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33 former NPA members complete DepEd-ALS program in Northern Samar

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Thirty-three ‘peace builders’, former members of the New People’s Army, pose with government officials and stakeholders during the DepEd-ALS completion ceremony at Balay Darangpan in Northern Samar on August 18, 2026. (Photo Courtesy)
Thirty-three ‘peace builders’, former members of the New People’s Army, pose with government officials and stakeholders during the DepEd-ALS completion ceremony at Balay Darangpan in Northern Samar on August 18, 2026.
(Photo Courtesy)

CATARMAN, Northern Samar- Thirty-three former members of the New People’s Army (NPA) took another step toward rebuilding their lives after completing the Department of Education’s Alternative Learning System (DepEd-ALS) program at Balay Darangpan on Tuesday, August 18.

The graduates, now referred to as peace builders, were recognized during a completion ceremony attended by representatives of government agencies and community stakeholders supporting their reintegration into mainstream society.

Among those present were Balay Darangpan center head Flormisa Panaguiton; Philippine Information Agency representative Aileen Diaz; ALS teacher Cenecio Loberiano; education program supervisor Nestor Ada; ALS superintendent Rodel Lutao; 2LT Melanie Manejero of the 803rd Infantry Brigade; and representatives of the Northern Samar Police Provincial Office.

Manejero congratulated the graduates and encouraged them to continue pursuing education and use their newly acquired knowledge and skills to build better lives for themselves and their families.

She emphasized that choosing peace and education provides an opportunity to start anew and contribute positively to their communities.

The completion ceremony also highlighted the government’s continuing efforts to support former NPA members as they transition back to civilian life. Through ALS, they are given an alternative pathway to education and opportunities to develop skills that can help them pursue livelihood and other productive endeavors.

The graduates’ achievement demonstrates their willingness to change direction and pursue a future centered on education, family, livelihood and peace.

The activity forms part of the government’s Whole-of-Nation Approach, which brings together various agencies and stakeholders in implementing programs focused on education, peace, development and reintegration.

For the 33 Peace Builders, completing the ALS program marks not only an educational milestone but also another step toward a more peaceful and productive future for their families and communities.

(EUGENE M. ENANO)

Deadly trend

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School shooting incidents involving minors as suspects are becoming a disturbing concern that authorities and educators cannot afford to dismiss. The fact that some suspects are reportedly students with good academic standing makes the problem even more unsettling. Whatever forces are driving such violence, schools must respond with stricter security measures, stronger prevention, and greater attention to warning signs.

Our tendency is to look immediately for one explanation: violent online games, bullying, exposure to violent material, family problems, peer pressure, or psychological distress. These possibilities deserve investigation, but none should be declared the cause without evidence. Even more serious claims—such as the involvement of an international organization recruiting student shooters or a satanic cult manipulating young people—must never be treated as fact unless investigators uncover credible proof. Speculation can create panic, falsely accuse innocent people, and distract authorities from the actual causes. Every incident must therefore be thoroughly investigated, including the suspect’s online activity, social relationships, access to weapons, school experiences, communications, and behavioral changes before the attack.

What should alarm the public further is that academic performance alone cannot be treated as proof that a student is emotionally stable or incapable of violence. A student may earn high grades while carrying anger, humiliation, resentment, fear, or other problems that teachers and parents do not see. Schools have traditionally watched students closely when their grades collapse, attendance becomes irregular, or discipline problems appear. That is no longer enough. Teachers, guidance personnel, parents, and classmates must also be taught to recognize threatening statements, fascination with previous attacks, violent plans, drastic behavioral changes, weapon-related posts, and direct or indirect threats. These signs should be assessed seriously rather than dismissed as jokes, adolescent drama, or harmless online behavior.

Security must also cease being treated as a ceremonial requirement. Schools need controlled entry points, reliable identification procedures, trained guards, functioning cameras where appropriate, visitor screening, emergency communication systems, clear lockdown procedures, and regular drills suited to armed threats. Access to firearms by minors must likewise receive close scrutiny because even the most troubled student cannot carry out a shooting without obtaining a weapon. Parents who keep firearms have a grave responsibility to secure them properly, while law-enforcement agencies must investigate how weapons used in school violence reach young hands. At the same time, security should be combined with confidential reporting systems, accessible guidance services, anti-bullying enforcement, threat-assessment procedures, and immediate intervention when credible danger is detected.

Schools are supposed to be places where children learn, not places where students and teachers wonder whether someone carrying a weapon will enter the next classroom. Government agencies, school administrators, law enforcers, parents, technology platforms, and communities must therefore treat every school shooting as both a criminal case and a warning from which concrete lessons must be learned. Investigate the causes without sensationalism, establish the facts without feeding conspiracy theories, restrict minors’ access to weapons, strengthen mental-health and guidance support, and enforce security measures before another tragedy occurs. Waiting for more children to die before acting decisively would not merely be negligence; it would be an unforgivable failure to protect those whom schools are duty-bound to keep safe.

Teaching bad manners

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When Palace Press Officer Atty. Claire Castro said that some teachers themselves teach students how to become “walang modo,” the remark immediately struck a raw nerve among educators. The statement came in the aftermath of another disturbing school shooting involving a student, when the country was searching for answers about violence among the young. I find the remark unfair, poorly aimed, and insulting to a profession already carrying more burdens than it should.

To be precise, Castro reportedly referred to some teachers, not all teachers, and that distinction should not be erased merely to make criticism easier. Certainly, no profession is populated entirely by saints. There are bad teachers just as there are bad lawyers, doctors, policemen, journalists, politicians, and government officials. But there is a considerable distance between saying that an individual teacher may behave badly and suggesting, in the context of discussing troubled children, that teachers sometimes teach students to become ill-mannered. That is where I think the remark wandered into dangerous territory. Words spoken from Malacañang do not arrive as ordinary neighborhood gossip. They carry the weight of the Palace microphone.

I have always understood teaching as almost the exact opposite of what Castro’s remark suggests. Teachers spend their working lives telling children to sit properly, listen carefully, wait for their turn, respect others, submit their work, stop fighting, stop shouting, stop bullying, and learn to accept consequences. Many teachers are, in fact, complaining about increasingly difficult classroom behavior. To imagine them entering their classrooms with the purpose of producing even more unruly children turns educational reality upside down. It would be like accusing firefighters of teaching flames how to spread. The occasional irresponsible teacher exists, of course, but the profession itself is built around instruction, discipline, guidance, and care.

And here is what particularly bothers me: teachers have gradually become society’s favorite shock absorbers. Can a child not read well? Blame the teacher. A student behaves badly? Blame the teacher. Young people spend enormous amounts of time online, absorb violent material, encounter bullying, struggle with problems at home, and live amid countless social influences—but somehow the finger still finds its way toward the classroom. Even President Marcos’s administration has previously recognized teachers as partners in educating children and has publicly spoken of reducing their administrative load so they can concentrate on teaching. It therefore sounds painfully strange when the same government machinery suddenly entertains the image of teachers as possible tutors in bad manners.

There is another reason the remark sits badly with me. The country had just been confronted with another violent incident involving the young, and such moments demand careful questions rather than convenient suspects. The Palace itself had earlier acknowledged that youth violence requires determining its roots and had raised possible influences such as violent gaming applications and imitation of violent behavior. That broader inquiry makes sense to me. A child’s behavior does not grow from a single seed. Family life, peers, social media, online content, school environment, emotional difficulties, community conditions, discipline, and access to weapons may all deserve serious examination. When the problem is that complicated, pointing casually at teachers is not analysis. It is a shortcut—and shortcuts are particularly dangerous when the destination is the truth.

I also cannot ignore the irony. Teachers are asked to become second parents while already being teachers, advisers, record keepers, activity coordinators, counselors, disciplinarians, event organizers, and sometimes unofficial referees in quarrels that began long before the bell rang. The government has acknowledged the need to reduce teachers’ paperwork precisely so they can concentrate on their central function of teaching. Then, when children display serious behavioral problems, teachers are asked why they failed to raise somebody else’s child perfectly. At this rate, perhaps the next job description for Teacher I will require omnipresence. A teacher would need one eye on the blackboard, another on forty or fifty learners, another on social media, and perhaps two more following every child home. Even a spider would complain about the workload.

What teachers deserve from public officials is not immunity from criticism. I would never argue that. If a teacher humiliates a learner, abuses authority, encourages misconduct, or violates professional standards, investigate that teacher and impose the proper sanction when the evidence warrants it. But name the misconduct, establish the facts, and hold the responsible person accountable. Do not throw a verbal fishing net over an honorable profession because a few bad examples may exist. ACT Teachers Party-list itself publicly objected to Castro’s remarks, describing them as insulting and criticizing the Palace for pointing fingers at educators. Whether one agrees with that group politically or not, the anger behind the reaction is easy to understand: teachers who spend their days correcting bad behavior naturally resent being portrayed as people who manufacture it.

The chalkboard should not become the government’s whipping post whenever something goes terribly wrong with the young. I would rather see parents, teachers, school administrators, psychologists, law enforcers, communities, technology companies, and government agencies sitting on the same side of the table and asking the harder question: What is happening to our children, and what can each of us do about it? Teachers should certainly examine their own ranks, just as every profession must, but public officials should also choose their words with the discipline they expect teachers to instill in children. Perhaps that is where the lesson on good manners should begin—not with accusations, but with fairness, evidence, responsibility, and respect.

 

A Call for Preparedness

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The heavy rains that recently battered Manila and caused flooding in Bulacan remind us of a painful truth: disasters do not wait for our readiness. In the Visayas, particularly Eastern Visayas, we live in a region that has long been vulnerable to typhoons, floods, and even man-made tragedies. The lesson is clear — prevention and preparation must be our guiding principles if we are to protect lives and communities.

The inundation of Metro Manila is not just a local issue; it is a warning for the rest of the country. Floodwaters rise quickly, paralyzing cities and endangering families. For Eastern Visayas, where rivers overflow and coastal towns are exposed, the same scenario could unfold unless we act decisively.

Tacloban and Eastern Visayas are ripe for the battering of disasters now that Luzon has its share. But these time around it’s a must that Eastern Visayas must embrace a culture of readiness:

• Community-based disaster drills — ensuring that even the smallest barangay knows evacuation routes and safe zones.

• Early warning systems — sirens, text alerts, and radio advisories must reach every household.

• Resilient infrastructure — schools, evacuation centers, and bridges should be built to withstand floods and typhoons.

It is perhaps proper and appropriate to see to it that , Barangay Disaster Risk Management is ready and equipped with Human Resource and materials like food packs and even rubber boats.

Its high time that planning of or simulation of Typhoons and heavy rainfall is done. Evacuation drills and even preparedness’ for flash floods and the likes be done.
Rainy days are coming and we know this too well!

Growing Pains: Navigating the unique challenges of family business growth

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Family businesses are the backbone of many economies, contributing significantly to job creation and economic stability. However, these businesses often face unique growth challenges that stem from the intersection of family dynamics and business operations. While the close-knit nature of a family business can be a strength, it can also create complexities that hinder growth if not managed effectively. This article explores the key growth challenges faced by family businesses and strategies for overcoming them.

The Unique Dynamics of Family Businesses
Family businesses operate with a unique set of dynamics that differentiate them from non-family enterprises.

• Emotional Attachment: Family members often have a strong emotional attachment to the business, which can influence decision-making and create conflicts.
• Succession Planning: Succession planning is a critical but often challenging issue in family businesses. Determining who will take over leadership and ownership can create tension and uncertainty.
• Nepotism: Concerns about nepotism can arise when family members are given preferential treatment, potentially leading to resentment among non-family employees.
• Communication Barriers: Communication can be difficult in family businesses due to established patterns of interaction and power dynamics.
• Blurred Boundaries: The lines between family and business can become blurred, making it difficult to separate personal issues from professional matters.

Key Growth Challenges
Family businesses face a variety of growth challenges that are often exacerbated by their unique dynamics.
• Access to Capital: Family businesses may have difficulty accessing external capital due to concerns about control and ownership.
• Professionalization: As family businesses grow, they need to professionalize their operations by implementing formal processes, systems, and structures.
• Talent Acquisition: Attracting and retaining top talent can be challenging if non-family employees perceive limited opportunities for advancement.
• Strategic Planning: Developing and implementing a clear strategic plan can be difficult due to conflicting family interests and priorities.
• Innovation: Family businesses may be resistant to change and innovation, hindering their ability to adapt to evolving market conditions.
• Governance: Establishing effective governance structures is essential for ensuring accountability, transparency, and sound decision-making.
Strategies for Overcoming Growth Challenges
Family businesses can overcome these growth challenges by implementing proactive strategies that address their unique dynamics.
• Develop a Succession Plan: A well-defined succession plan can ensure a smooth transition of leadership and ownership, minimizing disruption and uncertainty.
o Key Elements:
 Identifying potential successors early on.
 Providing training and development opportunities.
 Establishing clear criteria for succession decisions.
 Communicating the plan to all stakeholders.
• Professionalize the Business: Implementing formal processes, systems, and structures can improve efficiency, accountability, and decision-making.
o Examples:
 Creating clear job descriptions and performance expectations.
 Implementing a formal budgeting and financial reporting system.
 Establishing a documented decision-making process.
• Attract and Retain Top Talent: Creating a merit-based culture and providing opportunities for advancement can attract and retain talented non-family employees.
o Strategies:
 Offering competitive salaries and benefits.
 Providing training and development opportunities.
 Creating a clear career path for non-family employees.
 Recognizing and rewarding performance.
• Develop a Strategic Plan: A clear strategic plan can provide a roadmap for growth and ensure that all family members are aligned on the business’s goals and objectives.
o Key Steps:
 Conducting a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).
 Setting clear goals and objectives.
 Developing strategies for achieving those goals.
 Monitoring progress and making adjustments as needed.
• Embrace Innovation: Encouraging a culture of innovation can help the business adapt to changing market conditions and stay ahead of the competition.
o Tactics:
 Investing in research and development.
 Encouraging experimentation and risk-taking.
 Seeking input from employees at all levels.
 Staying abreast of industry trends.
• Establish Effective Governance: Implementing formal governance structures can ensure accountability, transparency, and sound decision-making.
o Examples:
 Creating a board of directors with independent members.
 Establishing a family council to address family-related issues.
 Developing a code of conduct for family members.
The Importance of External Advice
Family businesses can benefit from seeking external advice from consultants, advisors, and mentors. These professionals can provide objective perspectives, expertise, and guidance on navigating growth challenges.

Conclusion
Growing a family business presents unique challenges that require careful planning, effective communication, and a willingness to adapt. By addressing the specific dynamics of their business and implementing proactive strategies, family businesses can overcome these challenges and achieve sustainable growth. A focus on professionalization, talent acquisition, strategic planning, innovation, and governance is essential for ensuring long-term success. With the right approach, family businesses can thrive and continue to contribute to their communities for generations to come.
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If you have any questions or would like to share your thoughts on the column, feel free to send an email to jca.bblueprint@gmail.com. Looking forward to connecting with you!

 

Identifying the true Christ

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FALSE Christs have never struggled with confidence. They always arrive fully persuaded of their own brilliance and quite happy for everyone else to agree. Scripture, however, is noticeably less enthusiastic. It repeatedly warns that not everyone claiming divine authority has actually checked in with God first.

Christ wasted no words on the matter. “Many will come in my name,” he said, claiming to be the Messiah and leading many astray (cf. Mt. 24:5). Apparently, self-appointment has always been easier than genuine discipleship.

He sharpened the warning elsewhere: “Beware of false prophets, who come to you in sheep’s clothing, but inwardly are ravenous wolves” (Mt. 7:15). The fleece may be convincing. The appetite usually gives the game away.

Looking around today, the warning feels remarkably current. Politics has its messiahs. Business has its visionaries. Entertainment manufactures gurus with alarming efficiency. Even religion occasionally produces personalities more interested in gathering followers than leading souls to God.

None of this should surprise us. Human beings have always been susceptible to persuasive voices promising shortcuts, certainty, and effortless success. Every generation imagines it has finally discovered the answer that previous generations somehow overlooked. History politely suggests otherwise.

St. John offered practical advice that has aged rather well: “Do not believe every spirit, but test the spirits” (1 Jn. 4:1). Not every confident speaker deserves confidence. Not every popular message deserves belief. Discernment remains one of the least fashionable but most necessary Christian virtues.

The Gospel scene at Caesarea Philippi offers an instructive moment. Jesus asks his disciples who people think he is. The answers are respectable enough—John the Baptist, Elijah, Jeremiah, another prophet. Close, perhaps, but still guesses assembled from public opinion rather than divine revelation.

Then comes Peter’s answer: “You are the Christ, the Son of the living God.” Jesus immediately points out that this insight did not emerge from clever deduction or successful polling. It came from the Father. Faith saw what observation alone could not.

That remains true today. Reason matters. Study matters. History, theology, and scholarship all have their rightful place. But none of them can replace the gift of faith, through which God gradually reveals his Son to hearts willing to receive him.

Which explains why humility is indispensable. Proud minds often rush toward impressive personalities. Humble hearts are more interested in truth than spectacle. They are willing to listen before speaking and to follow before leading.

A reliable test soon appears. The true Christ never edits the Cross out of the story. He invites us to carry it, not avoid it. False Christs usually prefer a more marketable message: uninterrupted prosperity, permanent comfort, and a life where inconvenience has been quietly discontinued.

The true Christ directs every heart toward the Father. False Christs direct attention toward themselves, their movement, or their supposedly revolutionary method. One calls for repentance and conversion. The other offers affirmation with remarkably few demands attached.

The real Christ is found where he promised to remain: in Sacred Scripture, in the sacraments, above all in the Eucharist, in his Church, and among the poor. Counterfeits usually promise exclusive secrets, private revelations, or membership in the spiritual equivalent of a VIP lounge.

The challenge, then, is not merely to recognize persuasive voices but to recognize the Shepherd’s voice. False prophets will always sound convincing to someone. The Christian task is to stay close enough to Christ that imitation becomes easier to detect.

The Bible’s warning is therefore not an exercise in suspicion but an invitation to fidelity. When we remain rooted in Christ through faith, humility, prayer, and the life of the Church, false messiahs eventually reveal themselves. The true Christ never needs clever marketing. He simply asks us to follow him.

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