country during the late ‘80s almost led her family to migrate at the insistence of her mother Ruby, but her father did not want to leave as he wanted to be in the country where it matters in times of socio-political upheavals. “At some point, I hated it, to be honest,” she reveals of her father’s profession. “I barely saw him as a child.” Aside from his police work, her dad was also busy with the family’s business. Ticman-Canson recalls feeling that her parents worked 24/7 when they established their company in the early 1980s. Her mother also gave up her career as a nurse. It was in college when she appreciated her father’s calling more. The elder Ticman was involved in the investigation of the 2008 siege in The Peninsula Manila where former defectors from the Armed Forces of the Philippines (AFP) occupied the hotel to voice out their concerns and allegations against the administration of then President Gloria Macapagal Arroyo, and the explosion several months earlier in a section of the Glorietta Mall in 2007. “Learning about what he did in the search for truth and justice” had an impact on Ticman-Canson. “I understood that he was doing it ultimately for the country and for his family to give us a better future. I could not imagine what he went through back in the 1980s, with the coup d’état and maybe the work-related threats he received.” She adds that her father’s profession provided her with unique experiences that helped mold her personality, including living in a camp where she played with the children of prisoners, soldiers, and other PC officers. Ticman-Canson actually dreamt of becoming a lawyer. But her parents influenced her to specialize in a field that will allow her to be part of the family’s business. She took up Humanities and majored in Management at the University of Asia and the Pacific (UA&P). Not long after, the fresh graduate received an invitation to join politics from some leaders in Cainta, Rizal where her father is well known. It was while serving as vice-chairman of the Cainta Municipal Tripartite Council as Rublou representative that she became involved with government organizations. The then 22-yearold was reluctant to get into politics and her father was opposed to the idea, too. The elder Ticman told his daughter that she would never be allowed to use the name and resources of the family business should she pursue public office. She obeyed her father’s wishes but informed him that she will consider joining politics in the future. She did not want to regret not running for office and possibly blaming her father for it, in case it becomes a missed opportunity. She already followed their request to take a course that was not her primary preference and immediately joined the family’s company instead of exploring other firms. “This time, I wanted a decision that I was going to make for myself,” she shares. “I wanted to tread my own path. My experience was limited to our company and I was always looked at as the child of General Ticman. I wanted to prove something and make a name for myself. I wanted to find my purpose.” Ticman-Canson ran for public office in 2013. “I saved up for it and wrote my father a letter to inform him of my decision,” she remembers. To her surprise, the former general later formed a team to help her bid. She received the highest number of votes among the candidates for councilor in the municipality. Shorly after her victory, the neophyte politician realized that politics was far from what she envisioned. “It was a difficult place to be in for an idealistic person such as myself,” she explains. “You want to make changes but what can you do when you are just a councilor? I realized that politics was not for me at that time.” “I wanted to tread my own path. My experience was limited to our company and I was always looked at as the child of General Ticman. I wanted to prove something and make a name for myself. I wanted to find my purpose.” Eventually, Ticman-Canson looked for ways to influence people and make her voice heard as a civilian. The former member of the Junior Chamber International Philippines, an organization that provides “opportunities for young people to develop leadership skills, social responsibility and fellowship necessary to create positive change,” according to the Philippines Jaycees, Inc. website, has been a Rotarian since 2013. “Every opportunity that I get to do something for the community and for the country, I’m willing to do it,” TicmanCanson says. “I want to do things that will not make my child feel that there is division in our country. It should be a country she will be proud of.” She believes in positive campaigning and says she never engages in gutter politics. Ticman-Canson has declined previous offers to run for public office again although she is not totally closing her doors to public service. THE FAMILY BUSINESS The Rublou Group of Companies was established in 1984. It started as a “small meat dealership,” according to the former councilor. Her father eventually built a service facility to process and distribute their products to wet markets and supermarkets. The business expanded into real estate and leasing around 1996. It was in 2006 that the Ticmans started to build community malls and markets. “I’m very proud that my sibling and I were able to help our parents expand the business and professionalize it,” TicmanCanson says. She was able to help craft policies, publish employee handbooks and organizational manuals since joining the firm. She had to put things in order and while she did not want to be the “bad cop” in doing so, she had no choice but to perform that role. Her father and brother are both generous and at times, they were not able to monitor how much money employees were borrowing from them. “It took us years to change some habits and instill discipline. You have to explain why you are doing certain things. You have to speak your employees’ language, especially since our policies apply to everyone, from our meat cutters up,” she explains. Ticman-Canson also leads the corporate social responsibility arm of the RGC. It’s her favorite role because she is able to work for the company and help the community at the same time. “I am able to quench my thirst to help because it’s like public service,” she explains. “We are able to do more when we collaborate with other organizations and the government. How does Rublou do it? Sixty percent of the spaces the company leases out prioritize micro, small and medium enterprises (MSMEs). “Instead of having them on the streets, we help legalize their business by allocating space in our community malls or markets,” she says. “And when we build other community malls or commercial spaces, we ask them if they want to expand. I am proud that several former ambulant vendors are now their own bosses and employers of more people. It’s a good feeling that we are able to do this. They are able to send their children to school and earn decently. You empower them to progress.” “We advise our team to help people who are interested to get into business. We give suggestions. We guide them. We look at them as business partners. We want them to be part of our success. Especially when the pandemic hit and we were on lockdown, it was very challenging for all of us. We had to push them to evolve, including those without Facebook pages, and those who refused to offer delivery services. We told them that we had to adapt or else we will not survive. I found my purpose somehow in helping these entrepreneurs.” The company also has partnerships with the indigenous people of Antipolo and Baras. They are working with the local government and the Department of Agriculture (DA) to help tribes make their livelihoods sustainable and have less interference from middlemen. Ticman-Canson says their company is supportive of protecting the environment and collaborating with all parties to help boost the economy. “We have to encourage small businesses,” she says of her advocacy. “I find satisfaction and fulfillment when I see others also become successful and prosper, even if you just give them an opportunity.” In closing, Ticman-Canson is looking forward to the time when the pandemic is better controlled. “We’ve got a little bit of a stop in real estate. But that’s one thing I am looking forward to in the future—to put up more community malls, and work with more entrepreneurs.”

< Back Ensuring Water Security for the Country By Godfrey T. Dancel LOCAL WATER UTILITIES ADMINISTRATION ADMINISTRATOR VICENTE HOMER REVIL SHEDS LIGHT ON THE AGENCY’S FUNCTIONS AND SHARES INFORMATION ON THE GOVERNMENT’S COMPREHENSIVE PROGRAM TO ENSURE A SUFFICIENT SUPPLY OF SAFE AND AFFORDABLE WATER FOR THE COUNTRY. THE ADMINISTRATOR Chosen to lead LWUA in February 2023, Revil has made his mark as part of the national government bureaucracy, just as he had made a name in local legislation and governance. From a local legislator and local chief executive, Revil now performs the role of the head of a GOCC which deals with specific concerns of local governments across the country. He describes the transition from local government official to LWUA administrator as being akin to moving from one world to another. “It's a totally different world that we're looking into at LWUA compared to the local government,” he notes. Revil, however, is no stranger to the major water supply-related issues faced by water districts and local government units. “I started out as a lawyer and a public servant in our province of Masbate,” he says. “I was elected as a provincial board member, then vice governor, then also assumed the position of provincial governor. But, I would say, with that background, my advocacy towards water had always been there. Because, in our province, there's also the water district, and there were some problems with regard to water supply. So I personally know the plight of our people.” The 2016 Outstanding Public Servant-People’s Choice awardee notes that “until now, many provinces in our country, mostly small island-provinces, have no sources of potable water. A lot of our countrymen badly need potable water.” Revil, however, is confident of making an impact at LWUA. “I take this reality as a challenge and at the same time a call to action because as a public servant, I have to give back. It is my commitment as LWUA administrator to be there for our people in ensuring that there's water for Filipinos.” Drawing the line between his present position and his past as a local government official, he declares: “I am not a politician anymore. I am now part of the executive branch of government, an appointed member of the bureaucracy. And I am here to ensure that the leadership of LWUA will do what is needed for the water sector to develop as needed.” LWUA AND WATER SECURITY Water security may be defined as a society’s capacity to guarantee a sufficient supply of safe and affordable water that is essential for survival and to carry out various domestic and productive activities. This very concept served as a major basis for the creation of the LWUA and the formation of local water districts as provided for by Presidential Decree 198, issued by then-President Ferdinand E. Marcos in May 1973. Said decree declared “[t]he creation, operation, maintenance and expansion of reliable and economically viable and sound water supply and wastewater disposal systems for population centers of the Philippines” as a high priority objective of national policy.” The same decree identified “the formulation and operation of independent, locally controlled public water districts” as the “most feasible and favored institutional structure” to achieve said objective. For the past 50 years, LWUA has steadfastly worked for the pursuit of the national government’s goal of universal access to safe water and sanitation, including septage and sewerage management in the countryside. Revil points to the fact that the incumbent president’s directive regarding water security is perfectly aligned with his father’s vision. “What President Ferdinand E. Marcos wanted 50 years ago was to ensure that a systematic approach to local water development would be established and maintained. What’s very inspiring is that our incumbent president also wants to ensure that there’s a continuing development of the water sector for our country,” he enthuses. LEGACY IN THE MAKING In response to President Ferdinand R. Marcos Jr.’s call for LWUA to give “special focus” on improving water security in the country, Revil unveiled the Patubig sa Buong Bayan at Mamamayan (PBBM) legacy program in the third quarter of 2023. Marcos earlier made the call in his 2023 State of the Nation Address (SONA), calling for a “cohesive, centralized, and systematic” approach to the country’s water security concerns, rather than one that is broad in scope but random and haphazard in implementation. “We have set a target of more than 700 water projects and more than 40 sanitation projects in various parts of the country. Those projects are for the new transmission or water lines for households, development of more water sources, and at the same time, lessening water wastage,” Revil shares. “We will also be coming up with projects for sewerage and sanitation, so that the used water will be treated.” The sheer number of projects under the PBBM program entails significant funding, but Revil is confident that this will not be a hindrance, especially since this is a major project of the present administration. “We have been asking the leadership of the House of Representatives and the Senate, through President Marcos, Jr., for the approval of the more than Php25 billion budget for this five-year program,” he shares. “As of now, however, we have continuing funds at LWUA that we’re using and at the same time, we were able to access USD60 million from the Asian Development Bank for these projects.” “This will be the legacy of this administration under the leadership of President Ferdinand Marcos, Jr.,” Revil states, again underscoring the president’s instruction for LWUA “to ensure that there’s adequate water for the Filipino people.” REVIL IS NO STRANGER TO THE MAJOR WATER SUPPLY-RELATED ISSUES FACED BY WATER DISTRICTS AND LOCAL GOVERNMENT UNITS. HIS EXPERIENCE AS A LOCAL LAWMAKER AND CHIEF EXECUTIVE WHO HAD TO DEAL WITH WATER SUPPLY PROBLEMS HAS GIVEN HIM PERSONAL KNOWLEDGE OF “THE PLIGHT OF OUR PEOPLE.” COMMITMENT TO SERVICE Even as LWUA is giving the PBBM Program the attention it deserves as a flagship program, the agency has not lost sight of its lending, regulatory, and other functions. “What we're trying to do here is to ensure harmony in the development of the country’s water sector,” Revil states. “There are different agencies that we have to deal with. We have to deal with local government units, because water districts must be formed through local initiative.” After a water district is formed and its board of directors is formed and its general manager is chosen, LWUA provides it with help with regard to institutional development. Its team of managerial experts comes up with the necessary interventions to equip the water district officers with the needed policy-making, managerial, and technical expertise needed to effectively run their water district. “At the same time, we have to ensure that the water districts follow all the relevant standards,” he continues. “Because we have to follow the environmental standards set by the Departmen of Environment and Natural Resources. For example, the water must be safe for drinking, for human consumption, because safe water is life. We also have to ensure that there's environmental sustainability. This includes standards and environmental safeguards for reusing wastewater. This way, when wastewater is returned back to the environment, it is safe and clean, and it can be used again, in line with the principle of sustainability.” As a lending institution, LWUA provides water districts with much-needed financial assistance. “We have to harness financing on the part of the local water utilities,” Revil says. “We would like to ensure that financing is being given through a grant, or soft loan at a very low interest, even zero interest as the case may be, for the development of water districts.” What sets LWUA apart from other lending institutions is its unique view of countryside water supply development—that this is not just a simple financial venture or waterworks construction project, but a comprehensive development initiative that takes into consideration a number of factors that could ensure a reliable and sustainable water service. With a commitment to the above, and guided by the core values of dedication, professionalism, integrity, and excellence, LWUA’s leadership and entire workforce have succeeded in making the agency a model for water supply development in Asia. WHAT WE'RE TRYING TO DO HERE IS TO ENSURE HARMONY IN THE DEVELOPMENT OF THE COUNTRY’S WATER SECTOR. MAKING WATER DISTRICTS WORK With the Philippines’ archipelagic nature, LWUA is faced with the task of dealing with 532 water districts across the country, each with its particular concerns. Revil, however, prefers to look at the situation with a positive outlook. All the water districts are GOCCs and have the capability to sustain their operations. “The good thing with having them,” he says, “is that since they are local institutions, the ones running them know the conditions within which they operate. They are familiar with what is needed by the province, the city, municipalities, and barangays within their respective territorial jurisdiction, and could respond to such accordingly.” “Of course, not all water districts are similarly situated,” Revil states. “There are developing ones, the small ones. There are medium water districts, and large ones. They each face different conditions.” As such, LWUA has to approach their concerns in different ways also. Some existing water districts somehow could not be up to par with the standards, and LWUA has to approach these differently. “Non-operational or inefficient districts are at times consolidated, combined into clusters, in order to improve management and make the investments more viable,” Revil discloses. “We have to come up with immediate steps to enable small water districts to come together and operate as bigger corporations so that they could take advantage of economies of scale in the development of the water districts.” “Once these small water districts merge, they can serve the people better because they have bigger coverage and they can save financially and at the same time,” Revil adds. “This way, they could ensure that as GOCCs, they have sustainable operations.” GIVING BACK AND INSPIRING OTHERS Revil, whose parents are both former teachers, puts a premium not only on education but on public service. “My mom and dad instilled in me the idea that I should be seasoned enough and at the same time, season others. It means that I should learn as much as I could, and always give back to humanity. So that has always been my motivation for public service,” he shares. “As the son of educators, I believe in capacity development. And I will always be a student, a student of life,” the Ateneo de Manila University School of Law alumnus says. “Even as we serve the people, we should continuously learn and capacitate ourselves. So, yes, even after I finished my schooling, even though I was already holding elective posts, I continuously studied to ensure that I have enough tools and capability to perform my duties as a leader.” This same view of personal and professional development is something the administrator has inculcated in the employees of LWUA. “I've been telling our people that capacity building is very important. You have to develop yourself, internalize the things you learn. Because the worst that we can do to ourselves is not developing ourselves anymore. There must always be change in our lives,” he says. LOOKING AHEAD With an experienced and dedicated technocrat at the helm, LWUA is expected to be even more relevant in the next years, particularly for the remainder of Marcos Jrs’ term. “We envision LWUA as the premier, topmost agency in terms of water sector development in the next five or so years,” Revil declares. “We want to show that LWUA is doing a great job in terms of local water utilities administration.” Revil also considers Congressional initiatives to establish the Department of Water Resources (DWR) as a “very exciting” development. Said department shall take charge of the comprehensive mapping of the country’s water resources, as well planning, policy formulation, utilization, exploitation, development, and protection of such resources. “These are exciting times ahead of us in terms of water sector development,” Revil says, noting that LWUA, with its 50 years of experience as an institution, will continue to play a major part in the success of the DWR. Again, Revil stresses the important role that institutional learning has played, and will continue to play, at LWUA. “We have proven technical expertise on matters regarding water supply development. We have shown the capacity to do what is right in terms of financing and institutional development of water districts, and the entire water sector. We will be there to take on whatever challenges the future may bring. LWUA will continue to work for water sector development and ensure that when it comes to water security, no one is left behind,” he concludes.

< Back CHOOSE YOUR FUN IN TACLOBAN By Helen Hernane PHOTOS BY ASR MEDIA TEAM Tacloban has everything you need. Nine years ago, Super Typhoon Yolanda (Haiyan) wreaked havoc in the City of Tacloban. Since then, the city has been working hard to rise from the devastation. Aside from rebuilding infrastructure and providing housing, the government is also looking to boost back the city’s tourism. Fortunately for tourists, there are plenty of places to visit and dining spots to try out. MacArthur Leyte Landing Memorial National Park Half an hour away from downtown Tacloban is the war memorial that commemorates General Douglas MacArthur’s historic landing during World War II. The landing represented the start of the American campaign to liberate the Philippines from Japanese occupation. On the coast, tourists can see seven life-sized bronze statues, one of which represents MacArthur. It is modeled after the iconic photograph taken by Gaetano Faillace during the A-Day Landing. San Juanico Bridge Everybody who has been to Tacloban City knows that visiting this bridge is a must. As the longest bridge in the country, San Juanico Bridge stretches from Samar to Leyte. It goes across the strait after which it is named and was inaugurated on July 2, 1973. The bridge recently also became a nighttime attraction with the completion of the San Juanico Bridge aesthetic lights and sound project. This is expected to bring in even more tourists and eventually spur economic growth. She’s Amilia Café “Our café is named after our inspiration, my daughter who was born with down syndrome. Amilia is the reason behind our café because it’s not just a coffee shop, it’s a hub for people who have the same struggles as her,” says the owner of She’s Amilia Café, Arlene Asturias. Last November 12, the café hosted its first “Advocacy Talk.” The event tackled empowered parenting, mental health, and intervention. Children got involved in sensory play and decorating activities. There was even a photo wall for everyone to enjoy. A portion of their sales went to parent beneficiaries who also have children within the autism spectrum. Aside from various kinds of coffee, the first disabilityfriendly café in Tacloban also offers pizza, smoothie bowls, burgers, pasta, rice meals, and breakfast meals. They also have a wide array of pastries—cookies, biscotti, cakes, and more. She’s Amilia is located at the corner of Avenida Veteranos and Paterno. You may also visit their other cafés— Jose Karlo’s Coffee and Rovinare by Jose Karlo’s Coffee. Pacific Point Events Place & Resort This one-stop resort has everything you could possibly need for a vacation— comfortable rooms, beach, al fresco dining restaurant, pool area, cottages, Queen’s Gambit Café, Studio88 Bar, and Tagpuan Beach Bar. Pacific Point also has three function rooms and spacious outdoor areas perfect for corporate events, conferences, and social gatherings. Tourists can also buy local products in their souvenir shop—buri bags and delicacies. Slipstream Bike Shop and Café Located on the first floor of ERC Building at the corner of Justice Romualdez St. and M.H. Del Pilar St. in downtown Tacloban, Slipstream Bike Shop and Café is the ultimate pit stop for bike lovers and enthusiasts alike. Visitors can grab a quick cup of hot or iced coffee (americano, cappuccino, latte, mocha, or matcha) or a nice cup of hot chocolate. They also have milkshakes and cakes. Aside from refreshments, you can buy bicycles, bike parts, and accessories, and even have your bicycle maintained by their in-house experts to round out an afternoon dedicated to appreciating the sport of cycling. Plus, loyal customers can get their 10th drink free. Customers are automatically entitled to a loyalty card after purchasing any of their drinks. With their free Wi-Fi and power outlets, anyone can visit the café to work, study, or relax. Buy magazine here

< Back The Millennial Leader Silang, Cavite Vice Mayor Aidel Belamide talks about jumpstarting the next generation for strong governance and how he's helping to shape a brighter future for their town. BY MARIEL ABANES PHOTOGRAPHY BY DANIEL SORIANO Silang, Cavite Vice Mayor Aidel Belamide warmly welcomes everyone to his office with a handshake, a wide smile, and eyes sparking joy and passion. His cordiality eased us into a lengthy conversation that revealed his beginnings as a scholar and his present life as the second highest official in his hometown. His profession showed in the way he spoke—well-versed, informative, and full of details that made his story as vibrant as it’s inspirational. The 32-year-old politician leads by his brand as “Teacher ng Bayan,” and “Leader ng Kabataan.” He wants to teach the principles of good governance not just to the people, but to the whole council as well. “I want to develop the council in such a way that we follow these principles. I’m coming from the belief that the Sangguniang Bayan is the council of the people Bayan is the council of the people, for the people. From the word itself, sangguni, which means to refer. Hence, kapag may tanong o problema ang bayan, sa amin sumasangguni (when the people have a question or a problem, they consult us),” he says. SERVING THE PUBLIC INTEREST At age 15, Vice Mayor Aidel served as the Sangguniang Kabataan Municipal Federation President, his first foray into politics. His term lasted until 2007, back when he was juggling his responsibilities as a student and as a young leader. Two years later, then-21-year-old Aidel was tapped to run for a seat in the council. Fresh out of the University of the Philippines-Los Baños where he studied Communication Arts, young Aidel, though grateful for the opportunity, felt unprepared to take on such a post. “I was presented to the rest of the political leaders of our town, but even if I had that meeting, I was half-hearted,” he recalls. Unsure of what to do next, he went from church to church to find counsel in the divine. Little did he know that the answer will be served right up to him in his last destination. Click here to read full article for free

< Back Makes a Triumphant Comeback After a two-year hiatus, the Kadayawan Festival returns to a face-to-face celebration of its various festivities and activities. BY RUDOLPH IAN ALAMA ARTICLE AND PHOTOS BY RUDOLPH IAN ALAMA The Kadayawan Festival is held every August in the Cityof Davao. “Kadayawan” comes from the Dabawenyoword ‘ Madayaw ’ meaning good or beautiful. This yearlycelebration is held as thanksgiving for the bounty ofnature and the wealth of culture. During the olden times, the tribes living at the foot of Mt. Apowould gather after a bountiful harvest and perform a thanksgivingritual to ‘Manama’ the supreme being for abundant produce. Fromthis ritual emerged the modern-day festival that is renownedworldwide. The festival puts the spotlight on the indigenous cultures ofthe city’s 11 recognized ethnolinguisticgroups. This year’s Kadayawan Festival,dubbed “ Kasikas sa Kadayawan ”meaning “Making Noise inKadayawan,” ran from August 15to 21. According to Davao CityCouncilor Al Ryan Alejandre,who chairs the Committee onBeautification and Tourism andis a member of the executivecommittee leading the festival, the37th Kadayawan managed to reelin more than its target of 50,000visitors. “We surpassed our target, punong-puno ang ating mga hotel,in fact kulang pa gani atong hotelaccommodations (our hotels arefully occupied, in fact our hotelaccommodations are inadequate),”Alejandre reveals. The 37th Kadayawan sa Davao started on August 5 with theopening of the Kadayawan Village inside the city’s Magsaysay Park.Built in 2017 for that year’s Kadayawan, the village contains 11tribal houses each belonging to the 11 indigenous groups in the city.It is a showcase of their respective culture and traditions, with eachhouse acting like a museum filled with native artifacts. The formal opening of this year’s festival was held on August15. One of the major events in the festival is Hiyas ng Kadayawan ,described as the annual search for that distinctive young ladyrepresenting her indigenous group, knowledgeable of her nativeculture and wisdom through a pageantry of Mindanaoan myths andlegends. This year’s Hiyas ng Kadayawan is a Maranao lass who teaches atthe Philippine Women’s College of Davao. With her victory, 26-yearoldBeauty Rose Gandarosa became the first Hiyas ng Kadayawan since 2019. Sayaw Kadayawan, a dance tilt inspired by indigenous culture,was won by Madayaw Cultural Ensemble.Another tribal event is the Dula Kadayawan , a showcase ofindigenous games participated in by the 11 ethnic groups. This washeld at the grounds of the People’s Park in the heart of downtownDavao City. The two largest and much-awaited events in the Kadayawanwere the Indak-Indak (Street Dancing Competition) and the PitikPamulak (Floral Float Parade and Drum-Beating Competitions).Held on a weekend, the two competitions attracted huge crowdscongregating along the city streets and not minding the intensetropical heat. The contingent from Bernardo D. Carpio National High Schoolwas crowned as champion for the Davao City-based category of the Indak-Indak while Sindac Anib from Bislig, Surigao del Sur won thetop prize in the open category. The two champions each took homePhp one million each. The Magallanes Elementary School Muganapak Drum Beaterswon first place in Pitik Kadayawan . While for the floral float, the Del Mar Painitan had the best float for the Small Category,the Tahawrog Tribe in Marilog won the best float for the Lahi (alternative) category and Aeon Towers copped the top prize forthe big float category. All in all, the 37th Kadayawan Festival was a resounding success. Davao City Mayor Sebastian Duterte attributed thetriumphant return of the festival to the cooperation of allDabawenyos.The mayor thanked the personnel of the local government unit,the security personnel, various city government departments, andthe private sector for the success of the festival, saying “Salamatgyud kaayo sa inyong efforts. I really appreciate ang ilang ginahimopara sa syudad (Thank you so much for all your efforts. I reallyappreciate what you have done for the city).”

< Back "barangay connection" BY TREISHA C. ROVERO Swap for a Cause in Barangay Ampid 1, San Mateo, Rizal Barangay Ampid 1 in San Mateo, Rizal recently launched “MaBOTEng Kapalit,” an innovative waste-for-food campaign designed to address three pressing community issues: malnutrition, poor hygiene, and environmental degradation. Through the program, residents were encouraged to collect and bring in plastic and other household waste in exchange for essential goods such as rice, food packs, and sanitation kits. This simple yet impactful initiative not only promoted proper waste management but also provided much-needed nutritional and hygiene support to low-income families. Although the event was conducted as a one-day activity due to limited funding, it successfully mobilized the community and emphasized the power of collective action. Long lines of participants, many of whom were children and elderly residents, reflected the need for such inclusive and sustainable initiatives in grassroots communities. Barangay officials expressed their optimism in continuing the program with the help of government agencies and private sector partners. Barangay Halayhayin, Tanay, Rizal Benefits from 2025 INVENTREPINOY-FISMPC Aid Program INVENTREPINOY-FISMPC (Filipino Inventors Society Multi Purpose Cooperative) brought aid and hope to Sitio Labong through its 2025 outreach program “Tulong sa Sitio Labong, Handog ng Inventrepinoy,” held at Viento Farm in Barangay Halayhayin Tanay, Rizal. The event benefited 120 families consisting of around 600 residents with gift packages, games, and tree planting and community-building activities. Beyond immediate relief, the program focused on sustainable support. Natures Taikun Manufacturing Inc. conducted a free agricultural seminar for local farmers, while RU Foundry introduced a livelihood project to help improve income opportunities in the area. The initiative was led by FISMPC Chairman Francisco “Popoy” Pagayon, Vice Chairman Engr. Jimson Uranza, and General Manager Davis Pagayon, with full support from FISMPC officers, the Pagayon family, volunteers, and barangay officials. Organizers expressed gratitude to donors, sponsors, and media partner Publishers Association of the Philippines, Inc. for making the event possible

< Back STANDING ON SOLID GROUND Peaceful, self-contained, and affluent, Barangay Magallanes, Makati City is an aspirational place to live in. BY MAAN D’ASIS PAMARAN PHOTOGRAPHY BY DANIEL SORIANO Barangay Magallanes in Makati City is an aspirational place to live in. It is a peaceful, self-contained, and rather affluent residential community with a commercial area, church, and school that also sees progressive leadership under its chairman, Jose Mari A. Alzona. Even though the 32-year-old only took over the position last July, he is no stranger to serving their barangay. He was the next-in-line during the incumbency as barangay chairman of now City Councilor Armand Padilla, being the number one kagawad. Prior to this, he had served as SK chairman. Through the years, Alzona initiated many projects focusing on the youth, such as holding free basketball clinics at their neighborhood court and cooking classes that come with free ingredients. “We also hold basketball tournaments with nearby barangays so we get to foster camaraderie with them. This is something that our kids look forward to every summer,” he states. He also gives special attention to the household help in the community. For their Christmas get-together last year, he provided them with gift packs and organized a special dance party or baile. For the homeowners themselves, he holds a yearly golf tournament, which raises funds for the scholars of their beloved church group, the Catholic Women’s League (CWL). “These gracious ladies have scholars who are studying at Don Bosco, and we have turned over substantial donations, raising up to hundreds of thousands.” CLEAN, GREEN, AND SAFE Of course, it is not all fun and games at Barangay Magallanes. They have a flooding problem that the chairman is trying to address. “We are known for our floods. When Ondoy hit, the water level was dangerously high. It rose to about one and a half of my height,” he recalls. This is why they conduct dredging activities regularly at their end of the creek, he says. “Our problem is that the trash also comes from other areas, especially from the informal settlers of Pasay who live at our border. Even though we keep cleaning our part and make sure the creek flows freely in our vicinity, if the other communities around us are not effectively addressing the problem, we are all affected.” With this in mind, he is also making sure that their community is calamity ready. He regularly holds actual search and rescue trainings for their Bantay Bayan or barangay security group. “There are trainings offered by the government, but these are held at Manila Bay. Knowing that coliform levels are high there, I don’t want to risk it with our personnel. We really allot a budget for their trainings to be held in Batangas, so they can get actual quality training from the MMDA.” They are all about saving the environment at Barangay Magallanes, tackling the solid waste problem by employing strict measures toward compliance. “We are serious when it comes to waste segregation. After a first warning, we give tickets to households that do not comply. We also don’t pick up waste that is not properly segregated,” says Alzona. He cites 95% compliance with waste disposal rules, and says that the outliers are often those who are not from the country. “We had a case where we found out one of the houses was being rented by a Chinese group that was using it as a commissary. We dealt with it quite promptly, because we have restrictions against that here. What often happens is that they rent under the pretense that a family will live there, and then you start seeing different people coming in and out of the house.” “We have a very low crime rate,” he says, with most of the trouble being caused by those from outside communities, which is why security is something that they are proactive with. They have CCTVs installed throughout the barangay, and all the 20 bantay barangay personnel who are assigned on three shifts are equipped with batons and their own radios. “Unlike in other barangays, hindi sila naghihiraman (they don’t need to share),” he says. Their tricycle is likewise equipped with a first aid kit, as their personnel are all adequately trained to become first responders in emergency situations. ABOVE AND BEYOND The mandate of a barangay leadership is to deliver basic services, but given the profiles of their residents, Alzona and his team are taking it a step further by making government services more accessible and convenient. They have a doctor who holds clinic at the barangay office from 8 am to 5 pm, and a dental program that offers free cleaning and filling. They even go to the extent of picking up the free medications for the senior citizens from the city hall. “All they need to do is to coordinate with us and give us the prescription by the Makati doctor, and we will pick it up for them for free,” Alzona says. Those are not the only services that they offer. They make government paperwork more convenient by bringing the government offices to their barangay. “I simply tried writing letters to the government agencies, and they responded positively,” Alzona smiles. As a result, Barangay Magallanes residents can avail of mobile services from the Land Transportation Office (LTO) for license renewal, student permits, vehicle registration complete with emission testing, and even third-party liability insurance. From the Department of Foreign Affairs (DFA), they can avail of passport services, and can also get clearances from the National Bureau of Investigation (NBI). It even goes as far as getting a license to possess firearms from Camp Crame. “Why line up at these government offices, when they can just do it here? They don’t even have to line up because we already give appointment schedules. They just need to show up. The project proved to be very popular, with 600 people availing of the mobile passport services, for example.” There is also a service where they bring those who are applying for Makati’s “yellow card” to the city hall. “Personal appearance is now required, so we shuttle them there and assist them,” he says. Alzona has also employed his partnership skills with private entities. They’ve launched a project with Globe where plastic eco-bricks can be exchanged for mobile service points. A plastic soda bottle that reaches a certain weight with its stuffing of plastic wrappers could be exchanged for Php300 load. The biggest haul on record was about Php53,000 worth of load for a church group. “It was also an eye-opener on how much plastic waste we produce,” he says. They are now in the process of partnering with Hope in a Bottle, which will result in a plastic-grinding machine. The resulting plastic pellets can be recycled into new things. They have used recycled plastic bricks for their community garden where residents can come and harvest produce for free. The village also has free WiFi courtesy of another partnership. “It’s only for 30 minutes, and you’ll need to register again. But all of our public places, such as the playground, are covered. The only downside is that the yayas are now paying more attention to their phones instead of the kids,” he grins. INTO THE FUTURE Alzona says that he has started streamlining processes in their barangay and technology plays a very big part in such. Their meeting notes are now paperless for the most part. They now use tablets, documents are digital and easier to revise, and then they print only one hard copy for their files. In pursuit of transparency, meetings are also livestreamed on their official Facebook page, along with other activities such as the dredging and clean-up of their creek. Circulars are now being sent through Viber, WhatsApp, and Viber groups, so that it is easier to bring everyone onboard. “I use my phone a lot, as I’ve realized how powerful it can be as a tool to update everyone. There are those who have started posting items for sale in the groups though,” he chuckles. The way he is rebranding the barangay started with their change of official logo. It used to be just a square with the words Barangay Magallanes, along with a map and an image of their barangay building. Now, it sports an arch, symbolizing its role as the gateway to Makati’s financial district. The arch is also a bridge to the past and future, with the iconic windmill structure that was found in Magallanes shown together with the church that bears Magellan’s cross. “It symbolizes that our future is also with God,” the chairman explains. A chef instructor and businessman by profession, Alzona is a hands-on guy. He says that he goes to his barangay office every day after bringing his daughter to school. “At night, I also monitor what is happening, and the people here know that they can reach me right away if a situation calls for it,” he adds. One could say that Magallanes is a picture of success at the local government level. For other barangay leaders, Alzona advises being diligent about their tax mapping, so as to create more funding. “With our mobile government services, it is more convenient for our homeowners to pay their property taxes, so we have good compliance from the community. Partnerships such as these, with requests from government offices to come to your community, are possible so they should try to take advantage of the same.” “If you have a heart for public service, and really want to give the best to the members of your community, you will always find a way,” he ends. Click here to read full article for free

< Back Force of Nature Mayor Alan Jose K. Aroy of Macrohon, Southern Leyte talks about the importance of eco-management as a key to sustainable growth. BY RAMIL FARIÑAS PHOTOGRAPHY BY ROMEO PERALTA, JR. In the border of Southern Leyte, where verdant mountains stand tall, a horizon of blue sky and still clouds hover above connecting these wonders into one picture. It’s as if the sea is a sleeping maiden cloaked in a vast blue cape, and the mountains and tall trees are her guards. Painting this beautiful panorama is Macrohon, a town known as the champion of coastal communities. Under the leadership of Mayor Alan Jose K. Aroy, the municipality was awarded the grand prize in the Department of Agriculture-Bureau of Fisheries and Aquatic Resources’ (DA-BFAR) 2018 Malinis at Masaganang Karagatan (MMK) National Search for Outstanding Coastal Communities. The annual nationwide program recognizes outstanding coastal communities that have exemplary efforts on coastal resource protection and conservation. The town had been implementing the strict ban on illegal fishing with the observance of “off fishing season” (a time when commercial fishing of certain fish species is prohibited) and has declared its treasures as marine protected areas. It had kept its coastal waters clean and garbage-free, and had continued implementing the planting, protection, and rehabilitation of mangroves. For meeting the criteria and much more, Macrohon bested 75 coastal communities in the said search. Mayor Aroy says it’s a great honor to be lauded for their efforts. According to him, the local government had been planning and working to conserve Macrohon’s coastal areas since 1996. Back then, he was serving as a board member. This year, Macrohon finally reaped what they had sown. Mayor Aroy received the award at the Siquijor Provincial Capitol, Siquijor, Siquijor last July 19, 2019. Then-Agriculture Secretary Emmanuel Piñol together with BFAR Director Eduardo Gongona conferred the award on the town. RIDGE TO REEF One of the approaches that Mayor Aroy adopted is the “Ridge to Reef” approach. “What we did there was we noted the interconnectivity of all resources—from the forest down to the coastal areas,” he explains. Click here to read full article for free

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

< Back Presidential Inauguration: Transitions and Traditions By Julia Garcia President-elect Ferdinand “Bongbong” Romualdez Marcos Jr. chose the National Museum of the Philippines as his inauguration venue. His oath taking as the 17th President of the Philippines took place on June 30, just as President Rodrigo Duterte’s term came to an end. The presidential inauguration marks a new beginning for the Philippines, sparking hope for Filipinos to rise above challenges and achieve development under the leadership of the new president. Most presidents post- 1986 have taken their oaths at the Quirino Grandstand which offers a beautiful background of the Manila Bay while facing the Rizal monument. This time, presidentelect Ferdinand “Bongbong” Romualdez Marcos Jr. made inaugural history as he chose to take his oath at the National Museum of Fine Arts. The choice of venue was part of the decisions made during the transition period from the presidencies of Duterte to Marcos Jr. Then-Manila congresswoman and now Presidential Management Staff Secretary Zenaida “Naida” Angping shared that the Marcos team established an inaugural committee that inspected the National Museum. The building and its environs met the requirements of the committee, finding it as a “suitable venue” for the historic event. The committee also considered the Quirino Grandstand as possible site of Bongbong’s oathtaking ceremony but, the surrounding areas were still being used as COVID-19 response facilities, which the Marcos team did not want to disrupt. To give way to the preparations for the event, the museum was temporarily closed to visitors from June 6 to July 4. Meanwhile, the operations of the adjacent National Museum of Anthropology and the National Museum of Natural .....