COLLECTIVE is a quarterly publication of the Bases Conversion and Development Authority. TABLE OF CONTENTS 3 Moving towards the new normal 7 Clark: Resilience towards the new normal 9 Megaworld Lifestyle Malls: creating safe and caring spaces for customers 12 The drug-buster. The law enforcer. The corporate leader. 14 We Heal As One Center–New Clark City receives first batch of COVID patients 15 Senator Gordon visits Red Cross’ first molecular lab in Clark 16 A doctor ready for battle 20 Mask up 21 Snapshots: A round-up of BCDA’s milestones in the past quarter
ON THE COVER
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Medical frontliners in New Clark City geared up for operations as Clark’s We Heal As One Centers open their doors.
Safety measures in place as thousands go back to work in Clark
26 PPMC amidst the COVID-19 pandemic 28 Subic Freeport Covid-19 Testing Center Now Open to Public 29 516,392 trees keeps CJH green 30 Best food delivery services you must try 32 Icons: Clark International Airport New Passenger Terminal Building
Gregorio D. Garcia III CHAIRMAN
Vivencio B. Dizon
PRESIDENT AND CEO EDITOR-IN-CHIEF Leilani Barlongay-Macasaet EXECUTIVE EDITOR Maricar Gay Savella-Villamil MANAGING EDITOR Marie Therese Cimafranca ART DIRECTOR Ana Trina Sulit ASSOCIATE EDITOR Patricia Ruth Cailao WRITERS Kathrina Charmaine Alvarez, Karl Paulo de Leon, Michelle San
Juan-De Vera, Ryan Carl Mangubat, Denver Moreno, Suzanne Marie Ramos PHOTOGRAPHERS Garry Cativo, Samuel Luke Galivo, Ryan Carl Mangubat, Borj Meneses CONTRIBUTORS
Clark Development Corporation Clark International Airport Corporation John Hay Management Corporation Poro Point Management Corporation Subic Bay Metropolitan Authority Subic-Clark Alliance for Development CIRCULATION
Samuel Luke Galivo
@THEBCDAGROUP 2 Collective / Issue 9
EDITORIAL ADDRESS
BCDA Corporate Center 2/F, Bonifacio Technology Center 31st Street cor. 2nd Ave. Bonifacio Global City Taguig City, Philippines CONTACT NO.
(632) 8575-1700 FAX
(632) 8816-0996 E-MAIL
bcda@bcda.gov.ph WEBSITE
http://www.bcda.gov.ph
MOVING TOWARDS THE NEW NORMAL By Karl Paulo de Leon
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World Health Organization (WHO) Director-General Dr. Tedros Adhanom Ghebreyesus could not have been more right when he said in his speech on June 29 that none of us would have imagined how our lives would have been thrown into utter disarray because of this virus. It has already been more than six months since WHO received its first report of a growing cluster of cases of “pneumonia of unknown cause” in China. Since then, lives have been disrupted. Plans have been cancelled. Thousands of businesses have already filed for bankruptcy. Death tolls have risen. Panic is at an all-time high. It seemed that for a moment, everything stopped. Most of us stayed indoors and stocked up enough supplies at home, thinking that if we just waited long enough, the dust would eventually settle and that the outbreak would have been nothing more than a blip in the long year ahead of us. We were wrong. Our supplies eventually ran out, along with our patience. Our desire to meet our friends and loved ones whom we haven’t physically seen in the past few months has grown exponentially as the number of COVID-19 cases continue to rise all over the world. The economy has fallen as steadily as the thought settling in our heads that the crisis is far from over. But we need to keep going. Seeing the circumstances as something that 4 Collective / Issue 9
will not go away in the near future, the world is learning to adapt to what it is currently facing, with the implementation of new public health and safety protocols, and the increased effort in each nation’s testing and treating capacities. We are now learning to live with the virus. Certain restrictions have been eased and businesses have slowly reopened to help jumpstart the economy. Some employees have gone back to work, while others still work from home. As a collective effort to win the battle against COVID-19, we continue to move along towards what is now the new normal.
Test, Trace, Treat
Efforts to ramp up COVID-19 testing have increased with the construction of megaswabbing facilities in Palacio de Maynila along Roxas Boulevard, Mall of Asia Arena in Pasay, Lakeshore City in Taguig, and the Philippine Arena in Bulacan. Initially, those who were qualified to be tested were repatriated OFWs, Persons Under Investigation (PUIs), and medical frontliners. Bases Conversion and Development Authority (BCDA) President and CEO and National Action Plan Against COVID-19 Deputy Chief Implementer Vince Dizon, who was also appointed by President Duterte as the Testing Czar, announced that the
government is expanding its testing capacity to include non-medical frontliners in the following sectors: transport and logistics, security and sanitation, education, media, retail, food, and services, as well as other employees returning to their respective workplace. The expanded testing has also been implemented in densely populated regions and provinces such as Metro Manila, CALABARZON, Central Luzon, Cebu, and Davao, and now includes asymptomatic cases. At present, the Philippines has 74 certified COVID-19 test laboratories with the capacity to process 30,000 tests per day. The mega swabbing centers play a crucial part in making sure that the country’s capacity to test is being fully utilized. “We will keep going. With the help of our LGUs (local government units) and the private sector, we have to become more aggressive when it comes to testing; as it is essential in preventing the spread of COVID-19 in our communities,” says Dizon. IT’S ALL ABOUT BEING READY FOR ANYTHING, AND I T H I N K A W AY T O D O T H AT I S T O R E A L LY I N V E S T I N A L O T O F M U LT I - F U N C T I O N FACILITIES LIKE THE ONES I N N E W C L A R K C I T Y.
Made to withstand
The conversion of various sports and cultural facilities into We Heal as One Centers is part of the government’s strategy to locate (through testing and contact tracing), isolate, and cure confirmed COVID-19 cases. Among the converted BCDA facilities are the ASEAN Convention Center in Clark Freeport Zone, and the National Government Administrative Center (NGAC) and Athletes’ Village in New Clark City. New Clark City, a project of BCDA, has been built to be disaster-resilient. With an average elevation of 65 meters above sea level and surrounded by mountain ranges, New Clark City is able to withstand flooding and surges of typhoons. It is also secure from the “Big One”—a large-magnitude earthquake likely to hit Metro Manila—since there are no fault lines within or nearby the development. With these safety and resiliency features
in place, New Clark City is meant to be a safe haven, especially during times of crisis. In this time of the COVID-19 pandemic, New Clark City facilities have been converted into We Heal as One Centers as part of the government’s efforts to fight the spread of the disease. “It’s all about being ready for anything, and I think a way to do that is to really invest in a lot of multi-function facilities like the ones in New Clark City,” says Dizon. The National Government Administrative Center (NGAC) has the largest bed capacity at 688 beds. The Athletes’ Village and the University of the Philippines-Philippine General Hospital Polyclinic are being utilized as quarantine centers for suspected and probable cases. In the past months, the facilities have welcomed and accommodated COVID-19 patients from Tarlac, Pampanga and other areas in Central Luzon, and have been instrumental in their journey towards healing and recovery. “To me it’s surreal...that after the SEA Games, you see these buildings now turned into hospitals with COVID-19 positive patients, but you know this is just how the world is right now.” Dizon adds, “What we need right now are structures that are resilient in nature, because we will never know if this is the last time that we will be needing something like these,” he says.
Clark: A safe haven in its truest form
Last March, a group of volunteers composed of 37 brave personnel from BCDA, its subsidiaries Clark Development Corporation and Clark International Airport Corporation, and private sector partners, was formed to establish Clark as a safe haven in support of the government’s efforts to contain the spread of COVID-19 and extend its immediate assistance to the people affected by the pandemic. The initial beneficiaries were mostly travelers who were stranded at the Clark International Airport due to travel restrictions imposed during the enhanced community quarantine. With nowhere to go, the stranded passengers and other individuals were provided free accommodation at The Mansion Hotel, as well as free meals, and medical assistance. On June 7, the task force was able to send home the last batch of residents going to Collective / Issue 9
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Mindanao. A total of 203 individuals were provided assistance during the period of community quarantine. All have been sent home to their destinations and reunited with their respective families. “Sa lahat po ng staff ng BCDA naging close po kami sa kanila, sila po ang nagbantay sa amin dito. Sa time na naghirap kami, sila yung nasasandalan namin,” said Orlando Ladia, Jr., one of those sent home. In collaboration with other government agencies such as Overseas Workers Welfare Authority (OWWA), Bureau of Quarantine (BOQ), DOH, PNP, the task force also assisted Filipino repatriates who have been arriving at the Clark International Airport (CRK) since the resumption of its operations on June 5. The opening of CRK is meant to lessen the bulk of OFW repatriates who are arriving in Manila. Passengers who arrive in CRK are immediately swabbed and are brought to various hotel establishments in and around the Clark Freeport while waiting for the release of their results. The tests are processed in various laboratory facilities in Pampanga such as the JB Lingad Memorial Hospital and the Red Cross Molecular Laboratory in Clark Freeport. The test results are made available within 72 hours, which is attributed to the increase in testing capacity in Pampanga as well as the new automated system for the processing of OFW documents. Once tested negative, OFWs are issued a certificate by the BOQ and are then sent home to their respective final destinations with the assistance of OWWA. Since the resumption of its operations, CRK has now received more than 6,000 OFW repatriates. 6 Collective / Issue 9
From We Heal as One to We Recover as One
The reopening of CRK is just one of the many operations that has been resumed in a bid to slowly reopen the economy amidst the pandemic. The resumption of the construction of Build Build Build (BBB) projects, including the CRK new passenger terminal building, is expected to jumpstart the economy by providing jobs during its construction and operational stages. The project, which is now 99.14 percent complete, will be operational by 2021. Aside from tripling CRK’s annual passenger capacity up to 12 million, the project will generate at least 2,000 direct jobs upon the start of its operations. “We are estimating a minimum of 2,000 direct jobs once this terminal opens. This does not yet include the indirect jobs that this will generate once the airport becomes fully operational,” Dizon said. “Once this is complete, more and more businessmen would surely want to build their businesses in Clark—a living proof that our infrastructure projects do indeed give out huge multiplier effects to our economy.”
Resilient in nature
Once the dust settles and when it is finally safe to go outside, there will be no guarantee that things will return to normal as we know it. What is important now is to stay resilient in the midst of a situation that still has no end in sight. We have to learn to make the most of what we have at the moment, and make sure that we continue to increase our capacity to adapt in this most unpredictable of times. After all, resiliency is one of the strongest traits that we Filipinos are well-known for. As a nation, we can heal and recover as one.
CLARK
Resilience Towards the New Normal By Marie Therese Cimafranca
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The year 2019 was the golden age for Clark, with the on time completion of premier sports facilities and the milestone hosting of the 30th South East Asian (SEA) Games. New Clark City delivered the long-overdue training grounds that dignified our Filipino athletes. Most sporting events of the SEA Games were held in Central Luzon where Clark is strategically located. The international event positioned the zone as a top sports destination in the country with its first-class sports, hotel and tourist facilities. Less than a month after the SEA Games closing ceremony, Clark was getting ready for major events set to happen in 2020. Major sporting events were lined up, building on Clark’s strength as a foremost sports, leisure, and investment destination in Southeast Asia. Preparations have begun for the 10th ASEAN Para Games, while the 11th Asian Swimming Championships was something to look forward to before the year ends. Still reeling from the success of this international event, an outbreak surged into a pandemic—impairing economies and shaking even the most powerful nations across the
globe. While everything experienced a sudden halt, Clark responded swiftly with a vow of resiliency—a precept that hopes to inspire cities to rise up against COVID-19.
Scaling up
In line with the government’s response to mitigate the spread of COVID-19 at its onset, the Bases Conversion and Development Authority (BCDA), along with its subsidiaries Clark Development Corporation (CDC) and Clark International Airport Corporation (CIAC), swiftly formed Task Force Clark Safe Haven. The Task Force is a group of front-line staff from the three offices which oversees the implementation of health and safety protocols in the Clark Freeport and Special Economic Zone, and ensures the seamless transition of key properties into quarantine facilities. These isolation facilities were meant to protect the patients and medical frontliners, to prevent the community spread of the disease and to relieve hospitals from the sudden influx of patients at the peak of the pandemic, freeing hospital bed space to accommodate more critical cases. Collective / Issue 9
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THE IMMEDIACY OF C L A R K T O Q U I C K LY A C T AND CONVERT EXISTING FACILITIES AND BE ABLE TO RESPOND TO THE NEEDS OF THE TIMES I S A M A N I F E S TAT I O N OF ITS RESILIENCE AND P R E PA R E D N E S S F O R DISASTERS.
The ASEAN Convention Center in Clark and the newly inaugurated National Government Administrative Center also served as “We Heal As One” centers to accommodate patients from Pampanga, Tarlac, and adjacent provinces in Central Luzon.
COVID-19 hotline
To further support the safe transition of Clark into the “new normal,” BCDA and CDC, in partnership with TaskUs, launched The conversion of Clark into a safe Clark’s emergency hotline, #1232 (#1CDC) haven is dictated by a strategy divided into dedicated to responding to COVID-19-related three phases— mobilization of resources; concerns. Basic queries about COVID-19 will conversion of facilities; and, creation of new be answered by hotline operators while more facilities. As early as March, Clark fulfilled the specific concerns will be immediately relayed role of becoming a safe haven for returning to the medical staff of the CDC Health and Filipinos as a catchment area for repatriates Sanitation Division (HSD). The HSD can also arriving at the Clark International Airport, help assess flu-like symptoms through phone who were required to isolate for 14 days calls. before going home. The provision of a hotline is paramount As provincial lockdowns escalated, Clark in providing a quick emergency response served as a temporary home to stranded within Clark and its contiguous areas. It also Filipinos, with the Task Force providing augments awareness about health and safety shelter, food, 24/7 health monitoring, and even protocols implemented by the government. internet connectivity to facilitate sustained To date, Clark carries on as a safe haven communication with loved ones. for returning Filipinos. Efforts in preventing The Athletes’ Village, a 525-bedroom the spread of coronavirus, particularly the building in New Clark City, was among the launch of the COVID-19 hotline in Clark, were first facilities utilized by the Department recently lauded by the Department of Health of Health (DOH) during the emergency citing that the hotline helps meet the needs repatriation of Overseas Filipino Workers of the public and encourages people to stay at from COVID-stricken countries. Filipinos home and thus, help prevent the spread of the from Wuhan, China were accommodated as disease. early as February, followed by our fellowmen The immediacy of Clark to quickly aboard the MV Diamond Princess from act and convert existing facilities and be Haneda, Japan and MV Grand Princess from able to respond to the needs of the times San Francisco, USA. is a manifestation of its resilience and The Philippine government reached out preparedness for disasters. to citizens overwhelmed by the situation by introducing a catchphrase, “We Heal As One,” to set off a collective mindset that is positive and forward-looking towards the “new normal.” The ‘We Heal As One’ campaign was applied to the quarantine centers, as government named these facilities as “We Heal As One Centers”—referring to the strategically located facilities that were transformed into quarantine and medical facilities to curtail the spread of COVID-19 and decongest hospitals.
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SMART CITIES
Megaworld Lifestyle Malls:
Creating safe and caring spaces for customers
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By Denver Moreno
The coronavirus disease (COVID-19) pandemic has undoubtedly affected our lifestyle, as it disrupted school operations, trade and business, work schedules, mobility and even daily household routines. It has completely changed our lives and altered the way we do things. In the preceding months up to the present, the country has taken restrictive measures to slow down the spread of the virus. Lockdowns, work-from-home set-ups, shelters in place, stay-at-home campaigns, and transport restrictions are imposed to contain COVID-19. One of the destinations affected by these restrictions are malls, retail stores, and restaurants. It has been months before these commercial centers were again allowed to operate at a limited capacity under the General Community Quarantine (GCQ) guidelines. In preparation for re-opening, these establishments have also enhanced their health and safety protocols to ensure the wellbeing of their customers and their workforce while at the mall premises. As the adage goes, prevention is better than cure.
Megaworld Lifestyle Malls guaranteed that they are ready to cope and continue its operations through innovations that will sustain the engagement with customers while ensuring their safety as the country adapts to the “new normal.”
Pre-lockdown response In compliance with the guidelines of the Inter-Agency Task Force on Emerging Infectious Diseases’ (IATF-EID), mall operations stopped, with the exception for supermarkets, grocery stores, pharmacies, and other essential establishments. Megaworld Lifestyle Malls responded by streamlining information and waiving retailers’ rental fees. Common areas and high-touch sections of their malls were kept clean and disinfected by their own “Sanitation Squad.” Regular cleaning of air-conditioning units and air fogging were done to eliminate airborne irritants. Meanwhile, Social Distancing Ambassadors were designated to ensure that social distancing is strictly observed by mall-goers. Collective / Issue 9
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SMART CITIES
“Safer and Happier Program” Megaworld Lifestyle Malls launched its “Safer and Happier Program,” which is geared towards customer safety and satisfaction amidst the pandemic. While providing quality customer service, safety guidelines were intensified for their valued customers in this time of health crisis. The program assures customers that Megaworld Lifestyle Malls are safe spaces that the public can freely visit through a fivepoint safety guideline: intensive screening, safe distancing, sanitation efforts, contactless and cashless shopping, and in-store safety guidelines and sanitation. It also aims to diversify Megaworld’s shopping options and marketing activities to cope with changes in consumer behaviors. Mall safety innovations
The “Safer and Happier Program” also introduced mall safety innovations such as disinfection chambers that welcome customers at the mall entrance. There are also UV sterilization cabinets present within the vicinity for intensive cleaning of common mall touchpoints. Megaworld Lifestyle Malls also prides itself with digital heat foot traffic counters and heat mapping technology to control and monitor crowd density. This is to ensure that the 50% mall capacity is strictly followed.
Collaboration with medical networks Megaworld Lifestyle Malls partnered with The Medical City to improve safety protocols of its mall operations. The partnership also provided medical consultations and technical training for mall staff and employees. “We partnered with premier medical network, The Medical City, to develop comprehensive mall sanitation protocols that are backed by medical industry insights. The partnership also provided us with medical and technical consultations, as well as researchdriven technical training for mall staff and employees,” says Megaworld Lifestyle Malls Head Graham Coates. Safeguard, a known germ protection soap brand, also partnered with Megaworld, by setting up Safeguard Stations in every restroom to emphasize proper hygiene and promote handwashing to prevent the spread of COVID-19. Megaworld also strengthened its disinfection efforts, thanks to UV Care. This provided the mall with UV cabinets for shopping bags, UV 10 Collective / Issue 9
“We hope to continue providing Filipino retailers and entrepreneurs the opportunity and platform to showcase their products and services. With our efforts to integrate digital technologies into our various initiatives, we hope to make local products more accessible to consumers through Megaworld Lifestyle Malls.” vacuums for common area touchpoints, and UV light installations for escalator handrail disinfection.
Find your faves
For retailers who can afford to put up a delivery service, Megaworld provided a chat group on Viber. This enabled the retailers to offer their products to customers through Viber communities. Cashless transactions are also highly encouraged to limit any form of physical contact. Megaworld also employed the help of delivery platforms like Grab, Food Panda, Lalamove, and MyKuya to provide a convenient shopping experience for both retailers and customers.
Future plans in the digital world
Realizing that more people are now resorting to less physical transactions, Megaworld Lifestyle Malls is currently eyeing to strengthen its brand in the digital space. Chinatown Museum in Binondo, Manila and the Iloilo Museum of Contemporary Art (ILOMOCA) in Iloilo Business Park, both of which are associated with Megaworld Lifestyle Malls, currently showcase key educational and cultural learning programs to supplement blended learning for students as imposed by the Department of Education (DepEd) in the new normal. Local communities are also supported by Megaworld Lifestyle Malls through programs like “Harvest to Goodness Weekend Market” in Eastwood City. The program was made possible through their partnership with the Department of Agriculture (DA), Resto PH, and Kadiwa. This initiative sought to help our local farmers, fisherfolk, and entrepreneurs to showcase their products closer to the mall-going public. Members and participating restaurants from Resto PH also offered a unique
SMART CITIES
Mall-goers at Uptown Mall line up and maintain a safe distance as they pass through the rigorous health and safety measures at the entrance.
farm-to-table experience through special menu items made from locally-sourced ingredients. Megaworld Lifestyle Malls’ parent firm, Alliance Global Group, Inc. (AGGI), is among the leading supporters of the #PinasMunaTayo campaign, which is led by the Philippine Chamber of Commerce and Industry (PCCI) and Resorts World Manila, in partnership with the Department of Trade and Industry (DTI), Department of Tourism (DoT), and Department of Science and Technology (DoST). The #PinasMunaTayo campaign seeks to help the country’s economic recovery by promoting local products and local tourist destinations. Anchored on this effort is Megaworld’s goal of continuously supporting Filipino entrepreneurs in these trying times. “We hope to continue providing Filipino retailers and entrepreneurs the opportunity and platform to showcase their products and services. With our efforts to integrate digital technologies into our various initiatives, we hope to make local products more accessible to consumers through Megaworld Lifestyle Malls,” says Coates. This pandemic highlighted the need for creativity,
A customer patiently waits for his turn at the Uptown Mall’s disinfection chamber.
innovation, and collaboration. The Megaworld Lifestyle Malls proved that is up to the challenge— thinking out of the box while embodying the spirit of bayanihan and our culture of malasakit. Altogether, these encompass a multidimensional development intervention that is not only forward-looking but is also beneficial for society. Collective / Issue 9
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PROFILES
“The corporate setup is a totally new challenge to me, but as the officer I was raised to be, I am always up to the challenge.�
The Drug-Buster The Law Enforcer T H E C O R P O R AT E L E A D E R By Suzanne Marie Ramos
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PROFILES
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It was on 22 May 2020 when former police general Aaron N. Aquino was appointed by President Rodrigo Duterte as member of the Board of Directors of the Clark International Airport Corporation (CIAC) and henceforth nominated as the agency’s President and CEO. This recent transfer from the Philippine Drug Enforcement Agency (PDEA), while immensely contributing to the success of the government’s campaign against illegal drugs, to being chief of a governmentowned and controlled corporation in charge of developing an aviation complex where the next premier international gateway is located—is both interesting and challenging. With the said appointment, PCEO Aquino took on an even more symbolic role.
for drug-free workplace among all the locators in Clark. Also, as CIAC Chief, he would like to promote and foster better relationship with Clark Development Corporation (CDC) by establishing a globally competitive aviation complex in the Clark Freeport Zone in furtherance of making Clark a top destination for investments, tourism and employment.
The mind of a leader Being the dynamic and a hands-on leader that he is, PCEO Aquino believes that every decision is tough, as one always has to consider the welfare of both the people and the agency. He is the kind who never separates himself from the daily operations. “At the end of the day, I always tell myself that I am not here to keep my position but to serve those in need.”
Building an aerotropolis and creating opportunities PCEO Aquino said that they have already undertaken steps to help not only CIAC but also other companies during this time of global crisis to keep the company afloat and thriving. “One step we took is to defer the collection of lease rentals of the locators in the Clark Civil Aviation Complex to help them sustain their operations amid the Covid-19 pandemic,” said Aquino. Airlines and airport stakeholders already were already acquitted of their rental obligations at the Clark Civil Aviation Complex. This action was the agency’s direct response to President Rodrigo Duterte’s appeal for government agencies to assist the business sector that were adversely affected by the pandemic. “We are also continuously thinking of ways to attract more investors to the aviation complex to achieve our On law enforcement and vision to #BuildAnAerotropolis and governance PCEO Aquino was a law enforcer for 36 #CreateOpportunities,” said Aquino. With these visions of building an years; hence, no stranger to drug law aerotropolis and expanding opportunities enforcement. “The corporate setup is a further in Clark to achieve greater heights, totally new challenge to me, but as the officer I was raised to be, I am always up to there is no doubt that PCEO Aquino could accomplish a lot during his term as the challenge,” Aquino said. CIAC Chief—being a firm law enforcer, a As a former lead drug-buster of the country, PCEO Aquino would like to push passionate leader and a man of integrity. The drug-buster’s core values Having worked in the Philippine National Police (PNP) for his entire career, PCEO Aquino was known to hit the ground running as he worked hard to achieve results during his deployment in the country’s top anti-narcotics agency, he knew how to motivate personnel to work hard as they went after big-time drug lords in support of the administration’s intensive anti-drug campaign. He became involved in critical operations as well as in planning, surveillance and negotiations. As the 6th Director General of PDEA, PCEO Aquino believed that the government’s campaign against illegal drugs has been successful during his 3-year term, since his appointment in August 2017. The following metrics were used to measure success: drug-cleared barangays, crime index, trust rating, and operational accomplishment.
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NEWS
We Heal As One Center–New Clark City receives first batch of COVID patients By Kathrina Charmaine Alvarez
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Fifty COVID-positive overseas Filipino workers (OFWs) are now staying at the We Heal As One Center–New Clark City government building in Capas, Tarlac. The OFWs were transported to New Clark City Thursday night, May 7, through the cooperation of the Bases Conversion and Development Authority (BCDA), Clark Development Corporation (CDC), Department of Transportation (DOTr), Overseas Workers Welfare Administration (OWWA), Department of Health (DOH), Bureau of Quarantine (BOQ), Philippine Coast Guard (PCG), and the National Task Force Against COVID-19 led by Chief Implementer Secretary Carlito Galvez, Jr. Two residents of Tarlac province were also sent to the same facility on Thursday. The National Government Administrative Center (NGAC) in New Clark City currently has 688 cubicles but the facility can still be expanded to accommodate up to 1,000 patients. It is manned by medical staff hired by BCDA and CDC under the supervision of DOH.
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The NGAC is one of the We Heal As One Centers put up by the government to reduce the community spread of the disease and decongest hospitals. In the quarantine centers, COVID-positive patients are provided with 24/7 medical care, free meals, and free internet connection. “The government’s top priority is to save more lives. These We Heal As One Centers will provide our OFWs with the care and treatment they need so they can recover from the disease, while also keeping their families safe by staying in these isolation facilities,” BCDA President and CEO Vince Dizon said. Dizon is also the deputy chief implementer of the National Action Plan Against COVID-19, and the chief coordinator of the Task Force T3 (Test, Trace, Treat). The other facilities in New Clark City designated to house suspected and probable cases are the Athletes’ Village and the University of the PhilippinesPhilippine General Hospital Polyclinic.
NEWS
Senator Gordon visits Red Cross’ first molecular lab in Clark By Patricia Ruth Cailao
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Senator Richard Gordon visited Friday, June 19, the Philippine Red Cross’ first molecular laboratory in Clark, Pampanga which will be used in processing COVID-19 tests. Gordon, who’s also the chairman and CEO of Philippine Red Cross, was joined by National Action Plan Against COVID-19 Deputy Chief Implementer and Bases Conversion and Development Authority President and CEO Vince Dizon, Pampanga Governor Dennis Pineda, Tarlac Governor Susan Yap, Bamban Mayor Jose Antonio Feliciano, Mabalacat City Mayor Crisostomo Garbo, Metropolitan Manila Development Authority General Manager Usec. Arturo Garcia, and Clark Development Corporation
President and CEO Noel Manankil. Philippine Red Cross Secretary General Ma. Elizabeth Zavalla and former Health Secretary Paulyn Ubial were also present during the event. The laboratory has two RT-PCR machines which can process up to 2,000 tests per day. Once fully operational, the lab will strengthen implementation of an expanded targeted testing in Central Luzon, especially in Pampanga and Tarlac. The lab will also be used in processing tests of Filipino repatriates arriving in Clark International Airport and patients staying in We Heal As One Centers at the ASEAN Convention Center in Clark and New Clark City.
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HEROES
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D O C T O R
R E A D Y
F O R
B A T T L E By Patricia Ruth Cailao
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HEROES
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Three years before the coronavirus disease (COVID-19) burst into a pandemic that shocked the nation and the world, Col. Fatima Claire Navarro, a doctor who specializes on neonatology at the Victoriano Luna Medical Center (VLMC) in Quezon City, submitted a study which underscored the need for the military hospital to enhance its infection control program to prevent the likelihood of outbreaks among its personnel and confined patients. The doctor who’s in military service for 27 years, recommended in her 2017 paper to institutionalize a top-down training program on infection control that would augment the knowledge and support of senior leaders for better management capability and implementation. Entitled “The Armed Forces of the Philippines Infection Control Program: A Weapon for the War on Infection,” it was part of her final schooling requirement at the AFP Education, Training and Doctrine Command and General Staff College for a rank promotion. Back then, COVID-19 was not yet a household word and her somewhat prophetic research paper had seemingly prepared her for her role three years later as deputy commander of the AFP Regional Joint Task Force NCR Comprehensive and Responsive Elements (RJTF-NCR CARE)— an emergency team created to beef up government’s response against COVID-19. “As early as February 2020, noong pumutok ‘yung COVID, deputy chief pa lang ako ng V. Luna Medical Center. I had to prepare [the hospital] kasi ito ‘yung magpepreserve ng force namin. Kasi ang V. Luna ang nag-iisang tertiary hospital ng AFP… meaning sa lahat ng hospitals ng AFP, nasa amin ‘yung expertise ng definitive care. Kami lang ang may moleculary laboratory sa buong AFP. Lahat ng mga positives and contacts, dito yan ire-refer lahat. So dapat I have enough beds, the testing laboratory, the quarantine facilities. I have to train people to man these particular facilities.” Colonel Navarro made sure that the VLMC will be COVID-ready as a referral hospital for the AFP’s health care workers, enlisted personnel and their families with confirmed positive cases and those under quarantine waiting for test results. She transformed the Officers’ Clubhouse into a triage area, three buildings were converted into a 70bed quarantine facility for AFP’s medical personnel, and a testing lab was established to process up to 300 specimens per day.
She supervised preparations at the hospital before undertaking bigger tasks with the RJTF which involved the setting up of mega quarantine facilities to decongest public and private hospitals in Metro Manila which were overwhelmed with COVID patients. “I had to prepare. Dapat everything is in place para kahit busy ako doon sa quarantine facilities, umaandar ‘yung ospital ko nang maayos. ‘Yung support ko sa national government dapat balanse sa support na kailangan ng mismong unit ko. I can’t just focus on RJTF then bahala na ang V. Luna umandar nang sarili niya.” She is now the Chief of VLMC, the only military hospital that has an educational and training program and thus also serves as an arena for her to prepare and train would-be military doctors in the battles ahead.
Beginnings Colonel Navarro was the first military officer in her family. She took up psychology in college and moved on to study medicine at the University of Santo Tomas. Her training experiences in state-run hospitals like the San Lazaro Hospital and Dr. Jose Fabella Memorial Hospital inspired her to undergo internship at a military hospital at the V. Luna Medical Center. The physical military exercises did not entice her, but undertook them out of the Collective / Issue 9
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HEROES
“Ang advocacy ko is to make a good generation sa future kaya nga inaalagaan ko itong mga babies kasi sila ‘yung future natin eh. So parang ganoon din sa response to COVID-19. In a way I want to make a better future para sa next generation na maaddress natin ito, maayos natin ito, ma-lay down natin yung foundations, para alam na nila what are the things that really matter.”
desire to help her family with a modest income while she waited for the results of the medical board exams. She was on a probationary status at the VLMC, then known as the Armed Forces of the Philippines Medical Center. “Noong lumabas ‘yung board exam na pasado ako, sabi ko, okay na rin ako dito, tuloy-tuloy din ang suweldo. Kasi all the time ‘yung college ko at high school [under] scholarship lang kasi mahirap, walo kami na magkakapatid. Tapos ‘yung sa medical school ko, nag-pool lang ng [funds] ‘yung aunts and uncles ko kasi wala rin doktor sa pamilya, kaya naigapang ako. Otherwise, we can’t afford talaga ‘yung med school. Kaya noong nagka-opportunity na magtrabaho, nag-work na ‘ko.” Following a three-year residency at VLMC, she worked at the Philippine Children’s Medical Center (PCMC) to subspecialize in neonatology, a branch of pediatrics concerned in the treatment and care of newborn, sick, and premature babies. This is an expertise Colonel Navarro was sort of compelled to undertake, partly because back then, V. Luna did not have its own neonatologist which is required for the hospital’s accreditation from the Philippine Pediatric Society Inc. “Walang gustong mag-take up ng neonatology noon. Another three years na naman kasi ‘yon, at napakahirap na subspecialty ito dahil hindi nagsasalita ang baby. Tapos sa ICU na setup pa. Eh doon ako na-assign ng boss ko. ‘Yung visiting consultant noon sa PCMC, nakita niya akong mag-work. Sabi niya, ‘Alam mo ‘yung ginagawa mong trabaho, parehas din ng 18 Collective / Issue 9
fellow. Ang difference lang ‘yung fellow may certification at the end, ikaw wala.’ Kaya kinausap niya ‘yung boss ko, sabi niya, ‘ipagrotate mo ‘yan sa’kin, after three years wala na kayong problema—may sarili na kayong subspecialist sa neonatology.” After her stint at PCMC, Navarro went back to VLMC and put up its own neonatology center and improve the hospital’s capacity to treat newborn babies.
Battling COVID The AFP Medical Corps, through Colonel Navarro, worked with the Department of Health, the Department of Public Works and Highways and the Bases Conversion and Development Authority in crafting the operational policies in We Heal As One Centers—quarantine facilities set up at Ninoy Aquino Stadium, Rizal Memorial Coliseum, and World Trade Center. The AFP Medical Corps has been manning these facilities since April this year. “The first task given to us (RJTF-NCR CARE) was to open an isolation facility. Ito ‘yung Ninoy Aquino Stadium. During that time, wala pang quarantine facility na existing. Wala pang personnel policies, wala pa siyang ‘yung pinaka-operational management kung paano gagawin,” the doctor recalled. “So ‘yon ang una naming ginawa. We crafted the policy, we presented to DOH and na-satisfy naman sila doon sa solutions that we provided. So we opened the first isolation facility, ‘yung Ninoy Aquino Stadium. After that, nag-open naman ‘yung World Trade Center which was the biggest isolation facility at that time, then ‘yung Rizal Memorial Coliseum.” All three mega quarantine facilities were put up to accommodate patients referred by local government units and returning overseas Filipino workers. Among the policies she recommended and
were later on implemented in the day-to-day operations at the We Heal As One Centers include: 1) zoning to avoid contact between the health care workers and patients (red zone is for patients, green is for the medical personnel); and 2) epidemiologic surveillance to screen patients admitted in the facilities if they are really asymptomatics or with mild symptoms. Walk-ins are not allowed and admission of patients were scheduled and done in batches. Voice-over equipment is installed for wider communication at the facility. Nurses’ rounds were done by phone for safer monitoring of the patients. Colonel Navarro also seriously considered and emphasized the importance of mental health and psychosocial support needed by the patients. “The experience of quarantine is new to everyone kaya nag-start kaming gumawa ng mga tarpaulin para they look at it in a different perspective. Para maging positive ‘yung idea nila about quarantine, mag-iba yung mindset nila na nakakulong sila dito.” Tarpaulins inside the facilities were set up bearing messages like “Thank you for staying in quarantine,” “Thank you for saving your family and helping your country”, and “You’re not stuck in quarantine. You are helping your country while in quarantine.” For patients coordinated through LGUs, consent forms were given with information letting them know what to expect at the facilities such as staying in air conditioned cubicles, provision of free meals, and access to free WiFi. Psychosocial support is also promoted among the medical staff. At Ninoy Aquino Stadium, trained medical staff under the chief nurse call health care workers via phone or the zoom application to have a sort of “kamustahan.” “Kailangan maramdaman ng tao mo na naiintindihan mo sila, na naririnig mo sila. Kasi that’s the way you can make measures para ma-improve mo, ma-level up mo ‘yung infection control policy doon sa facility,” says Navarro. Colonel Navarro applies strategy and tactics in how she manages the day-to-day operations of all the isolation facilities under the AFP. She formed task groups for each facility to streamline logistics, and designated commanding officers for these. Still, the tasks at hand are always full of challenges: health care workers get infected,which calls for an adjustment in the deployment of personnel and sometimes medical supplies run out. To address issues, she coordinates with various hospitals,
and had even sought assistance from the Australian Defense. Fortunately, there are private organizations, individuals, and government agencies who donate supplies in the quarantine facilities. “’Yung battlefield ngayon, buong Pilipinas. Tapos nagigipit ka kasi kahit ‘yung mga nasa abroad hindi makapagpadala dito, kahit magdo-donate ang Australian Defense pero hindi agad makapag-import ng mga kailangan na equipment. Ang dami mong dadaanan na butas, talagang ang hirap. Ang daming exchanges kung papaano natin magagawan ng paraan ito.” Aside from the quarantine facilities, Colonel Navarro has also been involved in the operations at the Enderun mega swabbing facility, now relocated in Lakeshore Taguig. She also trained the medical team deployed in Cebu when the province experienced a spike of confirmed cases last June.
The Fulfillment Endless phone calls would make up most of Colonel Navarro’s days. Calls from commanders, subordinates, officials from other government agencies, and colleagues in the medical field. She said she’s lucky to have residential quarters near the hospital where she can be with her husband and daughter, and relieve stress after her daily grind. “Suwerte ako kasi I get to see my family. Ang nangyayari kasi ang aking trabaho is nagiging sublimation ng aking pagiging neonatologist. May outlet ako na nakikita kong may magandang impact. Nakikita kong naii-stop ko ‘yung transmission ‘pag may outbreak diyan. Nasasagot ko ‘yung concerns ng doctors, nurses. Tapos siyempre before hindi kilala ang (AFP) Medical Corps, so parang ngayon, nagkaka-mukha siya—mas na-appreciate nila, mas naiintindihan nila.” She still conducts her daily rounds at the VLMC and at the neonatal ICU even while managing the isolation and swabbing facilities. “Ang advocacy ko is to make a good generation sa future kaya nga inaalagaan ko itong mga babies kasi sila ‘yung future natin eh. So parang ganoon din sa response to COVID-19. In a way I want to make a better future para sa next generation na ma-address natin ito, maayos natin ito, ma-lay down natin yung foundations, para alam na nila what are the things that really matter.” With or without COVID, the war on infection is ever-present. But Colonel Navarro continues to lead the battle, just as she had prepared for three years ago. Collective / Issue 9
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LOCATORS
Mask Up By Kathrina Charmaine Alvarez
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A Clark-based Japanese firm could not let the workers. We had to convince our employees if they were willing to work, and explained coronavirus pandemic disrupt their business our responsibility to the society under the operations. But it wasn’t for the money. pandemic,” said Yokoi. Yokoisada (Phils.) Corporation started its operations in the Philippines seven years ago. Its While (we hope) it no longer needs to be said parent company is based in Nagoya, Japan, and and constantly reminded, Yokoi says “the main is a pioneer in manufacturing high quality face reason for wearing face masks is the prevention masks—now probably the world’s most valued of droplet infection. It’s for [the] protection of yourself and the people around [you].” commodity. Masks have become an essential for millions “Fortunately, our head office did not of populations and in some countries, you can experience any lockdown. Yokoisada could be fined and even get arrested for not wearing operate normally. In the Philippines, the one. According to studies, wearing masks lowers emergency quarantine measures affected the availability of our workforce, and [the sourcing] the chance of virus transmission by up to 85 percent. of raw materials,” Yokoisada President Yuki “Global demand continues to grow for face Yokoi shared. masks. Our factory in Clark will be the main The public health emergency amplified factory of Yokoisada,” said the firm’s president. the importance of wearing face masks, and Yokoisada knew they had to deliver. Face masks Yokoi says Clark’s location is very advantageous because it makes it easier to distribute to ASEAN have become a necessity for almost the entire countries. world battling the deadly COVID-19. “The expansion of our production will be Even with the restrictions, Yokoisada was able to increase their supply production, thanks scheduled at the end of this year until 2021 by adding facilities and machines. After the to the assistance of the Clark Development Corporation (CDC), the Department of Trade expansion, our production will double. We are currently applying for subsidy under the and Industry (DTI), Board of Investments (BOI), and the Philippine Consulate General in Japanese Government’s Overseas Supply Chain Osaka. The firm was able to hit their target of 10 diversification project,” Yokoi said. million masks per month for both May and June, As Yokoisada puts it, it is their responsibility and even plans to expand its production further to show up for work and make sure the production line keeps on running. We must also starting year-end. “We increased our production to supply our remember to “mask up” not just for our sake, but for the sake of our loved ones. face masks, as much as possible with limited
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SNAPSHOTS
A round-up of BCDA's milestones in the past quarter.
Timeline of Initiatives in the battle against COVID-19
By Maricar Savella-Villamil
FEBRUARY FEBRUARY 6, 2020
New Clark City is identified by the Inter-Agency Task Force on Emerging Infectious Diseases (IATF- EID) as a temporary quarantine site for repatriated Filipinos from Wuhan, China.
FEBRUARY 9, 2020
30 Filipino repatriates from Wuhan, China arrived in the Philippines to undergo a mandatory 14-day quarantine at the Athletes’ Village in New Clark City.
FEBRUARY 26, 2020
A total of 445 Filipinos aboard the MV Diamond Princess cruise ship were brought back to the Philippines by the DFA from Haneda Airport in Japan to undergo the 14-day quarantine program of the DOH.
MARCH MARCH 16, 2020
444 kababayans from the MV Grand Princess were brought home by the DFA from San Francisco, United States of America, to undergo a 14-day quarantine at New Clark City.
MARCH 18, 2020
MARCH 20, 2020
Clark is declared a Safe Haven 30 Filipino The Clark for returning OFWs. Development Corporation (CDC) publishes guidelines in limiting people’s movement in Clark as part of the measures under the ‘enhanced community quarantine’ amidst the threat of COVID-19.
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MARCH 25, 2020
Task Force Clark Safe Haven (TF CSH) is created to mitigate the effects of the COVID-19 pandemic in the Clark Freeport Zone and its environs.
MARCH 31, 2020
National Task Force Against Covid-19 Chief Implementer Carlito Galvez, Jr. approves the use of isolation or quarantine facilities in Clark Freeport Zone and New Clark City as recommended by BCDA.
APRIL 3, 2020
The national government announces the scaling up of major facilities in Metro Manila and Clark to strengthen response against COVID-19. BCDA announces the hiring of project-based personnel to man We Heal As One Centers in Clark.
APRIL APRIL 6, 2020
APRIL 8, 2020
APRIL 13, 2020
APRIL 14, 2020
The Ninoy Aquino Stadium at the Rizal Memorial Sports Complex is finished in less than seven (7) days.
First Batch of Health Care Workers at We Heal As One Centers in Clark graduates from training on COVID-19 management. The We Heal As One CenterNinoy Aquino Stadium at the Rizal Memorial Sports Complex starts accepting patients.
APRIL 16, 2020
National Task Force Against COVID-19 Chief Implementer Carlito Galvez, Jr. praises the well-equipped We Heal As One Centers in Clark and holds a brainstorming session with Task Force Clark Safe Haven Advisory Council Members. We Heal As One Centers in Clark are finished and ready to accept patients. 22 Collective / Issue 9
Hotline #1232 starts taking calls regarding health and safety concerns in towns and cities contiguous to Clark.
Build Build Build presented infrastructure projects and milestones during a discussion on the Economic Stimulus Package against COVID-19 at the House of Representatives.
APRIL 10-13, 2020
Frontliners in Clark’s We Heal As One Centers undergo vital training, and simulation exercises to assure the best treatment for patients
APRIL 15, 2020
DPWH completes PICC facility for Covid-19 cases
APRIL 20, 2020
We Heal As One CenterNinoy Aquino Stadium at the Rizal Memorial APRIL 18, 2020 Sports Complex in Manila We Heal As One CenterPhilSports Arena in Pasig City discharges its first COVID-19 patient. is completed in 3 days.
APRIL 21, 2020
Philippine Red Cross launches its Molecular Laboratory and Testing Center in Mandaluyong and gets the support of the Inter-agency Task Force on Emerging Infectious Diseases (IAFTEID), Metro Manila Mayors, and other national government agencies. Task Force Safe Haven led by BCDA starts construction of the Philippine Red Cross Molecular Laboratory in Clark.
APRIL 25, 2020
330 OFWs from Maldives arrive and undergo a 14-day mandatory quarantine at the World Trade Center.
APRIL 22, 2020
Lab equipment for COVID-19 tests arrives in Clark.
APRIL 28, 2020
BCDA Subsidiary Donates to PAF.
APRIL 29, 2020
BCDA and Red Cross build COVID-19 testing facility in Clark.
APRIL 24, 2020
Three Tarlac PUMs return home from the New Clark City quarantine facility. The We Heal As One CenterWorld Trade Center in Pasay City receives 58 OFWs from Abu Dhabi for the mandatory 14-day quarantine program.
APRIL 30, 2020
We Heal As One CenterPhilippine Arena is now completed.
MAY
MAY 1, 2020
MAY 4, 2020
MAY 5, 2020
MAY 6, 2020
Stranded Davao residents return home after their stay in Clark.
MAY 20, 2020
Government to put up mega swabbing centers to boost the country’s mass testing capacity Governmentt officials inspect the Enderun mega swabbing center. We Heal As One CenterPhilippine Arena is turned over to PNP.
MAY 7, 2020
Palacio de Maynila facility begins COVID-19 swab testing of OFWs. MOA Arena ready to use as COVID-19 swabbing facility. We Heal As One Center-New Clark City receives first batch of COVID-19 patients.
Asean Convention Center admits 40 passengers from Davao City.
Palacio de Maynila swabbing center ready to test quarantined OFW.
COVID-19 task force and Senator Pacquiao inspect the Philippine Arena mega swabbing facility.
MAY 10, 2020
21 more OFWs stranded in Clark return home. Government to expand quarantine facilities, lab capacity in Cebu, says COVID-19 response deputy chief implementer. We Heal As One CenterNinoy Aquino Stadium records highest single-day COVID recoveries. More OFWs undergo swab testing at Palacio de Maynila. Collective / Issue 9
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JUNE MAY 26, 2020
4 mega swabbing centers now operational.
JUNE 5, 2020
Clark airport resumes operations for returning OFWs. 78 COVID survivors sent home from We Heal As One CenterPhilippine Arena.
JUNE 8, 2020
JUNE 9, 2020
JUNE 17, 2020
JUNE 19, 2020
OFWs homebound just 72 hours after arriving in Clark.
IATF inspects new modular laboratory.
OFWs go home after only a 3-day quarantine in Clark.
JUNE 7, 2020
Last batch of stranded individuals in Clark sent home.
JUNE 14, 2020
More returning Filipinos test negative for COVID-19, sent home after only 3-day wait in Clark.
Senator Gordon visits Red Cross’ first molecular lab in Clark. The Expanded testing will include media personnel.
JUNE 20, 2020
151 COVID survivor OFWs were sent home from the Philippine Arena facility.
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JUNE 25, 2020
Testing capacity increased, turnaround time for COVID-19 tests quickened.
JUNE 26, 2020
Government sets new target of 1M COVID-19 tests by July.
FREEPORTS AND ECOZONES
Safety measures in place as thousands go back to work in Clark
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CLARK FREEPORT— More locators resumed operations since the start of General Community Quarantine (GCQ) last week, showing early signs of return to normalcy on allowed industries inside this Freeport. Records from the CDC Business Development and Enhancement Group show that locators under Manufacturing/Supply Chain and Logistics, ICT/BPO, Restaurants & Fast Food, Retail Stores, Hospitals, Pharmacy, Gas Stations and Ancillary, Trading, Canteens and Banks have gradually increased in the past three months. In the Manufacturing/Supply Chain and Logistics sector, 165 of 262 locators are now back in operation, while 11,043 of their employees have reported back to work. This shows a 50 percent and 74 percent increase, respectively, from when the Enhanced Community Quarantine (ECQ) and Modified Enhanced Community Quarantine (MECQ) were in place. The ICT/BPO Industry has shown a 51 percent increase in operations since the ECQ and MECQ, with 59 out of 149 locators back to provide services. This sector posted a 70 percent increase in workforce, with some 3,416 workers reporting for work, compared to when Pampanga was under ECQ and MECQ. Restaurants have recorded a 30 percent increase in operations, with 26 out of 115 establishments now open. Meanwhile, 26 of 37 retail stores are now providing services, posting a 13 percent increase since ECQ and MECQ. In the trading sector, 3 out of 5 establishments are now operating, while five canteens have opened their doors to provide services. Ten banks inside the Freeport have been operational since ECQ and MECQ, and an additional one bank in operation marks a 10 percent increase in
operations. Shopping malls have also been allowed to open, but under limited operations. These industries have begun operating following the guidelines of the Inter-Agency Task Force on Emerging Infectious Diseases (IATF-EID) on the implementation of the GCQ. The CDC believes that the easing of quarantine restrictions, which started on June 1, is a sound move for the economy. But it said there should be discipline in practicing health protocols inside the Freeport and in strictly observing the guidelines set down by the IATF-EID. The number of operational firms are expected to increase as the situation starts to ease and guidelines become less restrictive, the state-run firm said. In its GCQ protocols, CDC states that “all industries are allowed to operate except those categorized under leisure and recreation, gaming, fitness establishments, tourism industries, and all industries under Category 4.” Meanwhile, companies which resumed their operations are required to strictly observe and follow health standards to ensure the safety and well-being of employees as they adapt to the ‘new normal’ in their workplaces. CDC’s locators were allowed to have an initial 30 percent operational capacity, and may be increased upon CDC’s evaluation of each company’s adherence to the health and safety procedures being carried out in this Freeport. “Locator companies can operate from 30% capacity and will be allowed to increase based on existing conditions in workplaces that should consider social distancing and other health protocols,” the state-owned firm said. Collective / Issue 9
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FREEPORTS AND ECOZONES
PPMC Amidst the COVID-19 Pandemic By January Guia C. Bawat
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The coronavirus disease 2019 (COVID-19) has afflicted the lives of millions of people worldwide. The Philippines, including the Province of La Union, was not spared from this disease. La Union recorded at least 20 positive cases over the past few months. The Poro Point Management Corporation (PPMC), in line with its mandate as a socially responsible corporate citizen, has implemented various programs to mitigate the impact of COVID-19 especially to the poorest of the poor within the community. Safety measures have been implemented for PPMC’s stakeholders and employees. To safeguard and protect its locators inside the Poro Point Freeport Zone (PPFZ), the PPMC Board passed a resolution granting a grace period of 2 months on payment of lease rentals falling due on locators that have temporarily ceased operations within the period of the Enhance Community Quarantine (ECQ), or any extension thereof, without incurring interests and penalties. The cumulative amount of lease rentals falling due within the ECQ period or extension thereof shall be equally amortized in 6 months following the end of the grace period and shall be added to the rents due on those succeeding months without interests and penalties.
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The two-month grace period is determined to be the 2 months following the last due date of the lease rental which fell due within the ECQ or extension thereof. Likewise, extensions of validity of Certificate of Registration and Permit to Operate that expired during the period of ECQ has also been granted to affected PPFZ locators. PPMC also spearheaded the setting up of thermal scanning and sanitation stations in strategic locations inside the PPFZ. One of the initiatives implemented by PPMC was focused on helping the five (5) peninsular barangays of the Poro Point Freeport Zone: Barangays Poro, San Agustin, San Francisco, Canaoay and San Vicente. Voluntary contributions were made by the PPMC Board, Officers and employees wherein a total of Php74,000.00 was raised. PPMC donated an equivalent amount as its counterpart assistance for the said barangays. The total amount of Php148,000.00 was equally divided and distributed to the said five barangays on May 8 and 11, 2020. The said donation was received by their respective barangay officials. PPMC has also transported materials needed for making face shields, which were distributed to the front liners of various hospitals in La Union, Rural Health Units within the province, Local Government Units, Philippine National
FREEPORTS AND ECOZONES
Police, Philippine Army and essential workers in the community. PPMC also assisted in transporting face shields to the Provincial Government of La Union for the use of its front liners. PPMC has primarily ensured the health and safety of its employees during this pandemic. Various policy guidelines were prepared and implemented, such as, the “Guidelines for All Employees on Coronavirus Disease 2019 Prevention and Control at the Workplace” and the “Guidelines on Adoption of Alternative Work Arrangements.” These were communicated to employees via various platforms. An alternative work arrangement such as work from home and skeleton workforce were implemented during the ECQ and GCQ. Issuances regarding COVID-19 from various government agencies were disseminated to all PPMC employees. Salaries commensurate to 15 working days were advanced to PPMC employees at the start of the Luzon-wide ECQ. Digital platforms were utilized to assist employees in the availment of loans, and in providing answers and clarifications to their queries and related concerns. Financial assistance was also granted to ten (10) janitors/messengers and twelve (12) project-based grass cutters, which were under contracted services and whose works were
suspended due to the ECQ. Assistance was given to them in consolidating the required documents for their applications for DOLE’s COVID-19 Adjustment Measures Program (CAMP). Further, disinfection of office premises was regularly undertaken at the PPMC Admin Building, Security Office and the San Fernando Airport Terminal Building. As the Province of La Union transitioned to General Community Quarantine (GCQ) and Modified General Community Quarantine (MGCQ), PPMC has prepared and implemented its “Re-Entry Plan for the New Normal” by reinforcing its health and safety protocols, its strategies, processes, procedures, and strengthening its IT-based systems and applications as primary tools in business and official transactions. Amidst the threat of COVID-19, PPMC remains steadfast in providing vital public service and assistance to its locators and stakeholders and at the same time ensuring the health and safety of PPMC employees, which are all aligned with the policy direction of BCDA under the able leadership of President Rodrigo Roa Duterte.
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FREEPORTS AND ECOZONES
Subic Freeport Covid-19 Testing Center Now Open to Public By Henry Empeno
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SUBIC BAY FREEPORT — The reverse transcription polymerase chain reaction (RT-PCR) test, which is considered the gold standard in the accurate diagnosis of the new coronavirus disease (Covid-19), is now available to residents in the Subic Bay Freeport area and neighboring communities. Subic Bay Metropolitan Authority (SBMA) Chairman and Administrator Wilma T. Eisma said the public may now avail of RTPCR testing here even as employees of the Subic agency undergo testing on a staggered schedule. “We are now close to completing the testing of SBMA frontline workers, and so we are calling on business locators and other stakeholders in Subic to get their frontliners tested, too, and for residents from nearby areas to also avail of RT-PCR for their peace of mind now that testing is conveniently available here in Subic,” Eisma said. “The 3T’s — testing, tracing, and treating — is still the best way to beat Covid-19 and to keep our community safe and conducive to business,” she added. The testing center, which was established jointly by the SBMA and the Philippine Red Cross (PRC), is located at the former Wimpy’s Restaurant near the Freeport main gate and is manned by technicians trained on
28 Collective / Issue 9
taking swab samples. With the RT-PCR test, actual swabs from the nose or throat of patients are used to determine if a person is infected. The swab samples are then forwarded for analysis at the Red Cross molecular laboratory in Subic’s Naval Magazine area, which is capable of doing 2,000 tests daily. Eisma said that to avail of the test, interested parties may register via email at swabtest.sbmaprc@gmail.com and pay a testing fee of P4,000 through any of the following bank accounts: Philippine Red Cross, Account No. 151-7-151524342 at Metrobank (Port Area Manila Branch), or Philippine Red Cross, Account No. 00-4530190938 at Banco de Oro (Port Area Manila Branch). Then applicants would have to email proof of payment (scanned or screenshot) along with applicants’ name to treasury. office4@redcross.org.ph, forms@redcross. org.ph, and swbtest.sbmaprc@gmail.com. Following verification of payment, the confirmed testing schedule will be emailed to the applicants, who should report at the SBMA-PRC Swabbing Facility on the scheduled testing date. Eisma said that results of the RT-PCR Covid-19 test will be available in four days.
FREEPORTS AND ECOZONES
516,392 Trees Keep CJH Green By Zyrelle Del Prado
C
Camp John Hay, Baguio City - The John Hay Management Corporation (JHMC), a subsidiary of the Bases Conversion and Development Authority (BCDA), an administrator of Camp John Hay, is keen on preserving and maintaining the greenery inside the Camp. With the continuing mandate of JHMC in preserving and protecting the John Hay reservation, an estimated 516,392 trees consisting of Benguet Pines and other indigenous tree species which are either planted or regenerated are found in the CJH forest reserve. Since 2000, JHMC has been accounting for and documenting the Benguet Pines and other tree species that naturally thrive inside the John Hay reservation area. To date, JHMC has accounted for 213,962 trees inside its area of responsibility. JHMC records show that a team from the Ecosystem Research and Development Bureau (ERDB) College in Laguna conducted an inventory of trees with more than six (6) centimeters (cm) diameter-at-breast- height (dbh) over an area of 237.37 hectares. The inventory used a 100% count method and resulted in a total of 54,587 Benguet Pine trees and 2,217 other tree species being recorded. In the same area, 61,004 pine trees and 2,848 other trees were also accounted for
using a 5% sampling intensity method. These trees are less than 6 cm. dbh. Hence, in total, 120,747 trees with the foregoing descriptions and growth classifications were documented and recorded. In 2012, a 100% Tree Inventory/Tree Counting Project was conducted by JHMC. The tree inventory covers a total area of 267.6714 within portions of the reservation not covered by any lease agreement. This resulted in the recording of 49,529 trees with more than 6 cm. dbh, 26,468 saplings with less than 6 cm. dbh, and 17,218 seedlings which regenerated within the area. In total, 93, 215 trees thrive in this portion of CJH. Yearly, environmental activities are being implemented. Among these are plogging, tree planting activities with various stakeholders, participation in various environmental awareness and campaigns of the government and non-government organizations, observance of environmental celebrations and remembering like Arbor Day, Earth Day, Bayani ng Kalikasan, and many others. With its passion for ensuring sustainable multiple use of the forest watershed, JHMC continually adapts and copes with the shifting ecological balance, while performing its mandate to contribute to national economic growth by generating investments and creating job opportunities within the special economic zone. Collective / Issue 9
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A DINER’S DIGEST
Best food delivery services you must try By Ryan Carl Mangubat
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The pandemic left almost everyone with no choice but to stay home. While restaurants have temporarily, if not permanently closed, there have been several which tried to stay in business by providing food delivery services. Home-based food businesses have also thrived, and with the wonders of digital technology, satisfying one’s food cravings is just a click away. In this section, we have picked the best food sites and apps to help you in planning and deciding your meals for the day or the week.
Let’s Eat Pare! This foodie site started as a Facebook group, which now has over a hundred thousand members. Food reviews from the community help people decide where to order and which new restaurants or food businesses to check out. Regularly visit the sitel for special deals and discounts!
FoodPanda With a minimum delivery fee of just P49, this food delivery app gives you a fast and convenient way to order food from the comfort of your home. Choose to pay with cash or credit card for hassle-free transactions.
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A DINER’S DIGEST
Mangan.ph A location-based food delivery site, Mangan.ph provides food choices in the provinces of Pampanga, Cavite, Laguna, Bataan, Tarlac, and Bulacan. The site aims to promote local restaurants, cafes, pubs and bars and provide delivery services to your doorstep. If you’re located in these areas, what are you waiting for? Mangan!
BigDish Like discounts and great deals? Who doesn’t? In BigDish, you can get amazing deals in numerous restaurants in Metro Manila. Their app also helps you get reservations, again, with great discount offers. Maybe after the pandemic, BigDish can help you book your first eat out with your family, friends, and loved ones.
GrabFood Initially known as a transportation network company, Grab extended its services to food delivery as well. With their swift and affordable service, GrabFood is now one of the fastest growing and most dependendable food delivery services in the country.
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Clark International Airport The New Passenger Terminal of the Clark International Airport marks its 98% completion as of June 2020. The new passenger terminal, combined with the existing terminal, can accommodate up to 12.2 million passengers annually. It is expected to be operational by the first quarter of 2021.