Climate Change and the Philippine Army

LET’S FACE IT! Climate Change is real, and it is here to stay unless we stop it. It is irreversible, and it is yet to show any signs of slowing down. Its effects have claimed lives by the thousands and damaged properties by the billions. It is bound to affect all of mankind regardless of where we live or what we do. It is real, and it is scarier than we think.

Climate Change: What do we know?
Climate change refers to significant changes in global temperature, precipitation, wind patterns and other measures of climate that occur over several decades or longer. The Philippine Atmospheric, Geophysical, Astronomical Services Administration (PAGASA) says that climate change is one of the most fundamental challenges ever to confront humanity. According to Conservation International, the 2016 Carbon Dioxide concentration in our atmosphere was 400 parts per million- the highest ever recorded in millions of years. It was also the warmest year with surface temperature of 0.99 degrees Celsius- higher than mid- 20th century averages. Global temperature has risen, NASA claims. The oceans are warming, the ice sheets of Greenland and Antarctic are shrinking, and the sea level has risen about 8 inches in the last century. If this trend continues, which part of the earth will remain?

At present, about 800 million people or 11% of the world’s population are living in areas vulnerable to climate change impacts such as droughts, floods and extreme weather events and sea level rise. German Watch’s Global Climate Risk Index 2015 identified the Philippines as the country most affected by climate change impact in 2013. It was hit by five of the ten deadliest typhoons in the last ten years. The 2013 Super Typhoon “Yolanda”, the strongest ever recorded typhoon in the history of mankind, killed about 6,300 Filipinos and displaced over 4 million others in only a few hours.

Poverty, Climate Change and SecurityAccording to the study “Poverty and Climate Change Reducing the Vulnerability of the Poor Through Adaptation”, poor communities are the most vulnerable to the impacts of climate change. It affects access to drinking water, health, and food security in many countries including those in Asia. Disasters drive people to hunger, health problems and poverty due to loss of or lack of jobs and livelihoods. Poverty and illness are often cited as among the root causes of insurgency. People tend to pin the blame on the government for failing to do something about their situation. This is the reason why communities heavily affected by insurgency are those in disaster-prone areas. Disasters give rise to civil unrest and armed conflict which the military will have to address. This drives the military’s need to invest on capabilities that both address internal security operations, and Humanitarian Assistance and Disaster Response (HADR). This is a major tradeoff for an organization that is perennially constrained in terms of resources. While it needs to develop strategic capabilities to defend the country against external threats, it is tied down with internal security problems, and must engage in disaster response as well.

Impact on, and Responses of the Philippine Army
As one of the active components of the National Disaster Coordinating Council (NDCC), the Department of National Defense (DND) has long recognized the key role the military plays in times of disasters. Its military arm, the Armed Forces of the Philippines (AFP) along with its major services are tasked to establish communication linkages, provide security coverage, assist in the reconstruction of damaged structures, provide transportation facilities for the rapid movement of relief, supplies and personnel and for evacuation of disaster victims, and to organize reaction teams when disasters strike. HADR is now considered as one of DND’s security concerns or Mission Areas along with Territorial Defense, Security and Stability.

How capable is the AFP to respond to the impacts of climate change? How is it affected, and how does it prepare itself to mitigate the effects of climate change? How does it affect the way the organization performs its mandate? What measures are being undertaken to make it more responsive in addressing the impacts of this phenomenon to the Filipinos?

Dr. Wu Shang-su of the The Diplomat observed that Typhoon Haiyan exposed the AFP’s insufficient capacity in addressing or responding to HADR. He said that responding to disasters and calamities in the Philippines is likened to an armed conflict with a foreign country considering its geographical location and the number of typhoons experienced by the country each year.

“…despite the AFP’s extensive experience in responding to frequent earthquakes and typhoons, its lack of capacity for airlift and sea transport limits its humanitarian capabilities in the archipelagic environment…[it] is unlikely to be able to deliver satisfactory quantities of materials and other aid to one or more affected areas…”

Andrew Jacobs of the New York Times echoed the same:

“…as American cargo planes and military helicopters zipped across the sky above this decimated city, ferrying badly needed supplies to typhoon survivors, Philippine soldiers were working with what little they had — relying on motorcycles and boats to ferry messages between the army’s provincial headquarters and stricken municipalities… some of them more than a hundred miles away.”
These kinds of observations drive the organization’s need to improve its HADR capabilities alongside efforts to modernize its capabilities for territorial defense. For its part, the Philippine Army is currently revisiting its fundamental Doctrines to incorporate HADR as one of its core competencies. The newly created Philippine Army Operating Concept identifies HADR as one of it Enabling Competencies- central and foundational abilities inherent in all Army operations. Training curriculums are continuously being developed, and trainings are being conducted to improve the organization’s capability to support the national and local government’s HADR efforts.

It is also redesigning its Organization to make it more responsive to the country’s HADR needs specifically by organizing and capacitating a National HADR unit- an engineer battalion dedicated solely for HADR Operations. Likewise, all major units across the country have dedicated active and reserve units to act as first responders in times of disasters. They are in constant communication and coordination with local government units for training and capability development.

Likewise, it has also invested in major Equipment such as mobility, and command and control, communications and computer systems to further improve its ability to respond to crisis. Facilities such as Mobile Command Centers are also being developed along with Battlefield Management Systems to aide commanders in their decision-making during crisis.

On top of these initiatives, it has been engaging with its traditional allies and partners in the Asia-Pacific Region to boost disaster response capabilities. Subject Matter Expert Exchanges are being regularly held to share valuable experiences and develop capabilities jointly.

Effects on Soldiers
While the military is heavily engaged in HADR, it is also prone to the devastating effects of climate change. Its primary resource- the soldiers, are among the most vulnerable sectors when disasters strike. They often find themselves assuming the role of first responders while awaiting the arrival of appropriate disaster response agencies. They are often the first ones to arrive in disaster-stricken areas and often become victims themselves. Through the years, many soldiers have lost their lives and equipment while responding to disaster victims. Lieutenant Colonel Carangan was thankful he survived his ordeal during Typhoon Yolanda but many others weren’t as lucky. There were also some who lost their families while they, the soldiers, were saving others somewhere.

Long- term Challenges
Unfortunately, climate change advocacy is still a relatively unpopular discourse in the AFP. Awareness is yet to be incorporated in most trainings and even in daily operations. Large scale combat operations such as that of Marawi utilized some of the biggest military armaments – land, sea and air assets, that contributed enormous quantities of carbon emission. Massive amounts of gunpowder residues were left in the air contributing to environmental pollution, not to mention the noise that it created.

Internally, the organization’s budget is yet to incorporate significant resources dedicated to sustainability and climate change resistance. It has yet to develop sustainable and environment friendly bases and facilities. It has yet to establish and operate camps that consciously reduce energy, water, and paper consumption, or initiate the conduct of any research or studies to determine the short and long- term impacts of climate change to the organization.

Climate change is real. Hence, the AFP’s response should also be real. It is time we gather our acts togethers, and walk the talk before it is too late.

HUMAN BEHAVIOR IN DEVELOPMENT ORGANIZATIONS

I have always been interested in how people act and behave- as an individual, as part of a team and as part of larger organization. As I have observed, some people’s behavior vary depending on the crowd they are with, the situation they are in, and the expectations of others around them. There are also some whose actuations are consistent regardless of who they are with, or what and where they are. Human behavior is such a huge puzzle for me. It is as intriguing as economics and as baffling as the solar system. As such, when the course Human Behavior in Development Organizations (HBDO) was opened, I had nothing on but my five senses. The entire course was like journey. It opened myself for introspection back to the immediate past, and got me reflecting about my future as a soldier, a development manager, a leader, and most importantly, as father and a husband. Questions after questions, I have had the most important realizations about my life, about my own attitude and behavior, beliefs and biases, and emotion and motivation. Answers did not come easily. Some are still left hanging. Some, I have intentionally left for me to ponder on as I continue my journey in development management.

On Leadership
Leadership is one of the most basic things I have learned as a soldier. Our trainings are replete with various lessons on leadership- tactical, operational and strategic for both combat and non-combat situations. With HBDO, I was able to revisit what leadership meant for me beyond the BE-KNOW-DO framework. I had the chance to look back and refresh myself on the military’s Principles of Leadership and assess myself how I fared on each. What kind of leader was I? What kind of leader am I now? What do I aspire to be?

I realized that I was and still am a transactional leader most of the time. I often focus on setting goals, rewarding achievements and recognizing superior performance especially when I am placed in- charge of a small unit. Proactive that I am, I try to anticipate things, constantly running scenarios in my head, and consciously developing actions and counter actions. I take immediate action when my team or unit is confronted with a situation. Victory favors the prepare, or so they say.

There are many occasions when I also practiced transformational leadership. When entrusted with leadership of a problematic or dysfunctional unit, I had to find ways on how to put it on reverse, and stir it forward along a new course. Adoptive or situational leadership also comes in handy for me when dealing with an ‘alphabet soup’ organization. Company leadership is very much different from small unit leadership. The principles may be the same but the art and science behind it are quite different. On many occasions, I had to put together a team of soldiers with diverse backgrounds and personalities. They came from various ethno-linguistic groups, had assorted cultural and religious biases, dissimilar level of skills, and most importantly, different motivation. I had to adopt my style to the team’s ‘personality’, and the task or mission at hand. Failing to recognize this kind of diversity could easily lead to the breakdown of the team. The lack of solid teamwork and camaraderie among soldiers results to mission failure, and worse, to loss of lives.

A leader’s leadership style is not developed overnight or acquired in an instant. Lt. Col. Enrique Ileto, a bemedaled Army officer said, his leadership style is a blend of that of his former commanders. I agree. We tend to adopt leadership styles practiced or embodied by persons we admire, idolize or respect immensely. Three of my former commanders were among the greatest influencers of my career. They have immensely contributed to my growth us an officer and leader and until now, I still consult them about leadership decisions, career moves and even family matters.

A big part of our personality is shaped by our environment: the family we grew up with; the circle of friends we have; the peers we relate with; the organization we belong to; and the society we live in. It is also heavily influenced by people’s expectations and institutional mandates. I have always encouraged collective decision- making because my family always consulted us when making decisions that could affect the entire family. My parents despised conflict in any form and were more into forging consensus and creating harmony among the family members. They were always willing to sacrifice anything to give us the best despite their meager resources. They were always ready to go the extra mile without expecting anything in return. When it was my turn to lead a unit, I saw to it that my men lived and worked in harmony amidst adversity and diversity. I shared to them what my parents taught me, what the academy has honed me for- to give more and take less.

Barbara Kellerman in her article “Leadership- Warts and All” said that “leaders weren’t always nice”. She said Machiavelli admired “unscrupulous leaders who exercised authority with an iron fist”. Machiavelli, according to Kellerman, believes “the only truly bad leadership is weak leadership”. Perhaps she was right. Perhaps Machiavelli was correct as well. There are no perfect leaders and there are no unblemished organizations. I, for one, wasn’t always nice to my men. I generously rewarded people but I punished twice as much. I was liberal with privileges but I was hard on people when it comes to mission accomplishment. I surely made a lot of mistakes and bad decisions but one thing I am NOT guilty of, was the lack of decision. An unwise decision is better than having no decision at all. Faced with a perilous situation, soldiers always looked up to their leaders for decision. It might be not be the best decision at that moment but it is just what soldiers need, and it must come quickly. Lack of decision kills more soldiers in the battlefield than bad decisions. Soldiers would always be willing to die for something rather than fight for nothing.

Reflecting on my past, I often wonder how I did as a leader, from the perspective of the men I led. I knew I had a vision for my unit which I articulated to my men when I started my stint. But was I able to effectively and clearly communicate it them? Was I able to develop the culture of giving rather than taking in my unit? Was I able to instill pride in them? Was I able to effectively carry them to victory? Was I able to meet their expectations of me as their leader? What about my superiors who entrusted me with leadership? How about my fellow leaders?

My introspection was both humbling and eye-opening as I realize I wasn’t as good as I thought I was. Perhaps not even close. But as I look back, it also dawned on me that I still haven’t maximized my potential as a leader, and that there is bigger room for me to develop. But what kind of leader do I really want to become? Do I want to be charismatic like Obama? Inspirational like Gandhi? Or a revolutionary like Bonifacio? And what kind of organization do I want to build? What kind of organizational culture do I want to create and promote? A ‘just-do-it’ and ‘giver’ kind of place ala St John the Compassionate Mission, or a ‘to-each-his-own’/ ‘taker’ organization like Goodjobz?

On Motivation

Why do soldiers do what they do? Why do they go to battle knowing that it is always a ‘50-50’ chance- you either go home alive and unscathed, or go home lifeless or injured? Most soldiers like me would tell you that they love being a soldier. It is what we have always wanted to do. It was my childhood dream, and being in the Army is a dream come true for me. This might be a classic example of Intrinsic Motivation. We find soldiery personally rewarding. Soldiery is a hazardous profession and yet thousands are lining up to enlist. Training is literally blood-sweat-and-tears but volunteers are overflowing even for the most grueling courses.

Now this is the challenge for leaders, a test of leadership. Soldiers already have that inherent motivation to serve- the reason why they enlisted in the first place. The challenge is on how to keep this motivation going, to keep the fire burning and to keep soldiers moving forward despite adversities and challenges. Those who have lost a meaningful reason to serve, and lost someone to motivate and inspire them are usually the ones who bolt out and abandon the service first. Those have managed to keep the fire in them alive are those who survive the most dangerous missions.

What does it take to develop, maintain and sustain the motivation of soldiers? Is it enough to give them autonomy or develop their competence? In my experience, quality training along with adequate equipment are among the most crucial factors that motivate soldiers. Soldiers are competitive and competition sometimes comes at a huge price-life. As such, they must hone their skills to perfection, and continuously polish it to stay alive. Training develops their competence, and competence gives them confidence. The more confident they are the more motivated to serve they become.

However, it goes beyond the physical or material aspects. To endure the rigors of training and survive hazardous environments, a soldier must be motivated not only by his salary, not only be promises of benefits, not only by awards and medals, but more importantly by his own passion to serve and do good for the people and the country. Soldiers need to be constantly counseled as they need somebody to talk to. They have their own dreams, hopes and aspirations. Family support is as critical to keep them energized, inspired and motivated.

Meanwhile, it also goes without saying that a leader must also be motivated enough to be able to motivate others especially his subordinates. “Knowing one’s self and seeking self-improvement”; and being “tactically and technically proficient” are principles that develop a leader’s competence. He must be courageous enough to be able to set the goal for the organization, and lead toward its pursuit. He must be committed enough to inspire commitment among his subordinates. He must be competent enough to promote and build confidence among his people. And most of all, he must possess integrity to foster accountability, fairness and equality in the organization.

Over and above these attributes, a leader must have a heart to be successful in leading. He needs a big heart to have the courage to lead both in times of peace and war. He needs a bigger heart to motivate people to have equal or even greater motivation than him. And he needs an even bigger heart to be able to create an environment that promotes these values, and build an organization that opens unlimited opportunities for people to progress and succeed.

On “Rethinking Marketing”

How do you usher in transformation in your organization? How do you adopt to changes within your group? How do you adapt your business to the environment, to the market? These were the questions I asked myself as I browsed through Roland Rust’s piece on “Spotlight to Reinvention: Rethinking Marketing”.

Reading Rust brought me back to my very own organization- the Philippine Army. In 2011, the Philippine Army embarked on an ambitious transformation program aptly dubbed the “Army Transformation Roadmap (ATR)”. The ATR is an 18-year transformation and governance program aimed at transforming the PA into a more professional, capable, responsive and dynamic organization that can effectively perform its mission and better serve the people. It was developed based on the Performance Governance System (PGS) which is a local adaptation of Harvard’s Balanced Scorecard framework. The Vision of this transformation- “By 2028, to become a world-class Army that is a source of national pride” sounds ambitious but its framers think it is attainable. Two of the strategic objectives espoused by this program are: “to develop and communicate a brand image consistent with the Army’s Core Values; and “to engage and partner with key stakeholders”. These objectives are being pursued through a set of strategic programs which are implemented and monitored through a performance governance scorecard.

Looking closely, how does the Philippine Army, a government entity market itself as a brand? What goods and services does it sell or provide? Who are its primary customers or stakeholders? How does it build, cultivate and nurture its relationship with its clients?

The PA’s serves its customers- the Filipino people with its products or major final output: the safety and security of the land. Before, only a handful knew of the relevance of the military especially its role in nation-building. Now, the PA serves as a catalyst of societal change and usher of community development. Through the ATR, the PA is now mastering stakeholder engagement which is undertaken through Civil- Military Operations (CMO) by soldiers who specifically cater to its customers. How does it work? CMO entails a coherent and systematic application of words and deeds- of messages and actions. Just like a Chief Customer Officer, CMO Operators look primarily into the welfare of its clients and continuously seek ways on how to serve them better. Both the government and the enemies of the state battle for the support of the people hence, gaining their hearts and minds is the key to long-term success. This is aptly captured by Rust’s Customer- Manager Driven relationship where building long-lasting relationship and customer welfare are given premium by the organization. This is a major turn-about for an organization that has long been accustomed to doing things by itself and without regards to its stakeholders. Now, the PA strives to strike a balance between mission accomplishment and the welfare of the people that it serves.

Almost seven years after ATR was introduced and adopted, the PA is now in full gear to pursue its own brand of transformation. The advent of information technology has made this journey more challenging and interesting at the same time. Like any organizational transformation initiatives, humps and bumps are expected along the way but the PA is more steadfast than ever to attain its goal. As Rust said, transformation is inevitable…and will soon be the only competitive way to serve customers.

On “Three Questions You Need to Ask About Your Brand”

Still on the salon business…

As I have mentioned in my previous reflection, my wife’s salon business has been in the market for over a decade now. The company has survived the ups and downs of sales, the increasing prices of inputs, the intense rivalry with existing competitors and of course, the threat of new entrants and substitutes. It is constantly challenged on how to establish its brand in a market that is already saturated by salon bigwigs who leverage on their huge capital and invest heavily on massive advertisement campaigns. My wife’s company certainly doesn’t have that much- yet, but there is still a big chance of propelling itself in the market through systematic and comprehensive marketing. But how?

After our long discussion about targeting the BoP and market segmentation, I took the courage of asking her the same “Three Questions You Need to Ask About Your Brand” that Keller, Sterthal and Tybout posed to the readers: Have we established a frame? Are we leveraging our points of parity? Are the points of difference compelling?

Keller, et. al. suggested that, in a widely competitive market, points of differentiation will no longer suffice to sustain a brand, and that managers should be clear about the frame of reference on which the brand is reckoned from. Furthermore, it must be able to effectively address the features that it has in common with other brands. In the case of the salon: What should its prospective clients expect if they are going to avail of its services? How do these services differ from that already being offered by other salons? Will they come out more beautiful from my wife’s salon than if they went to another? What aspect of the salon industry should it focus on? Where does it stand out among the rest? What exactly should be the salon be most known for, both by its customers and competitors?

As I have observed, the salon business, as with other fields, is a cutthroat industry where players will go to extremes just to stay on top of the game- or survive at the least. My wife’s salon ought to revisit its strategy to determine its points of difference-its uniqueness, and review its frame of reference and points of parity. I suggested to her that the company must be able to strengthen its position in the market by leveraging on the quality and distinctiveness of its services. It needs to reinforce the brand’s performance and imagery, and improve satisfaction and promote customer retention. And it needs a clear, comprehensive and viable plan to do these if it wants to stay on- and possibly win the race. The market is very dynamic. She needs a system, a process. And she needs to “trust the process”.

I have never seen her so agreeable at this point.

Reflection: My Life as a Filipino Soldier 2

Sometime in November 2008, we received a shocking news. A security patrol somewhere south was waylaid by members of the New People's Army and several soldiers were killed. It was also reported that the patrol Team Leader was captured by the rebel- bandits and was being held in the jungles of Agusan- Compostela Valley area. We have been expecting to be deployed in the Basilan- Jolo area because at that time, there were also intense fighting between government troops and the terrorist Abu Sayaff Group and other lawless elements. A class of Scout Ranger Students have just been deployed ahead of us. Unfortunately, the C130 that shipped them and was supposed to lift us, crashed on its way back to Manila shortly after taking off. The remains of the plane and the bodies of the crew (some of them fellow Aer’s were buried deep in the belly of the sea. They served their country well.

We arrived at Davao Airport safely via another C130.  I was met by a familiar face- my squad mate Lt Jojo Baya who was then with the Philippine Air Force Special Operations Wing while waiting for his turn to undergo flying school training. He hastily prepared a sumptuous boodlefight of our favorite pancit canton and scrambled eggs for me and Omar, and invited one of our favorite yearlings- Matiti. (Sadly, Jojo died in a vehicular accident while he was enjoying a furlough in his hometown. He was confined at V Luna for a couple of weeks but eventually succumbed to his injuries. May God Bless his soul.)

From there, we went through several mission briefings and  planning sessions. Most of  us were new in the area and we were unfamiliar with the terrain. Mountains and jungles may look the same from afar but once you're inside them, they're altogether different. Mastery of the terrain is paramount to every operation and more often than not, it spells the difference in the outcome of a mission. Every good and seasoned soldier knows that there are several things that must be considered whenever planning for a mission. These are People, Weather, Enemy, Terrain which amusingly goes by the acronym PWET. We were told to always be conscious of your PWET. (In Tagalog, pwet refers to a person's behind). We also analyze the METTT-C or Mission, Enemy, Time, Terrain,Troops and Community. 

Whatever the acronyms are, these basically tell us to carefully take into consideration these factors when doing detailed mission analysis. We have to familiarize ourselves with the people's socio- cultural and socio-economic conditions. We have to factor in the political and legal aspects and of course, we have to consider their sentiments towards us and the enemy. People in rebel- influenced areas would usually behave with contempt and hostility against government forces while those with a lesser degree of influence would exhibit openness and warmth. There are also those areas that are considered rebel strongholds but whose people will give you warm treatment- sometimes even too warm and accommodating than normal because they're hiding or protecting the rebels. These are red flags that combat leaders must be able to read early or else the troops would be jeopardized. 

We didn't stay long in Davao City. As such I never got to roam around the fabled city that is home to Kadayawan Festival. We were immediately shuttled to our mission area by our trusty and rusty M35 trucks. The newer KM 250 and KM 450 troop carriers were not yet introduced that time. I'm sure we were all anxious and nervous heading towards known enemy lairs.. Some of us have already had prior experiences in combat while others were practically neophytes when it comes to actual combat operations especially those from the Police and the Air Force. Except for the occasional banter and usual jokes, we were all silent. Our voices drowned amidst the rumbling sound of the truck engines. I was silently praying in between short conversations. I was nervous as well. It was a test mission after all-our final test, the culmination of almost a year of training. Whether we graduate from the course or not entirely depended on us, or more precisely, whether we come out alive or not. So there I was, side by side with soldiers as anxious and at the same time as hungry for glory and as eager to graduate. I was confident I had the best training and I was thoroughly prepared. I was ready to face whoever and whatever kind of enemy would come our way. I promised myself I'll fight to the teeth should it come to such and I would never back down. I was clutching my beloved M16 rifle which I had fired hundreds of times before.. On my chest were 12 steel magazines fully loaded with 5.56mm rounds. My combat pack had all the necessary supplies I would need in the jungle for at least a week until the nest resupply-food, water, spare clothes, hammock and personal items. It weighed around 18-20 kilograms.I was ready. We were ready for action, for the hunt. When we neared the designated drop off point, my heart was beating so fast I could almost hear it. But I maintained my cool and calm. This was what I wanted. This was what I came for.

It was just beginning.

Recollection and Reflection: My Life as a Filipino Soldier

In 2008, I was one of a select few soldiers who tried their luck in the Special Forces Operations Course. I can't remember how many of us started the course and how many actually graduated. I recall there were more than a hundred of us who volunteered to undergo the Special Forces Assessment and Selection (SFAS) as a prerequisite to join the SFOC. SFAS was a month- long program which consisted of several activities to determine whether a prospective candidate is physically and mentally suited to undergo a rigorous ten- month training. We were tested in advance day and night map reading and land navigation, long foot marches with 45-pound ruck sacks and full battle gear, individual and team activities and of course, the physical fitness tests. Unlike regular PFTs that soldiers undergo which consist of only three events-3.2-km run, push up and sit up, those who undergo specialized trainings such as the scout ranger course and SF Operations Course have to pass other events such as pull ups, inverted crawl, sit and reach and standing long jump. After a month, only about 80% of those who volunteered qualified for the regular Course.. Others were just too tired or burnt out to battle ten more months of hardship.

The regular course started with the traditional reception which of course is not a lunch or dinner of sumptuous food and drinks but a day- long serving of army dozens, road runs, log rolls, helicopters, Indian bows and many others which would definitely bring out the best and worst in a student/trainee. Our reception started at about one o’clock of a hot summer afternoon of 2008. Every trainee- whether an officer or enlisted personnel goes through the reception which formally signals the start of the training. As this is an anticipated activity, each soldier prepares himself physically and mentally to last and remain standing at the end of the day otherwise he would blow his chance of getting the much coveted SF TAB. 

I've had several receptions as a soldier. The first was when we were received as plebes or first year cadets of the PMA in 2002. The next was during our Scout Ranger Orientation Course in 2004 at Camp Tecson in San Miguel, Bulacan. Another one came during our basic officer course. The degree of difficulty of a reception actually varies depending on the course or training you take but one thing is sure. You can never be too prepared for any reception day. It always ends with your tongue out of your mouth- gasping for breath and thinking why the hell were you there in the first place. And there's also the reception given when a soldier reports to his new assignment or unit which is often the most memorable.

I guess during that time all of us were really determined to hurdle the course. I don't recall anybody washing out during the first day. After that, our journey as members of SFOC Class 118- 08 officially begun. This means that we were the 118th batch since the Special Forces started training soldiers as part of this elite organization.. 08 is short for 2008, the year that the course was held. 

To be continued…

To the World, You are A Mother...

08 May 2016

Love,

When I was small, mama told me that a mother's arms are made of tenderness and children sleep soundly in them.

This year’s Mother’s Day reminds me of the many sacrifices that you have made for this family, for our family.  Sometimes you lament on how you can no longer buy the things you want because Ruth’s needs come first. I have seen you lust over some things- bags, shoes, jewelries and all the girl stuff but backed out for her ballet, swimming, writing, tutor, ramen, playdate, toys and other requests and demands. I’ve witnessed how you’ve set aside the things you dreamed of or aspire for to give way to my own ambitions. I’ve seen you go out of your comfort zone, leave behind what you’ve been used to, let go of things dear to you just to be with me, to be with us and build a family. I’ve seen you cry in frustration over unfulfilled promises, unmet obligations, unsettled issues and failed expectations. Sometimes you get disappointed when things just don’t go your way, or when Ruthie and I get into your nerves. And of course there were also lots of instances when I also lost my cool and allowed circumstances to overwhelm me. And for that I ask for your forgiveness. I’m sorry for not letting you win all the time. I’m sorry for being lousy, moody, angry, bossy and all the –y’s. Human as we are, we get hurt, frustrated, and angry. But know this: In all those times when it seemed we were on the brink of collapse and in danger of breaking up, I never lost faith in you, in us. I never for once entertained the thought of being away and walking out on us. I just hope you had the same sentiment, too.

There have been a lot of times when we fought like we were on the brink of giving up on each other. Our arguments were bad and unreasonable. Our words were not palatable at all and our actions were beyond acceptable. Indeed we have been through a lot of tough and rough times. It’s a shame that there were even occasions when our baby witnessed our transgressions. Let me just tell you that in spite of the many fights that we have had, I never, even for a minute stopped loving you.

This mother’s day let me once again extol you for doing all you can and giving your best to us. Thank you for being a supermom to Ruth and a superwife to me. I know I am sometimes more childish than her which makes your job as a mother more difficult. And for that, I owe you forever’s worth of tender and loving care. You may get tired, annoyed, disappointed, irritated, angry, frustrated and disillusioned at times but I hope you will never give up on us. You are our only hope, our most comfortable place, our only sanctuary. You are what makes the family glued together so please be strong and keep holding on. You are a good mother, the best in your own right, the best in our eyes.

Remember, God could not be everywhere, and He can’t be around Ruthie and Me all the time so he gave someone named Mary Pauline to us.

Happy Mother’s Day. May you keep growing in God’s mercy and love. We love you.

Dearest Ruth Carmela Zamielle

16 July 2013

“A journey of a thousand miles begins with a single step”.

This is a Chinese adage that I have learned years back. Until now, it reminds me of the many steps- both big and small, that I have to take whenever I want to achieve something. Indeed, each journey begins with a single step. After you have made your first step, you can (now) decide whether to continue with small steps, take a stride or leap forward. Many times I have taken small steps when I should have made bigger ones. And there were instances too, when I took bold steps when I should have chosen small ones. Indeed experience is the best teacher. It will teach you when to hurry up or when to slow down a bit to catch your breath; when to break into a run or just calm down and proceed cautiously.

I am giving you a pair of slippers on your 2^nd Birthday because by now, you have learned to walk on your own feet. How beautiful it is for your Mom and I to watch you stand up and walk by yourself. It pains us to see you fall sometime but we must accept that it is part of growing up, of exploring the world. You will soon break free from our hands and choose to spread your arms like wings. You will soon discover that you can do greater things when you are free, when nobody is holding you, when no one is restraining your every move. But we do hope that as you discover both the little and big steps that you can do, you will always look back to where you came from- from the loving hands of Mommy and Daddy, and all those people who love you and care for you a lot.

Go my baby…our princess. Take those steps. Walk. Run. Fly. Have fun. Don’t be afraid. Always remember that we are always here for you. When you seem lost in your way, “when the road your trudging seems all uphill”, when darkness is everywhere, remember that you can always look back and run to us because we will be there always waiting for you. When you are happy, making the best out of life, enjoying every second of it, GO ON. We will be happy for you. We will always pray for your safety, for your happiness, for your success.

I hope that the pair slippers will always remind you of that Chinese adage. When you’re in a hurry with life, slow down and take a deep breath. Take time to enjoy the beauty of those around you, smell the flowers, enjoy the sun, and count your blessings. Strive to be happy.

You are our dearest child, and forever you’ll be. We love you very much.

Love,

Daddy