The Student Publication of the Ateneo School of Medicine and Public Health
MALOY BENITO:
The Student’s Champion
MANUEL DAYRIT: From Grassroots to Offshoots
RAYMUNDO BAQUIRAN: Right Place, Right Time
THE LEADERSHIP ISSUE
EDITORIAL BOARd Michaelangelo Cristoni Guballa Denise Nicole Villanueva
Editor-in-Chief Associate Editor
Mikhail John Espiritu
Managing Editor
Katrina Caballas
Secretary General
Katrina Marie Hernandez Creative Editor Jovitte Suzane Yalong Article Editors Jerson Taguibao Article Editors Maria Bernadette Camacho Web Editors John Kevin Paulo Biadomang Web Editor Arra Francesca Castro
Finance Officer
Maloy Almeda-Benito SCOPE Adviser and Moderator
Web TEAM Mica Araya Hadeza Cabaddu Web Editor Deputies Carlo Luy Lordieliza Melendrez Seeker Deputies Leanne Chua Marketing Deputy
CONTRIBUTORS Writers Harvy Joy Liwanag, MD-MBA Daniel Macrohon RC Marcelo Alma Pabline Lorenz Revillas Tresa Valenton
Photographers Maan Bermudez Gresa Ellescas John Hernandez Casi Veloso
Creatives Patricia Alvarado Victoria Chan Jeth Cruz Ruth Hechanova
THE LEADERSHIP ISSUE
Message from the
editor-in-chief We are all born FEARLESS. Tell me you have agoraphobia, nosophobia, or decidophobia. At one point in your life, you were completely unafraid. As we grow older, we begin to have our first dose of failures and disappointments. We hate its bitter taste and immediately spit it out. We promise ourselves that never again will we speak in front of a crowd, fail in an exam, and yes, fall in love. Little by little, before we know it, we become fearful. We avoid getting caught in the dark alone. We dread the thought of being a group leader, and try to pass the role to someone else.
Harvy Joy C. Liwanag, M.D.-M.B.A Member of ASMPH Class of 2012 Founding Editor-in-Chief of SCOPE
This brings me to my perennial question on leadership: Why are a lot of people uncomfortable with it? Is it due a traumatic experience in the past? Or does it stem from the pre-conceived notion that the leader does it all—from directing, coaching, delegating, and still doing everything in the end? On the other side of the spectrum, why do others exude a certain aura of undisputed authority and pure charisma, thriving later on as the leaders we respect and follow? It is my honor to present to you the leaders of the Ateneo School of Medicine and Public Health (ASMPH). We are very fortunate to have leaders who are courageous and relentless in changing the landscape of the Philippine Health System by pioneering a different brand of medical education—one that is fluid and dynamic, one that hopefully seeps through the gaps and cracks of our healthcare system. After going through all the interviews and articles, I came to a point of rare clarity. The leaders we have in ASMPH are not devoid of hardships, and failures. In fact, they’ve had a lot them. It is in their retelling of an eventful past that one would begin to truly make sense of their vision. It is my hope that through their stories, we become co-visionaries who are brave enough—and fearless—to take the path that hasn’t been trodden before.
FOREWORD
About six years ago, as year level six students, we launched the maiden issue of SCOPE with the cover title, “How We Hope To Change The World.” That issue featured several “change agents” from what was then a budding community of the Ateneo School of Medicine and Public Health (ASMPH). Fast forward to the year 2014, I find myself writing the foreword to this latest issue of SCOPE featuring a different set of ASMPH personalities but nonetheless reflecting the same message we’ve been echoing since 2008-leadership in health. The story of ASMPH as a pioneering venture of the Ateneo is perhaps best captured by the articles and photos of students who still find the time to cultivate campus journalism despite the toxic demands of medical school. And so six years ago, we founded SCOPE as an integral part of the ASMPH community borne out of a desire to tell our stories-stories of change, stories that inspire, stories of leadership that echo the kind of doctors we wish our ASMPH alumni to become. As the official student publication, SCOPE therefore plays a critical role not only in recording ASMPH history “as it happens” but also in shaping the minds of its readers towards a better appreciation of our mission as lived out by members of the ASMPH community.
Michaelangelo Cristoni N. Guballa Member of ASMPH Class of 2017 Editor-in-Chief of SCOPE (2014-2015)
In this issue, we read about Dean Manolet Dayrit and his story that takes us from the martial law years and the communities of Mindanao, to the Department of Health and the World Health Organization in Geneva, and finally to his new role as ASMPH dean. We also read about the story of Associate Dean Lou Querubin - valedictorian of her Ateneo college class yet, like so many of us, also had to deal with the demands and struggles of medical school. There is also the story of Dr. Ray Baquiran and his thoughts on strengthening public health education and training in the ASMPH. We read about the likes of Dr. Ginger Ramirez and Anton Recto (who, by the way, drove for us during our licensure examinations in 2012!) and their stories about how they fulfill their life missions. Of course, we may never really have known what those missions were without guidance from Ms. Maloy Benito, Dr. Ruth Gerochi, Ms. Rachel Consunji, and Ms. Ina Teves who, in so many ways, help in our formation to become physician-leaders. Finally, the ASMPH community will not be complete without the likes of Mr. Danny Julian, Mr. Rainier Jimenez, and other staff members who help ensure an optimum learning environment in the ASMPH. The task of leadership formation in the ASMPH is never completed by lectures and reflection papers alone. We need to make the concepts learned in the classroom real through role models. It is here where this issue of SCOPE hopes to make a contribution. In 2010, a landmark publication in The Lancet by Frenk, Chen, and colleagues called for a new and radical approach to the education and training of health professionals around the world by moving from knowledge-skills acquisition and values formation into leadership formation to produce “enlightened change agents” and to achieve “transformative learning” and “interdependence in education.” It is probably heartwarming for you and me to know that the ASMPH preceded this document by about three years (by year of inauguration) and perhaps even by a decade (considering years of preparations early on). May this “transformation” and “interdependence” through leadership formation reverberate not only within the pages of SCOPE and the walls of the ASMPH building but also in every situation we may find ourselves in as we continue the task of changing the world through health.
It seems like the ASMPH Dean has been so game for anything. He is at the office by 8:30 in the morning and leaves at 6:00 in the evening. Through all these, he still manages to learn the moves for a collaborative performance with a singand-dance all-male group at school. He was Superman during the school’s acquaintance party. He did not care looking goofy wearing a disposable plastic bag on his head for a surprise
dance number during the 2013 Board Exams victory party. He has been seen jamming with the school’s chorale. He will stop for casual exchanges with students and fellow faculty before and after school Masses. He is game to pose for photos and with anyone, or groove to “Come Together” by The Beatles.
about anything Public Health-related from grass roots to global issues. Ask him about life and he can pretty much integrate his experiences with his principles. What is even more amazing, he seems to have lived by what he believes in –back when he was a son to activism up until now that he is a father to a child that is Public Health. Asked regarding the thoughts he has lived by, Manuel M. Dayrit, MD gives four.
from grassroots Ask him anything about philosophy and he sure can give an essay’s worth of an answer. An advocate of health equity, he can talk
TO O FFSHOOTS: four thoughts lived by Dean Dayrit
“In deciding what road to take, have a clear vision in mind and do not be afraid to shift track” He had solid formation. Trained by the Jesuits in elementary and in high school, the young Manolet, as he was fondly called, found himself into a lot of business and math when he successfully made the cut to a then-four-year old Management Engineering (ME) program of the Loyola Schools. During summers when he was off from school, he traveled to visit other parts of the country. The First Quarter Storm (FQS) that heightened student activism inspired him to explore the Philippine Rural Reconstruction Movement (PRRM), a prosustainability and pro-poor non-governmental organization in Nueva Ecija. He recounts that it was a real exposure trip to the rural areas. “We lived in the barrio of San Isidro, in the town of San Jose. It was during that summer that I decided to shift from BSME to a pre-medical course. I didn’t care what course that was. What I needed to do, having done three years of Management Engineering, was to finish my science subjects and I did that in the next one and a half years.” Dr. Dayrit described the shift as “nothing earth-shaking”, “quite a calm decision”, and “a process of eliminating other options”. Although some of his aptitude scores were high for commercial concerns, he did not think 1 | LEADERSHIP
by Tresa Valenton and Denise Villanueva photography by Mikhail Espiritu
that his heart belonged to doing business. Other factors like his political beliefs cultivated in his involvement with the school paper drew him “to serve the people as a physician.” He ended up spending ten semesters in college instead of eight completing his AB course in nine and taking elective course in the last semester. In those ten semesters, he was in the Dean’s list in seven. He graduated with a degree of AB General Studies, honorable mention. Before freshman year started, he joined a student group for a medical mission to KalingaApayao where they stayed for a month. When he finally entered medical school at the University of the Philippines College of Medicine (UPCM), his mindset was the same, to work towards improving the Philippine health care system. He sought out like-minded people and found Alfredo Bengzon MD among the faculty; he later succeeded him as Dean of ASMPH 40 years later. Shortly after first year classes started 1972, there was a huge flood in Central Luzon. Classes were called off for a month. His batch organized the relief operations and deployed doctors and upperclassmen from the Philippine General Hospital to the affected areas. A few months later, President Ferdinand Marcos declared Martial Law causing classes to be called off for another two weeks. This resulted in anatomy and neuroanatomy being squeezed in one semester. In third year, Dr. Dayrit and some classmates did their electives in a small community hospital in Roxas City, Capiz. He says “we were continuously dosing ourselves with experiences in the
communities so when clerkship came around, we had a better idea of what was out there”. After graduation, he thought that doing internship outside of PGH was a chance to see the country for free. With six other UP classmates, he was eventually matched to do internship at the Brokenshire Memorial Hospital in Davao City. The process of matching was like a lottery and needed the approval of the Association of Philippine Medical Colleges (APMC) and Brokenshire management. Activist UP students were viewed with suspicion. Nonetheless, the match was made and Brokenshire never regretted their decision citing the interns Class of 1976-77 as the best the hospital ever had. Dr. Dayrit was doing his pediatric rotation when a polio outbreak hit Davao City; he saw many polio cases. Little did he know that years later, he would be involved in national efforts to eradicate polio. His internship was to become the first of an 8-year sojourn in Mindanao. After passing the board exams, he did the requisite 6-months post-board rural service in Monkayo, Davao del Norte. Once again, he made a life-defining decision of withdrawing from a PGH internal medicine residency after being accepted into the program. “By ’78 we were already working in the community, setting up health programs with the rural farmers. I did that solidly for three and a half years. I learned more about their culture; I learned how to speak their language. It helped me understand Public Health much more. We had networks with the Church, LEADERSHIP | 2
the government, even the underground. My work brought me to other parts of Mindanao including Agusan, Zamboanga, Cotabato, and Bukidnon. I also began teaching epidemiology, biostatistics, and community medicine at the Davao Medical School and became the head of the Community Medicine Department.”
“Be patient and believe that Divine Providence has a plan for you.” He added, “And it’s up to you to understand what that plan is.” The Divine Plan for Dr. Dayrit may have manifested itself in the form of an opportunity to deepen and broaden his formation in the
work of public health. He applied for and was awarded a scholarship at the London School of Hygiene and Tropical Medicine in 1981. This academic year was an interlude during the time he was based in Mindanao. Fortuitously, his wife Elvira Dayrit MD also got a WHO scholarship in the same year. Both completed their Master’s degrees in 1982. Dr. Dayrit earned a Master of Science in Community Health in Developing Countries with a mark of distinction. Many years later in 2006, LSHTM made Dr. Dayrit an honorary Fellow. Dr. Dayrit expresses his dissatisfaction with medical education in the Philippines especially when it comes to addressing public health. “We produce health professionals who train to become clinical specialists. This is good but not sufficient. We neglect the public health
system which is the back bone of a responsive health care system. We need a strong public organization to implement key policies designed to provide quality health care for all citizens. Good health care is not only for people who can afford services in a private hospital. It has always been our passion to strive for equity in health care, and provide better services for all—most especially the poor and underserved.” He ended up working in government although he never planned to. He started as a research epidemiologist at the Research Institute for Tropical Medicine in 1984. In 1990, he was recognized as an Outstanding Young Scientist (OYS) by the National Academy of Science and Technology (NAST) for his work in Acquired Immunodeficiency Syndrome (AIDS), cholera and red tide. He had a stint as the Head Executive Assistant of then Health Secretary Alfredo Bengzon. He became Director of the Public Information and Health Education Service before being promoted to the rank of Assistant Secretary where he handled other portfolios including the regulation of blood banks and clinical laboratories.
“Learn detachment.” Dr. Dayrit has learned to detach and move on. The move to private sector was a breather for him. He worked with Aetna HMO as Assistant Vice President for Health Services before he joined United Laboratories, Inc. as Assistant Vice President for Regulatory Affairs. But his love for public service saw him coming back as the Secretary of Health in 2001 during the administration of President Gloria MacapagalArroyo. Shortlisted by a Search Committee, the support of the government bureaucracy, NGOs and the Church led to his appointment. During his term as a Health Secretary, the national coverage of PhilHealth doubled from 30 to 60%, generic medicines became more available and the national TB control program achieved its global targets. Furthermore, under his leadership, the SARS outbreak was effectively contained in 2003. And the spread of vaccine-derived polio virus was stopped with a national campaign which vaccinated 24 million children. Knowing what it was like to be in the communities, Dr. Dayrit also improved the Doctors to the Barrios (DTTB) Program. Collaborating with the Ateneo Graduate School of Business and Pfizer, he contributed to the establishment of the Leaders for Health Program which provided a model to improve governance of health at the local government level. This entailed the joint training of local executives, municipal health officers, and civil society representatives to pave the way for better collaboration. 3 | LEADERSHIP
In 2005, a year after Gloria MacapagalArroyo won the Presidential elections, the opportunity to work in a global organization opened. To Dr. Dayrit, it was hulog ng langit (gift from above) at a time when the Arroyo administration was gaining notoriety. Dr. Dayrit left for Geneva, Switzerland to become the Director of the Department of Human Resources for Health (HRH) at the World Health Organization. During his term at WHO, his team led the development of the WHO Code on the International Recruitment of Health Personnel which was adopted in 2010 by the World Health Assembly composed of 193 member states.
“Have fun!” Dr. Dayrit shared, “It’s not like, ‘Oh Geneva was the pinnacle!’, or ‘Oh being the Secretary of Health was the pinnacle.’ If you ask me would I have changed anything? NO! All the various stages in my life and career – in Mindanao, in government, in the private sector, and in an international organization – contributed to the whole.” And he notes that he had fun in all of them. Eventually, all of these experiences
led him to the Ateneo School of Medicine and Public Health (ASMPH).
do you provide better services for the poor? How do you keep our population healthy?”
Even as Health Secretary, he had become involved in initial meetings to conceptualize the establishment of ASMPH. Sometime in 2010, Fr. Ben Nebres who taught Dr. Dayrit math in high school, met Dr. Dayrit at an alumni reunion and invited him to join ASMPH when he retired from WHO. In 2012, Ateneo had a search for a new Dean. The new university President Fr. Jett Villarin SJ appointed Dr. Dayrit the ASMPH Dean. Dr. Dayrit succeeded Dr. Alfredo Bengzon and has a three-year term from 1 May 2013 to 30 April 2016.
“We need to follow what ASMPH graduates do after graduation. The concept of an outstanding clinician, leader and social catalyst is a vision on paper which needs to be achieved in reality. Assuming that a career spans 40 or even 50 years, what contributions will you be making to the health system? Changes are happening quickly and in an accelerated fashion. But even if there are so many scientific breakthroughs, they need to be brought to bear on our social realities. Top-notch tertiary healthcare facilities will not improve the overall picture of the health of citizens if half of the population is malnourished.”
Dr. Dayrit reflected: “ASMPH is uniquely positioned. It’s a young school and it has a really innovative curriculum which is a challenge to undertake for faculty and students. We are envisioning a strong research capability among the faculty to study how to improve the health system.” He fires a series of questions: “how do you manage the devolution? Can our hospitals be run better? How do you finance our public hospitals so they provide better services? How
Dr. Dayrit, in public health service for 38 years, has truly championed his heart’s deepest desires from the grassroots to the offshoots. His rich experience in communities, academe, public sector, private sector, and the international stage speaks for what he lives by. And if by “not-just-ordinary doctors”, he meant excellent and fun-loving ones, we say, “Yes, Doc! You’ve found a home with and in us!” LEADERSHIP | 4
“The choices we make in life shape who we become. The person that we are right now is in part, a consequence of earlier decisions.” These are the words that echoed from Lou Casimiro - Querubin MD as she recalled her experiences in college and medical school. The year was 1981. Lou Querubin was a newly graduate student with a degree in Psychology, valedictorian of her class, and a departmental awardee from the Ateneo de Manila University. She made an intuitive decision after her college days to teach students and change lives. She initially taught Grade 1 students in the Ateneo Grade School. To her, it was during this time that she started to cultivate her philosophies in life and work. One year later, she entered the University of the Philippines, College of Medicine. One of the memories she will never forget from this chapter in her life was that of a particular day in 1983. That day they were studying the anatomy of the foot, and the whole batch of first year medical students filled the room. It was another supposedly busy day for a young medical student but at that time, Lou Querubin’s mind was on something else. The funeral march of Benigno Aquino, Jr. was happening just a few blocks away from where they were having their anatomy lecture. She wondered why she was there in class while a historical and socially relevant event was happening right outside at that moment. That memorable day in 1983 can best depict Dr. Querubin’s thoughts as a medical student. She had feelings of doubt about being in medical school and was impatient to do something significant for her country. Even as she continued her studies, there was a struggle inside her to pursue something that was not concrete. There were so many opportunities outside to make a difference for her country, but instead she was inside studying everyday. It even made her wonder whether the decisions she made were congruent to her aspirations in life or were indirectly shaped by her parents. These made her curious of all the things that could and might have been, if she had chosen otherwise. During this time, the power and influence of the people around her became a striking factor in her own life. One professor in particular took the time to help her at a period when she considered dropping out of medical school completely. Dr. Querubin recalled this incident as an “angel in (her) midst” during her first few years of medical school. Despite her personal questioning, however, she continued her medical education and graduated eager to show the world what she was capable of. Moving on to the next chapter of her life, she worked side by side with Dr. Bengzon and Dean Dayrit at the Department of Health where she stayed for the first 5 years after medical school. Eventually, she took up psychiatry as her specialty and continued her education at the University of Melbourne in Australia, where she helped create international mental health programs for developing countries.
At all these crossroads, Dr. Querubin made a conscious choice to follow what her heart called her to do. Fate, as she often believed, led her to all these opportunities. But most of all, it led her to ASMPH. She does not regret any of the decisions she has made, because ASMPH and its students stands for the kind of change she dreams of being part of. She feels blessed and proud to have played an instrumental role in shaping ASMPH to what it has become today.
d ng an oma o Biad evin asi Velos C s by K word raphy by og phot
When asked what students can take as lesson from her own life, the advice she gives is simple: “The life of a doctor is hard, and it will pull you towards many different directions. But what is important is to create a life for yourself outside of work, and to make time to heal yourself and build on your faith.” She further adds, “You need to have a vision, a dream of how things can be better, and the courage to make that a reality.”
hua ne C Lean
There are still many things she hopes to accomplish, but she has found a way to continue her work indefinitely by extending her life through her students. One thing she’d like to share to the younger generation of doctors-to-be is the humble realization that you can never be one hundred percent sure in life. There will be many moments in life where you will find yourself standing at crossroads. You can only make your choices based on what you know at that particular moment, and it is a constant process of reflection and discernment that will lead you to intuitively know whether the road you will choose is the right one. That is why the most important part is to never judge yourselves for past decisions you have made, because it was the right decision for you at the moment you made it.
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On that fateful day in 1983, the thoughts that came to her mind made her question her direction in life. However, she knew that investing many years in studying medicine would allow her to make a bigger difference in the future. This notion fueled her restlessness and impatience even more, which eventually helped her to achieve her aspirations. This led her to become the guiding light and inspiration that we now know her to be.
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THE STUDENTS’
CHAMPION
words by Hadeza Cabaddu and Daniel Macrohon photography by Maan Bermudez
Only the title of Director of Student Affairs and Graduate Development was new to Maloy M. Almeda-Benito as she took the role this school year. Ma’am Maloy earned her BS and MBA degrees in Ateneo, and she has worked with the school even before the pioneer batch held classes. Her work as an HR consultant, primed towards change management and organization development, put her under the spotlight when the ASMPH population grew.
As the Student Affair Director, she envisions her office to be integrated and in synergy with the ASMPH administration. Her team aims to provide a holistic support system for the needs of the students both in academics and extra-curricular activities, in combination with formation and scholastic welfare.
In her other functions, impact assessment is a priority area that Ma’am Maloy is really excited about this year. This will be done by her office for the As a leader, Ma’am Maloy’s strategy first time to evaluate the effectiveness is based on the value of relationships. of the school, a premier institution of Building connections with the people three disciplines, for the past years. she works with does not only help her deliver output. More importantly, it Indeed, she has gained a lot from her helps her understand and get to know life experiences and flourished to them. This makes it is easier for her to be a true Atenean leader. At the end set better directions for her team.
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of the day, she believes that the core of leadership is about knowing who you are and being happy with that knowledge of yourself. Self-awareness, she believes, is a weapon for effective leadership. When asked certain fun facts about her, Ma’am Maloy shares that she’s a Type 7: The Adventurer according to the Enneagram. This is very evident in her spontaneity, friendliness, and extroversion. She is also known for her trench coat and high-cut boots— her version of the white coat and stethoscope. On her family life, she shares the she has two little daughters with her husband whom she had an 8-year relationship with before getting married.
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“It’s not a recipe. It’s more of a process - teaching them competencies and helping them discover their own leadership abilities“ In essence, Ms. Gerochi inspires and empowers by insisting that each one of us has what it takes to be a leader waiting to be discovered. However, it is not solely an individual process. “Other people and our life experiences help us,” she says, acknowledging the importance of those around her - loved ones and even enemies in embracing her potential and sculpting her role as a leader. Ms. Gerochi shares how her introverted self had preferred research over teaching, but embracing her gifts and stepping out of her comfort zone allowed her to enter and thrive in academia. “I enjoy relating with the differen school organizations. I am so impressed by the leaders of the Student Council and the Ms. Rutth Gerochi, PhD is involved in the ASMPH community in many ways. She is part of the administration’s Office of Student Affairs and coordinator for the student government and organizations. YL5 and YL6 students may know her from their leadership sessions, and even graduates will recognize her part in alumni
development. She acts as a link between organizations and the school itself. Scope asked her about leadership and its cultivation.
“It’s not a recipe. It’s more of a process – teaching them competencies and helping them discover their own leadership abilities”
Ms. Gerochi breaks the stereotype of leaders being that select few who possess certain characteristics.
She describes her leadership coaching as a way to help future leaders move from one stage to another, providing them
C u lt i vat i n g L e a d e r s 9 | LEADERSHIP
words by Carlo Luy photography by Casi Veloso
with different lenses and insights along this journey. To develop full leadership potential, according to her leadership mantra, the awareness and ownership of one’s gifts is key. “This is achieved by a series of reflection and introspection. We are not looking at qualities.”
ASMPH Organization Board (AOB).” She draws strength and inspiration from those around her in the ASMPH community. “It inspires me to get out of my shell, to be more present, and to deepen my own understanding of student life.” When asked to share a fun fact about her, Ms. Gerochi revealed her artistic side. She’s been painting since college and especially enjoys landscapes. Ironically, she is also getting into photography despite her aversion to being in front of the camera. She shares that one time for a video shoot, it took the videographer a whole week to shoot her part. Ms. Gerochi is also looking to get into underwater photography— merging photography with another interest of hers, scuba diving.
“Each one of us has what it takes to be a leader waiting to be discovered.” LEADERSHIP | 10
BORN OR BRED? words by RC Marcelo photography by Mikhail Espiritu
Ms. Czarina Teves, MBA is the head of the school’s leadership, coaching and mentoring program. SCOPE interviewed Ms. Teves to get a glimpse of her leadership style and views on leadership formation. SCOPE: Your official position is the Head for Leadership, Coaching, and Mentoring Cluster. Any previous projects, positions, or training you wish to highlight that have been formative for you as a leader? MS. TEVES: Before I got into organization development and coaching, I was an account manager for an advertising agency where everything had to be the best, created at the lowest cost possible, delivered yesterday. You had to know how to “be” with people to get things done: the creative guys who rocked to Nirvana and brought a pet iguana to work, the clients with their Italian neckties and shoes, and the boss who insisted you had to know everything. Account work teaches one to be organized, to think in terms of strategy and objectives, to be clear, to have a backup to the back-up, to take a lot of heat and pressure, to be diplomatic.
It’s a cliche, but Philosophy of Man classes taught me to think about the meaning of work, so I left advertising and got into organization development (OD) because I wanted to help make organizations meaningful to people. OD work gives one a ringside view of leaders: how their clarity of thought, pureness of intent, and the courage their convictions could inspire the workforce. How the lack of it could bring despair. SCOPE: The ASMPH aims to train the future physician-leaders of our country and it is your job to coordinate the formation of the Leadership aspect in these students. How would you describe your leadership style and how effective is 11 | LEADERSHIP
your personal leadership style for this kind of position? MS. TEVES: I’m still getting my leadership legs on this one. It is a continuing opportunity to do better. With the establishment of the Office of Student Affairs and Graduate Development, there is now a multidimensional effort to work with students, alumni, and faculty on formation. We will soon be launching a study on the impact of the formation program. It will look at current content and delivery. Results of the study will form part of the basis for improving it. SCOPE: What is your personal vision for the kind of leader the ASMPH should be forming? How do they fit in the future of our nation? MS. TEVES: Our nation needs leaders who love this country, who believe everyone should have a fair chance at a better life, who can think in terms of systems, and who can engage likeminded others to do the same. It is our hope that we could do this.
Life in Manila makes one forget that the Philippines in the 21st century is a developing country: a country where mothers die during childbirth because their spouses had to carry them to the hospital in a hammock for three hours, over rough terrain; where children could not go to school because they are too hungry or have no transportation; where insurgents are willing to return to the community if only they had potable water from the tap and a toilet instead of an outhouse
MS. TEVES: The economist Jeffrey Sachs says in The Price of Civilization: “A society of markets, laws, and elections is not enough if the rich and powerful fail to behave with respect, honesty, and compassion toward the rest of society and toward the world... Without restoring an ethos of social responsibility, there can be no meaningful and sustained economic recovery.” SCOPE: You motivate professionals, even handling the coaching and guidance of coaches and leaders themselves. You have even handled a position as a career advice columnist for various publications. How do you motivate yourself in maintaining your quality of work? Any overall goal or objective that you aim which ties all the work you’ve done and have planned for yourself in the future? MS. TEVES: I am fascinated by the idea of the Renaissance person and by the idea that there is so much more to personhood than a salaried career. It is not so much quality of work, but quality of life.
Also, three old Latin phrases help: (1) Mens sana in corpore sano. Healthy mind in a healthy body. (2) Vita brevis, ars longa. Mastery is a lifetime pursuit, but life is short. (3) Carpe diem, a.k.a., YOLO SCOPE: What is a fun fact or trivia that not a lot of people know about you? MS. TEVES: Learned to swim at age 40. Ran first marathon at age 48. Hopefully not the last. LEADERSHIP | 12
“I really believe in engaging people that’s the orientation I have. People have to believe in something for them to stick to it in the long run.”
As the new program director for the Ateneo School of Medicine and Public Health’s MBA program, Rachel Consunji, MBA, is looking forward to what she deems as the creative part of her job. According to her: “I think there is a lot that can be done to continuously improve, enhance, and develop the MBA program. The creative part excites me because of the opportunity to innovate, design and make a difference in what is taught and how it is learned.”
and process-oriented. “I really believe in engaging people - that’s the orientation I have. People have to believe in something for them to stick to it in the long run. I also believe in participation. No one ever has a monopoly of ideas. So much can happen when people are taking part in change and a cause.”
She is, however, aware of the other side of the coin with this leadership style. “It has its “ghosts”—it can take a while. Sometimes engaging others In order to achieve the goals of [takes] too much [time], [and] it delays the MBA program, Ms. Consunji implementation.” believes that engaging people is the way to go. Her leadership style With each and every MBA program is very participative, consultative, director that the school has had, each
ENGAGE 13 | LEADERSHIP
brought with them their own insights on developing and improving the curriculum and program. Ultimately, Ms. Consunji wishes to focus the program on having outstanding clinicians, dynamic leaders, and social catalysts as the end goal. “How will this program contribute to that end in a way that makes a difference to the mindset, heart, and skills of each graduate? How do we align the whole program to the end goal of the students?” Indeed, there is a lot to look forward to with the continued refinement of the MBA program alongside the study of medicine. And under Ms. Consunji’s wing, the future never looked brighter for the Ateneo doctor.
words by Bernie Camacho photography by Gresa Ellescas
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Right Place, Right Time
words by Mico Guballa photography by Mikhail Espiritu
“And, when you want something, all the universe conspires in helping you to achieve it.” ― Paulo Coelho, The Alchemist At one point in our lives as medical students, with not much time left before an exam—with a number of transes still left unread—we pause for a while and tell ourselves all sorts of things. We’ve been good students. We’ve been trying so hard to actively listen in class and study during breaks. We tell ourselves that in our wanting to become doctors so badly, the whole world would help us, and make us do well in an exam. We do well, and we believe that perhaps, we are meant for something big: that in the grand scheme of things, our becoming doctors is not due to mere chance. For Raymundo Baquiran, MD, being a doctor was made possible by the union of perfect timing and a confluence of opportunities—of being at the right place at the right time, when the manna from heaven was falling. At a young age, Dr. Ray knew that he wanted to become a doctor. Coming from a family with humble beginnings, financial resources were a critical determinant of whether he’d be able to go to school or not. But unlike those who have to wait for long lines or go from office to office to search for generous benefactors, at each juncture when Dr. Ray found himself standing at the crossroads, opportunity would present itself. Dr. Ray was a full scholar of the Ateneo Scholarship Foundation, which made it possible for him to finish college in the Ateneo. He is a recipient of a scholarship from PEACE Foundation, New York, which allowed him to complete his medical education at the University of the Philippines College of Medicine. “I was able to secure the PEACE Foundation scholarship through two very important persons. The first is the late Father Rolly Bonoan, S.J.; he was dean of the School of Arts and Science of the Ateneo when I was in college, a true Jesuit who taught many of us the meaning of magis and a very dear mentor to me. The second is Mr. Chris Peabody, a tireless and genuinely self-giving person who up to now, continues to help many deserving students
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realize their dreams of becoming a doctor; Chris is in charge of our scholarship program in the ASMPH. My parents’ decision of sending me to medical school wouldn’t have been easy without these opportunities. I guess it’s a confluence of those.”
Taking the path less trodden. While most of his colleagues went directly into residency, Dr. Ray chose to heed a different calling. He spent the next five years at the Center for Community Services as medical officer and program officer for formation of volunteers for Lingap para sa Kalusugan ng Sambayan (LIKAS)-an organization “for students who want to put meaning to what it is to become a health practitioner”. He describes his experience with students as enjoyable and formative at the same time. They would usually go to remote areas in the country to have medical missions, and more importantly, to provide capacity. “We went to district hospitals to help out in clinical services and to train health workers”. According to him, capacity building is an indispensable part of social development, which is one of the foremost goals of the organization. Looking back, he owes his decision to join HEALTHDEV Institute to a rare concordance of the past and the present. “My previous experience in LIKAS back in college and medical school made it logical for me to try this out first before proceeding to medical training. At the same time, there was an opening at the HEALTHDEV. It was as if the stars were aligning.” After his stint at the HEALTHDEV, Dr. Ray took up his residency in Social Pediatrics at the Montefiore Medical Center. “Social Pediatrics is related to my background. It’s the equivalent of Community Pediatrics in the Philippines. It’s essentially Pediatrics with an inclination to Pubic Health.”
After three years of training, he became chief resident. At the same time, he took up his masters in Public Health at the New York Medical College at Valhalla, New York. He did a post-graduate fellowship in school health at Montefiore before serving as medical director of a school-based health program at the same institution for three years.
We have to ask: Ano ba ang naiiwan sa mga komunidad na ito? (What do we leave behind in these communities?)This is not contradictory [having commitments in the communities].” Medical schools traditionally see teaching, service and learning as disparate elements with varying importance. “Some people deem teaching as more important than research, and service. Why can’t we view them as co-equals? Service will help out research and vice-versa. Both research and service promote learning.”
ATENEO SCHOOL OF MEDICINE AND PUBLIC HEALTH
While ASMPH is one of the few schools in the country that put premium to public health, Dr. Ray admits that there’s still a lot of room for improvement. “The challenge lies in teaching public health concepts in full living color. Here, you talk about transformative education. Learning does not have to be limited within the four walls of the classroom. Learning happens when you’re out
their in the communities—in the natural setting, with families. That’s the challenge since you have to balance that with demands for the basic sciences, organ system approach, and time. Time is always limited.” For Dr. Ray, the future of the Ateneo as a school of medicine and public health is bright. “In the past, we still had to sell the idea where the school stands. Seeing YL5 students, I’m very pleased in the way they are engaged, and in the way they asked questions. This is an indicator that we’re beginning to get students who are sold to the attitude of putting teaching, research and service together. We don’t need to sell it anymore. They’re the one’s clamoring for it. Above all, this is an indication of transformative learning.”
CURRENT DIRECTION
According to him, the ideal is to craft innovative and well thought of ways to make this possible. “We have to think of intersections where the school can use its competencies to build communities. If the students themselves can help in setting-up, we start seeing a glimpse of public health in its full-living colors;
it happens when we see the students themselves become the personnel or actual resources running these programs. There are directions like this right now. Dean Dayrit and the Quezon City Local Government are currently evaluating their respective capacities with the end goal of filling in the gaps in the public sector.” Since its start in 2008, the Public Health Program of ASMPH has undergone a lot of changes, which serve as a humbling reminder of how the program could still be improved. On the one hand, the evolution of the program also stands as a testament to how individual lives have been changed, and how several communities have been empowered—and how much more could be with its promising future. Some would attribute such small milestones to great leaders, to promising students, or to proactive communities. The story of Dr. Ray, however, tells us that everything falls into place when the time is right. With the right people who share the same vision coming together, and the mindset of public beginning to change, it seems that the stars are aligning for a different brand of Philippine public health.
With his experience in Public Health both deepened and diversified, the next logical step for Dr. Ray was to come back to Philippines, and give back. He became a part of Leaders for Health, a tripartite program by the DOH, Ateneo de Manila University and Pfizer, which aimed to develop the health systems of local communities. Through this program, Dr. Ray had the chance to work with poor municipalities in the country. The main goal of the program was to give these municipalities the capacity to run their own health systems. Even after many years after volunteering for LIKAS, the need for capacity-building still resonated—only this time, louder. “You have to teach them how to run health systems. You have to think about finance, supervision, and governance all at the same time. You find ways to make health systems responsive to the needs of their constituents.” It was in 2005 when Dr. Ray received an invitation to help out in formulating the curriculum of the public health program of the ASMPH. He has become a part of both public heath and clinical medicine programs of the school since then.
Service as a Co-Equal
With his remarkable credentials, and many years of seeing public health in the flesh, Dr. Ray sees the extent as to how medical schools impart the idea of health as a public concern, should be both reevaluated and transcended. “Medical institutions should see public health in a broader light. It’s not just investing in students, but in being directly involved in the here and the now, the communities.
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A PASSION FOR SERVICE words by Mica Araya photography by Mikhail Espiritu
“Everything will fall into place.” From the beginning, Caroline Mae Ramirez, or Ginger as she prefers to be called, was a young individual with a strong inclination for community development, and maternal and child health. Thus, when faced with the dilemma of choosing which career path to take, she had a clear direction to head to. The establishment of the Ateneo School of Medicine and Public Health came at the right time. Learning about ASMPH, Dr. Ramirez felt like the vision of the school resonated within her, and her passion for service-for-others. Medical school had affirmed and encouraged her to pursue what she loves. Now, fully grounded by the values of service-for-others and nation-building imbibed from the Ateneo education, and armed with the clinical and leadership skills of an Ateneo doctor, Dr. Ramirez found her calling in Public Health. The Ateneo Center for Health Evidence, Action and Leadership (A-HEALS), which officially started last January 2014, aims to “provide evidence-based solutions to help various stakeholders institute and manage effective health systems in the country”. Dr. Ramirez, who has been part of AHEALS from the beginning, was initially hesitant to take up the opportunity to be part of this initiative since its focus is more aligned with research than her advocacy, Maternal and Child Health (MCH). However, she had realized the importance of being open to learn. At present, as a Public Health Leadership Fellow of A-HEALS, she leads the team in a research project focused on understanding mothers’ access to health services during pregnancy until after delivery. She mentions how she has learned more about her advocacy, “It’s still maternal health, but now I see it from different perspectives.” Inspired by Mother Theresa and Dr. Manuel Dayrit, Dr. Ramirez aspires to always be an engaging leader. She believes in groups, and that each person has a particular role to play. “It’s just a matter of engaging and giving direction,” as she puts it. Dr. Ramirez considers her work a mission. She wishes to serve humbly and to live out with the consciousness Mother Theresa had. “It’s not about leadership or whether I’m on top. Everything goes back to the mission God has sent me. It’s leadership in light of a mission, in light of service.” She also wants to make the kind of impact on people that Dayrit has, the kind of charm that makes people want to grow and make themselves better. In the future, Dr. Ramirez hopes that A-HEALS could be a training ground for people who want to go into Public Health, especially the graduates of ASMPH since it is part of the thrust of the school. She envisions for A-HEALS to engage graduates to bring to life everything they have learned in medical school. She hopes to make them see that Public Health is just as important as clinical work, not secondary to it. For herself, she simply aims to be happy. She wants to make good use of her skills, and “be brought to wherever God wants to bring me.”
“Sky’s the limit. The call is just to be open – to allow grace to do its work.” 17 | LEADERSHIP
Every ASMPH student has to agree that his laboratory experience is not complete without the help of our friendly laboratory technicians. One of the faces we see during our laboratory classes is Kuya Rainier Jimenez. A BS Nursing graduate and soon-to-be father of two, Kuya Rainier is the Assistant Laboratory Technician in-charge of YL6 Pathology, Microbiology and Parasitology laboratory classes. Among the three lab technicians in school, he has been with ASMPH the longest, serving since 2011. While the position of laboratory head is currently vacant, Kuya Rainier takes on the leadership role of being the main liaison with the administration, staff and faculty. He also takes the initiative of instructing his co-workers on how they can strategically fulfill their tasks of preparing the materials for laboratory classes and cleaning the laboratories, considering the schedules given to them. Kuya Rainier’s definition of a good leader is someone who is concerned for the welfare of his co-workers and staff. Further, he says that he sees this trait in the Ateneo President, Fr. Jett Villarin. While Kuya Rainier enjoys his job at the ASMPH, he still hopes of having his own house and business someday, for his family. Kuya Rainier also enjoys playing computer games and Xbox.
THE UNKNOWN VARIABLE
words by Alma Pabilane and Lorenz Revillas photography by John Gabriel Hernandez
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words by Jerson Taguibao photography by Mikhail Espiritu
In a young and fast-evolving institution such as ours, leaders of a certain ingenuity become its lifeblood. Among the many, ASMPH Student Council President Anton Recto is a vital member of this team of innovators. This true blue Atenean shares how he operates and lives by the Ignatian values of magis and cura personalis, which are, to him, the foundations of his leadership.
under the scope He is often seen at midday busy along the halls, in the middle of meetings with the administrative staff, and on stage mid-speech during student-led events, to name a few. In the eyes of his loved ones, however, he is the idealistic, patient and caring Anton that they’ve always known— characteristics that channel well into his work in the Council. In his early years, Anton was involved in various organizations and committees but never a part of the ASMPH SC. It was because of his predecessor, Pancho Nibungco, that he first considered the position. A few months into his tenure, he mentions how blessed he feels for the SC he heads. Each member and officer possesses the initiative in their respective duties and is constantly able to deliver. He says that without them, the ideas would never have translated into action. Moreover, the presence and assistance of Ms. Rutth Gerochi, Ms. Ina Teves, and Ms. Maloy Benito, who are instrumental in the open exchange of student concerns and feedback, are indispensable.
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on his many styles Anton tells us that when he manages to find time for recreations, driving around the metro, dining out and shopping are always on his agenda—and he’s the least bit shy in admitting his love for clothes. He believes that leaders should present themselves well and sharp in all respects. In terms of leadership styles, however, having a vision and pursuing it no matter the difficulties is Anton’s personal brand. He allows himself to zoom out to look at the bigger picture for the student body, yet strive to zoom in and be hands-on. He hopes that in being a visionary, he inspires others to be visionaries themselves.
be more, be uncomfortable When asked about the Council’s new slogan, Anton describes “Be more. Be ASMPH.” as an interplay of magis and the BS Health Sciences program’s “I am more.” Borne out of multiple and rigorous discussions, it proved to be a statement that resonates with the student body. Furthermore, it urges everyone to abandon their comfort zones and open their eyes to the different avenues of learning
and the many opportunities the school has to offer. As an example, he cites that he would not have learned as much and grown as much if it weren’t for the leaps of faith he had made. To this end, Anton wants to be remembered as someone who was idealistic enough to inspire others, and someone who was able to synergize the collective effort of all ASMPH organizations and student leaders into what it means to be an Atenean. Just as he was inspired by his role model, Norman Dennis Marquez, M.D., whose idealism for the youth, insights and charisma are the reasons why many consider him an Atenean to emulate.
THE BIGGER CALL For the SC president, because ASMPH is still in the process of finding its identity and culture, its leaders are expected to take the first step in upholding the values and ideals of an Ateneo school above all. Leaders must strike a balance of discipline and respect for the traditions and freedom to be who you are. “We were so focused on being a medical school who happens to have the Ateneo name,” Anton explains, “but I think the priority here is to be, foremost, an Ateneo school, who happens to be training medical professionals.”
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“A good leader takes part in the action. Team work is important. I mean, how can I ask my fellow security guards to obey my requests, if I, myself, don’t help them in their tasks for the school?” problema na pwedeng makasakit sa mga estudyante.” [“Of course, I had to come. I had to make sure that the electricity lines were off. I had to check if there were any damages to the building that may cause harm to the students.”] Apparently, Alpha One has been in charge of upholding the security of the entire institution for so long, that responding to diverse crises is not really new to him any longer. From preventing traffic collisions to protecting the various electronic gadgets of the students and staff, he is responsible for every aspect of security and peace in the campus. Indeed, there were even various cases in the past wherein he (and the rest of the guards) were forced to resolve non-security issues, such as maintenance and utility problems, that the newly established ASMPH had encountered. Summarizing his role in the ASMPH, Alpha One replies, “We are always here to make sure that everyone [in the ASMPH] is happy and safe.”
words by Liza Melendrez photography by Gresa Ellescas
SAFETY FIRST 21 | LEADERSHIP
Don’t worry ‘bout a thing ‘Cause every little thing is gonna be all right.” The day after Glenda wreaked havoc and destroyed majority of Luzon, students returned to the ASMPH, annoyed and dismayed at the current state of the school. There were puddles of water everywhere, fallen trees were blocking the driveway, and bird droppings stained every single chair in the vicinity. What the students didn’t know, however, was on the actual day when Glenda caused yet another devastating tragedy in the country, Mr. Danny Julian, commonly known as
“Alpha One” or “The Head Security” to the majority of the ASMPH population, was actually in the ASMPH. Instead of basking in the comfort and safety of his own home, Alpha One braved the strong rains and winds brought about by Typhoon Glenda. He went to the school to ensure the safety of the building, and consequently, everyone else’s. When asked why during the interview, Alpha One simply smiled. It was as if the question was inane and inconsequential. “Syempre, pupunta talaga ako. Kailangan kong i-secure ‘yong kuryente at ‘yong building para makasigurado ako na walang
Providing the Melody: “We’re all in this together” As the head of security in the ASMPH, Alpha One is no stranger to the gains and tribulations associated with leadership. According to him, the hours are usually long, and the tasks numerous and often challenging. Nevertheless, he believes that such sacrifices are necessary, for him to show and prove his role and leadership in the school. For instance, he admitted to often staying late and leaving his house during the wee hours in the morning,
such that he can help in the different tasks usually performed by his fellow security guards. “A good leader takes part in the action. Team work is important. I mean, how can I ask my fellow security guards to obey my requests, if I, myself, don’t help them in their tasks for the school?” But this guy’s leadership isn’t just about the action. Alpha One also states that he, on occasion, also acts as “big brother” to the members of his team. “The job is tiring and long. Sometimes, I have to stop and simply listen to the problems my team members are experiencing, and try to help and motivate them to get better.” He claims that he maintains camaraderie of the ASMPH security team by arranging various ‘hang-outs’ and in-school performances (such as ASMPH’s The Voice) for the team. Personally, Alpha One (and many of our security guards) can belt a tune, and thus, he often uses these in-school performances as a way to bond with the team, restore everyone’s morale, and show the fruits of their teamwork. Jammings like these may seem petty to some, but Alpha One believes that they are effective. In a way, Alpha One’s leadership can be likened to a melody that unites the words contributed by the rest of the security team as they work together in harmony. Students definitely feel safer with an Alpha one that traverses a storm to ensure their safety. The security team is likewise motivated by a leader who not only leads by example but by outstanding efforts to boost their enthusiasm. LEADERSHIP | 22
Every ASMPH student has to agree that his laboratory experience is not complete without the help of our friendly laboratory technicians. One of the faces we see during our laboratory classes is Kuya Rainier Jimenez. A BS Nursing graduate and soon-to-be father of two, Kuya Rainier is the Assistant Laboratory Technician in-charge of YL6 Pathology, Microbiology and Parasitology laboratory classes. Among the three lab technicians in school, he has been with ASMPH the longest, serving since 2011. While the position of laboratory head is currently vacant, Kuya Rainier takes on the leadership role of being the main liaison with the administration, staff and faculty. He also takes the initiative of instructing his co-workers on how they can strategically fulfill their tasks of preparing the materials for laboratory classes and cleaning the laboratories, considering the schedules given to them. Kuya Rainier’s definition of a good leader is someone who is concerned for the welfare of his co-workers and staff. Further, he says that he sees this trait in the Ateneo President, Fr. Jett Villarin. While Kuya Rainier enjoys his job at the ASMPH, he still hopes of having his own house and business someday, for his family. Kuya Rainier also enjoys playing computer games and Xbox.
THE UNKNOWN VARIABLE
words by Alma Pabilane and Lorenz Revillas photography by John Gabriel Hernandez
23 | LEADERSHIP
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