https://hdl.handle.net/20.500.14353/1068 2026-07-15T05:21:35Z 2026-07-15T05:21:35Z Oberio, Dennis https://hdl.handle.net/20.500.14353/995 2026-03-01T01:41:02Z 2026-01-01T00:00:00Z

Heritage at risk: The impact of tourism and real estate growth on Iloilo City’s cultural landmarks Oberio, Dennis Hamdan, Reem This study examines how tourism and property development impact Iloilo City’s cultural heritage, emphasizing heritage preservation issues due to rapid urbanization. Following a qualitative systematic review using the PRISMA framework, the study synthesizes literature on real estate development, tourism, and cultural preservation. In addition, focus group interviews (FGDs) with 15 purposively chosen stakeholders—conservationists of heritage, urban planners, government officials, and tourism officers—provided deeper insights into the realities of Iloilo City heritage management. FGD data were coded and analyzed using NVivo software for emerging themes. Results indicated that heritage destruction is driven by unchecked tourism, lax enforcement of protection legislation, and conflict between conservation and commercial interests. Numerous historical buildings are threatened by encroachment, structural alteration, or demolition, undermining Iloilo’s cultural heritage. Stronger policy implementation, heritage conservation in tourism and urban planning, and adaptive reuse of historic buildings were stressed by participants. Strategies for sustainable preservation involve public campaigns, tighter regulatory measures, and public-private collaboration to reconcile economic development with the protection of culture. The study discovers that while tourism and real estate development are needed for the economy of Iloilo City, they must be managed in a way that they do not inflict irreparable damage on heritage sites. Better policies, better community involvement, and sustainable tourism practices are essential. They will ensure that the city’s cultural and historical landmarks are protected for future generations.

2026-01-01T00:00:00Z Villaruz, Joselito F. https://hdl.handle.net/20.500.14353/751 2025-02-14T15:26:12Z 2025-01-28T00:00:00Z

Speech by Dr. Joselito F. Villaruz during the state of the university address on January 28, 2025 Villaruz, Joselito F.

2025-01-28T00:00:00Z Siason, Jr., Nordy D. Siason, Amabel https://hdl.handle.net/20.500.14353/1041 2026-05-13T02:43:13Z 2023-12-01T00:00:00Z

Institutional leaders' employment of flexible leadership in a Philippine state university Siason, Jr., Nordy D.; Siason, Amabel This descriptive research investigates the degree of flexible leadership employed by institutional leaders amidst the emerging and anticipated shocks in the context of a higher education institution (HEI) in the Philippines. Eight (8) college deans and 143 faculty members assessed the implementation of flexible leadership in all five (5) campuses. Through a survey, variables of flexible leadership were considered high: building commitment to core ideology; building capable leadership; involvement and empowerment; keeping communication lines open; using reward system to support multiple objectives; and encouraging and exemplifying leadership by examples. Notably, a flexible leader understands the university's objectives, priorities, and strategies (M=4.57), builds and supports its values system (M=4.51), and understands that faculty members are the university's most valuable asset (M=4.50). Through interview protocols and triangulation, there were facets to be focused on like holding regular forums to discuss issues and changes, encouraging an open-door policy to increase access to information, and ensuring that faculty members not only understand what is expected of them but are committed to doing it. Flexible leadership can be nurtured and this implies commitment, credibility, and consistency among institutional leaders to reap more academic successes amidst the challenges faced by an HEI.

2023-12-01T00:00:00Z Maceda, Ebner Bon Abadingo, Michelle Panol, Karen Asuncion R. Beltran, Frederick David E. Valdez-Acosta, Ivy Rose C. Taquiqui, Grandelee D. Gawigawen, Sharon B. Macalino, Maria Victoria L. Aguirre-Aguinaldo, Laura Maria Soledad M. Flores-Declaro, Marive A. Ventilacion, Karen June V. Boligao, Ma. Rita Anna Salve R. Honor, Nancy G. Ellong, Mirasol S. Ocho-Ortencio, Rona D. Beley, Genelynne Bondoc-Eran, Maria Christina N. Therrell, Bradford Padilla, Carmencita https://hdl.handle.net/20.500.14353/825 2026-07-07T06:30:14Z 2023-03-01T00:00:00Z

Newborn screening long-term follow-up clinics (continuity clinics) in the Philippines during the COVID-19 pandemic: Continuing quality patient care Maceda, Ebner Bon; Abadingo, Michelle; Panol, Karen Asuncion R.; Beltran, Frederick David E.; Valdez-Acosta, Ivy Rose C.; Taquiqui, Grandelee D.; Gawigawen, Sharon B.; Macalino, Maria Victoria L.; Aguirre-Aguinaldo, Laura Maria Soledad M.; Flores-Declaro, Marive A.; Ventilacion, Karen June V.; Boligao, Ma. Rita Anna Salve R.; Honor, Nancy G.; Ellong, Mirasol S.; Ocho-Ortencio, Rona D.; Beley, Genelynne; Bondoc-Eran, Maria Christina N.; Therrell, Bradford; Padilla, Carmencita The COVID-19 pandemic has challenged healthcare systems worldwide. In the Philippines, long-term care for patients with conditions identified through newborn screening (NBS) is coordinated through Newborn Screening Continuity Clinics (NBSCCs). These clinics are integral to achieving optimal outcomes by providing follow-up oversight and assistance for individuals identified through screening. Continuity of NBSCC care for NBS during the COVID-19 pandemic was both challenging and necessary and was accomplished through innovative strategies of dedicated personnel. Following the discontinuation of the community quarantine, a situation assessment survey was completed by each NBSCC to better understand the challenges encountered and their effect on patient care. Performance data from each NBSCC were reviewed both before and after an extended community quarantine (2018–2021) to evaluate the impact of NBSCC disaster contingency plans in overcoming the resultant challenges (transportation, supply chain, etc.). Thematic analysis of the survey showed three primary challenges: Operations, communications, and safety. In 2018 and 2019, successful patient contacts were 70.6% and 70.2%, respectively. During the pandemic, successful contacts were 74.9% in 2020 and 76.8% in 2021, demonstrating that the contact approaches taken by the NBSCCs were sufficient to maintain (and even improve) patient contacts. The number of unresponsive patients decreased during the pandemic likely due to decreased mobility and improved follow-up actions from the NBSCCs.

2023-03-01T00:00:00Z