Gov. Josie M. Dela Cruz Gov. Josie M. Dela Cruz
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Gov. Josie M. Dela Cruz
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  • Education: Key to Empowerment
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Galing ng Bulakenyo | Video
24

Baliwag, Bulacan’s Buntal Hats

Baliwag, Bulacan’s Buntal Hats

24

Dino Balabo
May 3, 2009 | 12:00am

BALIUAG, Bulacan, Philippines – This bustling town in northeastern Bulacan last week marked the centennial of buntal hat weaving with a 10-day festival.

The “Buntal Festival” celebration is highlighted by a job fair, painting contest, concerts, buntal hat Santacruzan, street dancing, search for Lakambini ng Baliuag, and exhibits of products made from woven buntal fibers.

According to the book “Baliwag Then and Now” by Rolando Villacorte, buntal hat weaving started in this town sometime between 1907 and 1909 when Mariano Deveza brought to Baliuag bundles of coarse buntal fiber from his home town of Lucban, Quezon.

Back then, Lucban was the sole seat of the buntal weaving industry and could not cope with the large demand for the product. Baliuag was already famous for bamboo hat weaving.

Rosie Decasa, the tourism officer of this town and owner of Baliuag Buntal Enterprises, said Deveza first brought the buntal fibers to the late Dolores Maniquis who became fascinated and experimented with it, softening the fibers using a heavy wooden roller.

Maniquis started weaving the pliant fibers into hats, and later experimented with colors by first bleaching and then dyeing the fibers.

Decasa said that buntal hat weaving became a booming industry in this town by 1910, with at least one weaver in every household.

As the industry grew, specialization set in and improved production methods became standard practice.

Decasa explained that to finish a hat, four persons were needed.

The first weaver would take care of the hat’s crown or head, and the second weaver would make the brim.

The third weaver would finish or close the brim, while the fourth would bleach the yellowish fiber to make it more attractive.

By 1920, Baliuag buntal hat production became a major dollar-earning export, as it was sold in the world market and became known as the “Panama hat.”

However, by the late 1920s, the industry suffered from cutthroat competition from China, as the Chinese started producing their version of “balibuntals” with raw materials imported from the Philippines.

Decasa said that in 1923, Chinese businessmen in Hong Kong hired Filipino weavers, and before the war, the industry was in virtual collapse.

However, after the war, the industry began to thrive anew under the Balibuntal Straw Hat outfit of the late Joaquin Villones, which had about 5,000 weavers and suppliers.

Records show that the Villones outfit manufactured about a quarter of the 40,000 total monthly production by the 1960s.

Today, buntal hat weaving continues to thrive here, but manufacturers like Decasa are facing a serious lack of skilled manpower.

“We still have hundreds of weavers, but they mostly do it on part-time basis,” Decasa said, adding that she was willing to transfer the skill and technology to young workers through workshops and seminars.

She said she is also willing help train detainees in different jails to learn how to weave, in order to help the industry survive.

Feliza Ramos, 92, told The STAR that the economic crisis has reduced the possibility of increased production of buntal hats.

As one of the oldest living buntal weavers, Ramos wove her last buntal hat two years ago.

For her part, Pilar Bernardo, 98, said that not too many young people today are interested in buntal hat weaving.

“Noong panahon namin, lahat kami ay gumagawa niyan, pero ngayon iba na interes ng mga kabataan (In our time, we were all weaving, but now the young people have different interests),” she said.

Source: PhilStar Global

Other Stories | Standard | Video
22

Reinventing Public Service

Reinventing Public Service

22

2000

When a shared vision and mission is pursued with greater consistency, transparency and political will, nothing can stand in the way of an effective reengineering intervention. Such is the case of Bulacan’s Reinventing Public Service Program of Bulacan.

The LGU’s vision was to create a strong middle class as the core of the citizenry with equal access to opportunities and services. However, in 1998, it faced many challenges. Among these were the need to improve the bureaucracy and reorient the employees, eliminate irrelevant systems and procedures, and raise the morale of the personnel by providing incentive mechanisms and overcoming resistance to change.

The local government’s first move was to reorganize its structures to maximize financial, property, and human resources. A major change was the merging of the Provincial Treasurer’s Office and the Provincial Assessor’s Office to increase efficiency and accountability, and ultimately increase tax collection. Initial resistance to this merger was eliminated through discussions with those concerned, and reassignments or financial packages for the displaced. The merger resulted in a reduced number of positions from 82 to 64 with minimal dislocation for the affected 22%.

Other changes involved the creation of offices, such as the Provincial Disaster Coordinating Office and the expansion of others into full departments, such as the Provincial Youth, Sports and Employment Development Office to focus on generating employment. Other offices such as the Provincial Environment and Natural Office and the Provincial Cooperatives and Enterprise Development Office were streamlined for efficiency. The Management Information Systems was upgraded to respond to computerization. Aside from systems and procedure improvement, the LGU set up a quality service improvement program in its offices, encouraged local participation in planning and budgeting, and provided incentives such as salary standardization, housing, awards, and scholarships to its staff.

The impact of the reorganization of the local government was immediate. Real property tax collection increased by 25.48% and total revenue from quarry tax, mining and other fees increased by 72% within a year. The province saved P13.8 M in personnel services and reaped a surplus of P5 M in 1999. Computerization provided greater accountability and transparency, improved information access and effective and efficient service delivery, and saved the provincial government P2.57 M. In terms of people’s empowerment, everyone in the provincial government could claim ownership of the reorganization effort. Overall, reinventing public service in Bulacan has resulted in quality and timely service to the people, and has contributed to their improved quality of life.

This program is recognized as one of the Ten Outstanding Programs in the 2000 Galing Pook Awards.

Source: Galing Pook

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