It is not easy to write through a veil of tears threatening to gush like a storm surge. Drowning out fears with prayers and nurturing the glimmer of hope that Jessie Robredo might still be alive, takes immense effort.
I’ve always considered Jessie a great leader and more important, a good man. An astute mind with a big heart in one balanced package is a rare combination. His self-identity was clear: an advocate first, a party mate second, a politician last. Some likeminded friends and I have even dreamed of making him President someday, an idea that he has always taken with a grain of salt.
In 2007, Robredo’s unscrupulous political opponents in Bicol, tried to block his bid for re-election by impugning his citizenship. They accused him of not being a Filipino citizen and therefore ineligible to run for office. NGOs and people’s organizations led by Synergeia and Kaya Natin took up the cudgels and organized a series of fora for Jessie to answer the outlandish charges. We showed up with a makeshift poster that read: Jessie for President! He thought it was amusing, but blushingly admonished us, “We already have a standard bearer.”
It was in one such forum in year 2000 that I first discerned the quiet strength and unassuming greatness of the man. Fresh from being recognized as a Ramon Magsaysay awardee for transforming Naga into one of the most progressive cities in the country, he was asked to talk about his formula for success.
To this day I remember his simple advice: 1) Have a vision that constituents can buy-in; 2) Get the best and the brightest to work with you; 3) Be transparent and accountable; 4) Work very hard to make the vision come true.
Then he turned to the audience and asked what else we thought would help. One said, “Communicate,” and he promptly added it to the list as the fifth component. Jessie had one character trait so lacking in most politicians: he listens and takes good advice to heart. It’s what makes him an effective and beloved leader.
During the campaign of P-Noy, Jessie was put in charge of schedules, one of the toughest jobs. In one caucus, he pointed out that the amount of energy required depended on whether we didn’t want to lose or we wanted to win. Of course we wanted to win big. So he put together a grueling schedule that caused some tension and irritation. But P-Noy won, and won big.
After the hostage fiasco in his first months as acting Secretary of DILG, he was determined to instigate deep reform in the ranks of the Philippine National Police. It was a daunting and thankless job. The odds for even denting the perennial barriers were miniscule. But true to form, the Secretary would give it his all. Just like the song, he had High Hopes.
“Once there was a silly old ram,
Thought he’d punch a hole in the dam.
No one could make that ram scram
He kept butting that dam…
Cause he had high hopes.”
In a series of strategy meetings with the brass, Secretary Robredo wanted to launch a campaign that would attempt to change the negative perception of PNP. He believed that the external pressure might make the policeman conform to public expectation. But there was much internal resistance. The officers believed that a campaign for reform should start from within, before making any promises they might not be able to keep. He listened. Focus was shifted to an introspective mode.
Just last week, I sent an SOS to rescue a colleague stranded at the second-floor of their home in Malabon, with his ailing parents. The treacherous floodwaters had engulfed the first story of their house and continued to rise. The Secretary immediately responded and contacted the local authorities. But it was already dark and operations had temporarily stopped, as the undercurrents were too strong.
Jessie kept sending me updates that I forwarded to my officemate. He went as far as giving the latest weather forecast that said the rains would not be too strong that evening so the floodwaters were unlikely to rise any higher. The texts from Sec. Robredo kept the marooned family from panicking. The following day, the Coast Guard arrived and rescued them.
Many have coveted the post of DILG Secretary. They see it as a plum resource for political ambitions. Imagine being able to convene all the local government officials, converting them into allies that will act as local campaign managers and guardians of their ballots? Imagine the power of being able to summon the PNP, asking them to do your bidding or turning them into personal bodyguards? Imagine all the opportunities as keynote speaker who could turn any gathering into a sortie?
In a speech to the MASS-SPEC, a federation of more than 200 Mindanao cooperatives last June 2011, he said:
“I strongly encourage you to practice the four good governance principles:
Transparency is the principle that allows your members to know not only the basic facts and figures but also the mechanisms and processes involved in coming up with decisions.
Accountability is the acknowledgment of responsibility for actions, decisions or policies and the obligation to report, explain and be answerable for the resulting consequences of every action.
Responsiveness is extending prompt, courteous and adequate services to the people you serve.
Participation is the mechanism for the members to express opinions and exert influence regarding actions and decisions.
…Real development can only exist if there is people development.”
I am trying my darnedest best to keep the high hopes alive, storming heaven’s gates on bended knees that a good man, a great man, be rescued just as he had saved so many during the recent floods. But as his daughter Ica said with so much composure, “Let us manage our expectations.”
So I’ll just keep singing this song in my head.
“So anytime you’re feeling bad, stead of feeling sad
Just remember that ram
Oops there goes a billion kilowatt dam.”
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Email: citizenyfeedback@gmail.com