There are six main problems that I wish to address in my platform.

These are as follows:

1. ARSA projects are not relevant to ARSAns and the projects in themselves have become the end
goal as opposed to means towards greater service.
2. Project management has no sustainable system and maintains the same activities.
3. ARSA suffers from a cliquish culture with project teams being comprised of the same members.
4. There is little to no presence in the LS Community.
5. Offices operate too independently of one another and are not utilized and maximized for the
benefit of ARSAs activities.
6. Involvement in ARSA is highly limited given that it is hard to become active at later points in college.
Given this, my platform revolves around reinventing structures that have proven to be ineffective,
focusing efforts of the offices and the committees, and engaging with partners that can serve to further
develop our new projects. In doing this, I hope to be able to bring ARSA back to the ARSAns, listening to
what ARSAns want and hopefully giving them what they need. If I am given the opportunity to be part of
the Central Board, I will make it my primary objective to make ARSA more inclusive through tangible
measures that will enable the possibility of more opportunities for members who have long felt detached
from the ins and outs of the organization.

RESTRUCTURING THE SYSTEM

CREATION OF A BATCH COUNCIL
In abolishing the positions of Batch Representatives and Level Representatives, replacing them with
the Batch Council comprising of 6 members, there will be better representation in ARSA. Candidates for the
Council will be decided through a nomination process that allots one nomination for each person. Only the
12 candidates with the highest number of nominations will have an opportunity to run for a position in the
Batch Council. In having only one chance to nominate a candidate, there will be a lesser propensity for
groups of friends to dominate these representative positions. This will strengthen the presence of groups that
feel like they are excluded from the cliquish culture of ARSA.
REALLOCATING BATCH PROJECTS TO SPECIAL PROJECTS
Batch Projects have to be allocated to the Office of Special Projects. This is due to two primary
reasons. Firstly, Batch Projects hinder the ability of Batch Representatives (or Batch Councils, if it pushes
through) to implement or initiate projects that are designed to cater to the needs of their batch. Secondly,
Batch Projects are not specific to the batches organizing them. For example, the Christmas Party is a project
that everyone affects but is led by a team of sophomores. The Seniors Send-off on the other hand is
handled by freshmen. However, freshmen may not be the only ones who wish to give a token to their
seniors. By putting these under the Office of Special Projects, more ARSAns are able to be involved in
projects they want to invest in.
RESTRUCTURING SELECTION PROCESS FOR PROJECT TEAMS
In choosing project teams, project heads will no longer have the sole discretion. The CB will also be
involved in the decision and each of the CB members and project heads will have one vote. Before the
selection, the HR Team (c/o HROD) will make recommendations for the project. In doing this, decisions will
be subject to the knowledge and sensibilities of more individuals. The propensity to simply choose friends will
be lessened. Moreover, a public rating of members of a project team will also be published after each
project in order to highlight the good work of others who may not be known to the CB or the next set of
project heads.
EARLY RECRUITMENT FOR PROJECT TEAMS AND ARSA OFFICES
Core teams and offices have suffered through the years due to the lateness in the building of these
teams. This lateness kills time that could have been used planning, creating partnerships, or executing initial
project phases. In having a single event dedicated to the signing up of interested ARSAns at the start of the
year, planning can occur at an earlier time. For offices, this can give a better opportunity to train their
members for the purposes of the organization in the future.
CENTRALIZING CIA, MAFIA, AND HROD
With the assurance that all the members of the different offices have a level of competency, due to
the training given by HROD, it would be in the best interest of the different core teams to have members
from these offices operate for their projects. The CIA will deploy members to become members of the
promotions teams of different projects. In the same way the MAFIA will provide finance and sponsorships
teams for the projects. This is useful especially since it is hard to find core team members with marketing

experience. HROD will then deploy statistics teams in charge of gathering relevant data during the event
and after the event for the purposes of evaluation.

FOCUSING OFFICES AND COMMITTEES

EXPANDING THE CCA (c/o VPSS)
Right now, the CCA has had leaps and bounds in the fields of written and visual art. However, there
has been little effort in engaging ARSAns in other forms of art. Seeing the diverse set of people in ARSA,
there are probably more forms of art and cultural expression that people could engage in. I want to partner
with music groups, the Performing Arts Organizations in the LS community, cultural groups, and even
different NGOs, to promote the rise of different forms of expression. In doing so, ARSAns will have more
outlets and opportunities to hone hidden skills and express what cannot be expressed in everyday life.
STRENGTHENING THE ACADEMICS COMMITTEE (c/o VPSS)
This year, ARSA suffered the most number of its residents being kicked out because of members not
meeting the retention grade of the school. This is seriously troubling given that many efforts could have
been exerted in preventing this. In order to avoid its repetition, I want to create a buddy system that will
match residents with people of the same course in a different year level. This will be an extension of the
foster system that I plan on bringing back. Hopefully, buddies can keep track of the academic needs of
their buddy. Moreover, I plan on inviting tutorial centers in going to ARSA for discounted rates in order to
have more opportunities to improve. Surveys will be conducted regularly to see areas of academic need. I
also want to create a database for students to get academic resources (readings, books, sample exams,
etc.).
UTILIZATION OF HROD FOR OTHER OFFICES AND ACTIVITIES
I intend to turn HROD into a true Human Resource office. HROD will continue its work on the Institute
and will now expand to train members of the different offices. They will be in charge of training members of
these offices in terms of the duties that they have to fulfill. HROD will also be in charge of Planning Seminars
and Team Buildings for the CB and core teams. Surveys will also be regularly held to refocus the
Organization Development aspect of the office. These will be conducted to assess areas of interest, need,
and problems.

ENGAGING ARSA AND THE COMMUNITY

OPEN ADVOCACY PROJECTS (c/o AGUHON)
This is one of the new projects I will launch. I plan to open ARSA to projects that the ARSAns
themselves feel passionate about. These include, but are not limited to, awareness campaigns, exhibits,
seminars, talks, etc. In doing this, I will be able to use ARSA as a platform for purposes that are close to the
hearts of their members. Interested ARSAns are to submit project proposals that are subject to the approval
of the CB. If the CB rejects the project, the proponents may file a petition to reverse the decision if they
reach a certain number of supporters.
BRINGING HOME CLOSER TO HOME (c/o HALL BOARD & AGUHON)
Drawing inspiration from the Facebook Page named Tacloban City Updates, I want to replicate the
same results. There are many issues back in our home provinces that are critical and highly influential in our
national affairs. These issues are not necessarily highlighted in our everyday lives. By asking residents to
contact personal correspondents in their homes, we are able to get first hand accounts of the events that
occur in our homes. By publishing these accounts, we are able to highlight and bring attention to these
issues that affect our homes and our loved ones.
CREATION OF A HOME IMPROVEMENT COMMITTEE (c/o VPSS)
I want to create a new committee that aims to cater to the residence halls. This committee will be
proactive and will survey facilities and regularly ask the residents what they feel would make the dormitories
a better home. They will also be in charge of liaising the concerns of the residents to the administrators. In
formalizing the requests of the ARSA community, there is a higher chance of getting tangible action.
REGULAR NEWSLETTER (c/o SEC-GEN & CIA)
Instead of having a single magazine at the end of the year (Bridges), I propose to have this broken
down into a smaller project so that more people can be involved. In breaking it down to a regularly
published newsletter, people can be involved at different points in the year. This makes it less daunting to

those who wish to be contributors to the publication. The regular newsletter will also serve to inform ARSAns
with the affairs of ARSA and the Residence Halls.
REMAKING IAC AS A YEAR-ROUND EVENT (c/o SPFW & VPSP)
Instead of a one-time event, IAC should be a year-round event with different seasons for different
sports. Under the joint effort of the Sports, Physical Fitness and Wellness Committee and the Special Projects
Office, there will be more opportunities for involvement and more engagements in different sports. This will
attract a bigger group of ARSAns and will create opportunities to try new sports.
PARTNERSHIPS WITH COA AND LIONS ORGANIZATIONS
I want to open ARSAs doors to the LS community by partnering with its organizations. We have
already begun this year, allowing LEX to hold their Business Ethics Debates in our premises. I want to take this
a step further, however, and turn ARSA into active actors in these projects. These can further ARSAs
presence in the LS community and can be a platform to forward any goals that ARSA may have. Partnering
with these organizations will also create crucial experience in project management. Moreover, ARSA can
serve as a platform for LIOns organizations in that we can give them support while they still do not have the
schools support.

All in all, my thrust is to refocus ARSA and turn it into an organization that addresses its members. It
must not be run under the assumption that the projects are the goals. The projects are platforms for the
greater needs of the ARSA community. In forwarding this focus of ARSA as a service-oriented organization,
the apathy that a huge chunk of the ARSA population suffers is significantly lessened. Giving people more
opportunities to involve themselves and be a part of the system while restructuring the system to be more
accommodating of people will definitely put ARSA in the right direction. If I am given the chance to be a
part of the CB, you can trust that ARSA will see each member as its focus. I promise to bring ARSA back to
the ARSAns.