The GUIDON - July 2020 Special Issue: Navigating Crossroads

THE OFFICI A L STUDENT PUBLIC ATION OF THE ATENEO DE M A NIL A UNI V ER SIT Y A SPECIAL ISSUE OF THE GUIDON

JULY 2020

JOSE RAMON "JETT" T. VILLARIN, SJ

Navigating crossroads

COVER ART BY CARMELA B. MASIGLAT

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Navigating crossroads

TAILW IND

The spirit behind Villarin’s Ateneo

BY JUSTIN B. JIMENEZ AND MALAIKA E. PACULAN

OUTGOING UNI V ER SIT Y PRESIDENT Jose Ramon "Jett" Villarin, SJ began his term of office nine years ago, on June 1, 2011, succeeding Bienvenido “Ben” Nebres, SJ. In his investiture speech in September 2011, Villarin expressed his intentions to focus the efforts on the care for creation, nation-building, and forming the identity and mission of the University.

As the end of his term draws near, Villarin retrospects on the motivations and experiences that inf luenced the projects and accomplishments he has contributed to the Ateneo in his nine years as University President.

ENVIRONMENTAL WELFARE At the beginning of his term, Villarin had a vision to promote environmentalism and sustainability to the Ateneo community. He recognized that in order to push the school in this direction he would need to create projects that would solve issues such as climate change and the need for sustainable cities, mobility, and transport.

This echoes his sentiments from his 2011 investiture, where Villarin explained that in order to manage env ironmental risks, it is imperative to plot the “connections” between development and the environment.

Thus, throughout his term, Villarin has executed initiatives towards env ironmenta l sustainability and responsibility.

One of the most notable projects towards this goal was adapting the eJeep on campus back in 2015.

A partnership with Meralco made Ateneo the first institution to adapt the former’s eVehicle and power station projects in order to mitigate environmental impacts. According

to the University website, the eJeeps are 100% carbon free and are “almost 50% cheaper than a regular car would cost to run.” Villarin also expressed how projects such as these aimed to help mitigate the impending issue on climate change and suggested its possible use on a national scale.

Additionally, it was also in Villarin’s term that the Ateneo Institute of Sustainability (AIS) was created. Since its establishment, AIS has published annual sustainability reports on the University’s economic, environmental, and

a single institution cannot solve on its own. “I think it’s important especially now that we’ve realized our impact on the environment.

We’ve not really accounted for our impact,” he says.

Villarin, who is a laureate of the prestigious Nobel Peace Prize for his work on climate change and greenhouse emissions, also plans to return to addressing environmental issues and climate change in his own way once he steps down as president. “Even if I’m no longer president, I’d like to go back to what I trained for, what

“Our actions, they matter.

And I hope we can actually lead Ateneo and the Ateneans to make a difference. To continue to make a difference in the lives of people,” Villarin says.

During his presidency, Villarin also used his platform to bring sociopolitical issues to light.

His activist form of leadership sharply contrasted the approach of his predecessor, Ben Nebres, SJ, who was often described as apolitical. Throughout his term, Villarin supported discussions and protests on issues such as the

truth,” he says. He recalled an interview with CNN Philippines where he was asked if he personally led the protests during the Marcos Burial, to which he replied: “No. They led me.”

MISSION AND IDENTITY OF AN ATENEAN Villarin adds that although sustainability is a cause close to his heart, he recognized that mission and identity was the most important of the three thrusts that he envisioned for the University.

He notes that though the Ateneo

[Mission and identity for the University] is really [about] cultivating a sense of who we are, a sense of belonging, and a sense of mission–a sense of purpose. social impact, a practice that Villarin hopes other initiatives and schools can undertake.

However, despite these efforts, Villarin remarks that “there’s still a lot to be done” in terms of making Ateneans more environmentally attuned. According to Villarin: “We can be the cleanest campus here, it’s not an achievement. We can create a sanctuary, a nice place...but then when you leave and get out of Gate 3, the world is so different.”

He stresses the importance of seeing environmental issues as a national and communal effort that

I think I’m good at, which is to lead with effort,” he explains. “Not just with science, but again the policy and the change in culture that’s needed if we are going to protect the planet in the coming years.”

NATION-BUILDING Villarin’s second major goal in his investiture was to strengthen the school’s contributions to nation-building. Here, he aimed to build an educational institution that would mold graduates who are “catalysts of change, strategic thinkers, and culture changers.”

burial of former dictator Ferdinand Marcos in the Libingan ng mga Bayani, the extrajudicial killings in President Rodrigo Duterte’s war on drugs, the ousting of former Chief Justice Maria Lourdes Sereno, and the ABS-CBN shutdown.

As someone who has been vocal in standing against injustice, Villarin also expresses his joy in seeing students partake in social discourse. “I’m glad I see the students really debating and taking part in these social issues. We’re forming you guys to think critically and not accept anything as Gospel

may be known for academic excellence and accomplishment, the thrust of furthering the University’s mission and identity is about bringing ideals and values of empathetic, compassionate success into reality. “[Mission and identity for the University] is really [about] cultivating a sense of who we are, a sense of belonging, and a sense of mission—a sense of purpose,” he says.

Working toward this goal, Villarin strengthened the Office of Mission and Identity, which is tasked to think of ways to integrate the curricular

and the extracurricular. During his term, the core curriculum was evaluated and org life was strengthened through fostering close cooperation between the Campus Ministry Office and the Office of Student Activities. “Org life is vibrant because a lot of formation, a lot of this sense of who we are and mission comes from those orgs too,” he explains.

One of the most notable and most ambitious projects under Villarin’s administration would be the construction of the Areté, a hub meant to cultivate a spirit of creativity, innovation, and collaboration within the Ateneo. “[The Areté] was really part of that deepening of one’s mission and identity,” Villarin says. “Maybe if you bring people from different disciplines, bring them together and create this new space…let the people work on what we call wicked problems…that require not just one discipline, but many disciplines.”

As Villarin officially steps down from presidency this year, he is confident that the momentum he established during his term will not falter. The investiture of Roberto “Bobby” Yap, SJ, his successor and friend, as well as the Board of Trustees and the students of the Ateneo assure him that the projects and programs that began during his term will continue.

“There are systems in place,” he says. “What you need to do is sustain what is built.”

As he steps down from his role as the University’s president, Villarin looks forward to returning to teaching: “[I] can make physics come alive, so I look forward to teaching...someday. Good teachers [are] really important...I hope to help them, not just in [the] Ateneo, but for the country. So that’s a dream,” Villarin shares.

Even if I'm no longer president, I’d like to go back to what I trained for, what I think I’m good at, which is to lead with effort.

PHOTO BY JOHN P. ORANGA

The GUIDON | JULY 2020

PHOTO BY ALEXIS WANG

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PHOTO BY REYNEAL VARGAS

Eyes on the horizon

BY FRANCHESCA FAJEMOLIN

This pandemic has changed our landscape, but it does not change our philosophy. It does not change our mission, but it challenges us. How do we form our people to become men and women for others in the digital landscape?

AMID THE COVID-19 pandemic, University President Jose Ramon “Jett” Villarin, SJ slows his nine-year term to a close as he prepares to hand over a reimagined Loyola Schools (LS) to his successor Roberto “Bobby” Yap, SJ on August 1.

One of Villarin’s achievements during his term is streamlining the University’s p r ior it ie s — m i s s ion a n d ide nt it y, nation-building, and environment and development— into the strategic plan Ateneo de Manila University Development Goals 2030 (AMDG 2030).

Last August 2019, he promised to continue implementing AMDG 2030 as he prepares to transition Yap on the “operations and strategic concerns of the University.”

However, as society grapples with the “new normal,” both Villarin and Yap face the challenge of adapting to the health crisis by shifting towards online learning and revisiting AMDG 2030’s strategic goals.

Though many of these changes are still under discussion, Yap highlighted how the pandemic will definitely affect the school’s approach to internationalization.

NEW PRIORITIES As the world adjusts to the safety measures brought about by the pandemic, Villarin said the administration is in the process of designing the new academic year. He added that they hope that competence as well as the LS mission and identity is maintained in AteneoBlueCloud, the school’s new online learning platform.

“This pandemic has changed our landscape, but it does not change our philosophy. It does not change our mission, but it challenges us,” he said. “How do we form our people to become men and women for others in the digital landscape?”

Yap added that they are exploring ways to continue formation online with AteneoBlueCloud. One possible concept Yap mentioned is creating a “ v ir tual quadrangle” where student activities and formation are held.

Furthermore, Yap assured that the University has been providing faculty with “systematic and intensive training” about topics such as retooling and managing an online class to ensure a smooth pedagogy.

Aside from the LS initiatives for COVID-19 to assist the severely affected, the administration is planning to leverage the University’s resources as a research institution to address the pandemic. Yap mentioned that they are deliberating on setting up a COVID-19 testing lab inside the campus. However, these plans are still under discussion.

GLOBALIZATION AND INCLUSIVITY Signif icant to Villarin’s priorit y of internationalization, the LS has aimed towards globalization to cultivate diverse ideas on campus and inf luence policy and action locally. Some efforts to achieve this in Villarin’s term include establishing the International Residence Halls to accommodate more foreign dormers,

aligning its calendar with 70% of the universities in the world in AY 2015-2016, and forming the Ateneo Policy Center in 2017.

However, the pandemic has compelled Vice President for the Loyola Schools Maria Luz C. Vilches, PhD to suspend all LS international student mobility programs like Junior Term Abroad until December 2020 to guarantee student health.

Because of this, Yap said that Villarin’s approach towards internationalization is among the AMDG 2030 goals that may need to be reshaped due to the travel restrictions during the nationwide lockdown.

“It’s not because [A MDG 2030] is not good, I think it’s a very good plan, it’s just that the environment has dramatically changed,” Yap explained.

Although Yap has yet to pronounce his concrete plans on globalization, Villarin expressed his hope for the University to continue shaping the country and the world despite the pandemic.

“Globalization will be coming to a halt. There might be less faith in working together. There might be greater distrust in each other, but I think we need to be there. We need to repair it. We need to rebuild it,” Villarin explained.

As the school faces this paradigm shift, Yap calls “for patience, for creativity, for generosity” from the LS community. “[The administration is] very open to working with the students and [trying] to look for solutions to them to make this very difficult situation work,” he said.

Globalization will be coming to a halt. There might be less faith in working together.

There might be greater distrust in each other, but I think we need to be there. We need to repair it. We need to rebuild it.

PHOTO BY JULIA CARPIO

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Navigating crossroads

Turbulent winds

BY LEIKA GOLEZ AND JILLIAN LOPEZ ILLUSTRATION BY IVERSON EUCLID ONG

IN HIS nine-year term, outgoing University President Jose Ramon Villarin, SJ has encountered va r ious issues concer ning the Ateneo, challenging his leadership as the school’s highest official.

Some issues under his term include the Ateneo Junior High School (AJHS) bullying incident, the University’s redtagging by the Armed Forces of the Philippines (AFP), and cases of sexual harassment within the Loyola Schools (LS).

As his term comes to an end, Villarin looks back on how he has responded to the school’s most pressing concerns.

DEMOCRACY AND HUMANITY Before Villarin stepped into position, students wanted him to address the LS community’s political apathy and elitism. As an advocate for democracy and human rights, he has been vocal about political controversies like President Rodrigo Duterte’s drug war and the burial of former dictator Ferdinand Marcos at the Heroes’ Cemetery—both issues which he stood against.

Flight path

BY JAY C. MUNSAYAC INFOGRAPHIC BY FIDESS BISNAR

UNDER THE blazing afternoon sun of June 1, 2011, Jose Ramon “Jett” Villarin, SJ assumed office as the 3oth president of the Ateneo de Manila University. Tasked with leading Ateneo into a new era, Villarin laid the groundwork for all future endeavors under his administration with the inception of his University Strategic Plan.

Under the cornerstone thrusts of mission and identity, nationbuilding, and environment and development, Villarin’s term as University president was marked with the establishment of offices, institutions, and programs according to these developmental ideals. This infographic aims to summarize the high points of his nine-year term, based on existing reportage:

In 2012, the Catholic Bishops’ Conference of the Philippines called for an investigation on the Ateneo faculty members who signed a declaration of support for the Reproductive Health Bill.

Villarin released an official memo that stated Ateneo’s stance against the bill, noting its “threat to constitutional rights” and urging discourse on the issue.

He has also stood against redtagging, particularly in an instance in 2017 when the AFP claimed that the Communist Party of the Philippines was recruiting students through Martial Law film screenings. Villarin refuted the AFP’s allegations due to lack of evidence, stressing the importance of “academic freedom.”

“I’ve learned a lot from these experiences. They’ve seasoned me. Now I know as a person [and] leader [that] the temptation sometimes is to lose faith in human nature, but thankfully, I’ve not lost faith in humanity,” he said.

LISTENING TO CONCERNS Beyond voicing his stances on sociopolitical matters, Villarin has also faced and addressed

community dissent. Such was the case for the surfacing of sexual harassment cases in the LS and the viral video of the AJHS bullying incident.

However, after numerous sexual harassment allegations involving facult y members surfaced last October 2019, students and faculty members’ outrage over the administration’s lack of transparency on these cases came to a boil, culminating in a historic on-campus protest on October 15. Survivors also came forward to express their d isappoint ment w it h t he school’s methods for handling sexual harassment, saying that the institution could be more sensitive and efficient.

In a statement released after the campus protest, Villarin acknowledged the “gaps and inadequacies” in the University’s systems and processes. Following this, Villarin formed an Interim Committee on Decorum and Investigation that was headed by women to investigate sexual harassment cases in the school.

He also later hired third-party independent consultants to review

the school’s current processes in handling cases.

Despite these improvements, the University still shares little about alleged perpetrators and their sanctions, citing compliance with the Data Privacy Act as the reason behind the lack of information.

“Sexual harassment is so difficult because it’s so private. I know there’s a demand for transparency, but you walk a tightrope on things like that,” he said.

For Villarin, the viral video of the AJHS bullying incident in 2018 was a “pernicious” issue just as important as the sexual harassment cases. Similarly, the issue sparked public controversy, even reaching the Malacañang, which called the University to conduct an investigation.

Villarin admitted that handling this incident was “not easy,” but it revealed the need to hear all sides of the story. “When a live issue comes up to the surface, you really have to be mindful of all the people who have made a mistake in the issue. And as best as you can, you just have to listen and talk to them,” he said.

Villarin said he had consulted with the student, the victim, and the parents of both parties. Three days after the video circulated, Villarin announced the student’s expulsion and emphasized the Ateneo’s strict adherence to its policies against bullying.

SELF-EVALUATION Looking back on his term, Villarin acknowledged that he “could have anticipated” some issues better, such as the “lack of follow-through” in the University’s sexual harassment cases.

“That’s something I could have done better: To start something, to sustain it, and to follow through,” he said.

Villarin also acknowledged that they are still learning how to deal with these cases.

He shared that the University still needs to establish more d ia log ue a nd i mprove its communication lines before issues are publicly discussed.

“How I handled this crisis is far from easy, but what helped me is that I’m not alone. There were people helping me. My own faith helped me,” Villarin said.

Now I know as a person [and] leader [that] the temptation sometimes is to lose faith in human nature, but thankfully, I’ve not lost faith in humanity.

JOSE RAMON VILLARIN, SJ OUTGOING UNIVERSITY PRESIDENT