ADVERTISEMENT

Public office is a public trust

Published May 30, 2026 12:01 am  |  Updated May 29, 2026 03:58 pm
Watching live footage of a senator running for his dear life to evade the service of an arrest warrant, or observing a cabinet secretary who could probably secure a Guinness World Record for the “most number of press conferences with the least number of accomplishments,” one has to wonder: does our government still exist, or has it mutated into an organized criminal syndicate? Amid seemingly endless corruption and government scandals, the question is inescapable.
The adage “public office is a public trust” is more than a foundational principle of governance; it is the moral anchor of democratic societies. It establishes that governance is not a privilege of power, but a heavy burden of responsibility. When individuals enter public service, they do not inherit an estate to rule; they accept a sacred duty to serve. The authority wielded by government officials belongs entirely to the people, lent to these leaders on the strict condition that it be used solely for the collective welfare.
We must remember Abraham Lincoln’s Gettysburg Address: that “government of the people, by the people, for the people, shall not perish from the earth.” Government derives its authority, ideas, and legitimacy from the population. Its ultimate aim is to serve the needs, safety, and well-being of its citizens. When the goal shifts to protecting a specific family, a political dynasty, or worse—self-interest and greed—rather than the interests of the people, our nation is on the road to perdition.
At the heart of public service lies the solemn oath of office. Before a single policy is drafted or an executive decision is made, every government official must pledge allegiance to the state and its people. This oath is not a mere bureaucratic formality or a theatrical photo opportunity; it is a legally and morally binding contract. By taking it, officials swear to abide by the laws of the land, affirming that no one—regardless of rank, position, status, or influence—is above the law. It sets the baseline for institutional integrity, ensuring that those who make or enforce the rules are the very first to respect them.
Furthermore, the oath demands that officials maintain honesty and good faith in carrying out their mandates. Public service requires an unwavering commitment to truth and transparency. When leaders act in good faith, they prioritize the needs of the community over personal gain, nepotism, or political expediency. Honesty forms the bedrock of public confidence; without it, the bridge between the government and the governed collapses into cynicism and distrust. Whether managing public funds, executing welfare programs, or representing the nation on the global stage, an official’s actions must be free from the taint of corruption and driven by a genuine desire to do good.
Crucially, the oath of office binds officials to be accountable for both their actions and, equally important, their inactions.
True accountability is a two-sided coin. While it is easy to measure the impact of an official’s direct choices, history judges leaders just as harshly for what they fail to do. Inaction, whether born of negligence, cowardice, or indifference, can be just as destructive as active misconduct. When a public servant ignores a brewing crisis, turns a blind eye to corruption, or fails to implement critical safety measures, they violate their oath just as deeply as one who abuses power directly. Accountability means stepping forward to accept the consequences when things go wrong, correcting mistakes openly, and submitting to the scrutiny of the public and independent oversight bodies.
Ultimately, the oath of office serves as a constant daily reminder of a leader's true purpose. It demands that power be wielded with humility, that decisions be guided by justice, and that every action or inaction be weighed against the common good. Public office is not a trophy to be won, but a continuous trial of character, where the final judgment is rendered by the people who placed their trust in the hands of their leaders.
Atty. Randy Bisa Blanza, CPA, is a Past National President of the Philippine Institute of Certified Public Accountants (PICPA). He is also a co-founder of Albay Bar Association (ABA).

Related Tags

Philippine Institute of Certified Accountants (PICPA)
ADVERTISEMENT
.most-popular .layout-ratio{ padding-bottom: 79.13%; } @media (min-width: 768px) and (max-width: 1024px) { .widget-title { font-size: 15px !important; } }

{{ articles_filter_1561_widget.title }}

.most-popular .layout-ratio{ padding-bottom: 79.13%; } @media (min-width: 768px) and (max-width: 1024px) { .widget-title { font-size: 15px !important; } }

{{ articles_filter_1562_widget.title }}

.most-popular .layout-ratio{ padding-bottom: 79.13%; } @media (min-width: 768px) and (max-width: 1024px) { .widget-title { font-size: 15px !important; } }

{{ articles_filter_1563_widget.title }}

{{ articles_filter_1564_widget.title }}

.mb-article-details { position: relative; } .mb-article-details .article-body-preview, .mb-article-details .article-body-summary{ font-size: 17px; line-height: 30px; font-family: "Libre Caslon Text", serif; color: #000; } .mb-article-details .article-body-preview iframe , .mb-article-details .article-body-summary iframe{ width: 100%; margin: auto; } .read-more-background { background: linear-gradient(180deg, color(display-p3 1.000 1.000 1.000 / 0) 13.75%, color(display-p3 1.000 1.000 1.000 / 0.8) 30.79%, color(display-p3 1.000 1.000 1.000) 72.5%); position: absolute; height: 200px; width: 100%; bottom: 0; display: flex; justify-content: center; align-items: center; padding: 0; } .read-more-background a{ color: #000; } .read-more-btn { padding: 17px 45px; font-family: Inter; font-weight: 700; font-size: 18px; line-height: 16px; text-align: center; vertical-align: middle; border: 1px solid black; background-color: white; } .hidden { display: none; }
function initializeAllSwipers() { // Get all hidden inputs with cms_article_id document.querySelectorAll('[id^="cms_article_id_"]').forEach(function (input) { const cmsArticleId = input.value; const articleSelector = '#article-' + cmsArticleId + ' .body_images'; const swiperElement = document.querySelector(articleSelector); if (swiperElement && !swiperElement.classList.contains('swiper-initialized')) { new Swiper(articleSelector, { loop: true, pagination: false, navigation: { nextEl: '#article-' + cmsArticleId + ' .swiper-button-next', prevEl: '#article-' + cmsArticleId + ' .swiper-button-prev', }, }); } }); } setTimeout(initializeAllSwipers, 3000); const intersectionObserver = new IntersectionObserver( (entries) => { entries.forEach((entry) => { if (entry.isIntersecting) { const newUrl = entry.target.getAttribute("data-url"); if (newUrl) { history.pushState(null, null, newUrl); let article = entry.target; // Extract metadata const author = article.querySelector('.author-section').textContent.replace('By', '').trim(); const section = article.querySelector('.section-info ').textContent.replace(' ', ' '); const title = article.querySelector('.article-title h1').textContent; // Parse URL for Chartbeat path format const parsedUrl = new URL(newUrl, window.location.origin); const cleanUrl = parsedUrl.host + parsedUrl.pathname; // Update Chartbeat configuration if (typeof window._sf_async_config !== 'undefined') { window._sf_async_config.path = cleanUrl; window._sf_async_config.sections = section; window._sf_async_config.authors = author; } // Track virtual page view with Chartbeat if (typeof pSUPERFLY !== 'undefined' && typeof pSUPERFLY.virtualPage === 'function') { try { pSUPERFLY.virtualPage({ path: cleanUrl, title: title, sections: section, authors: author }); } catch (error) { console.error('ping error', error); } } // Optional: Update document title if (title && title !== document.title) { document.title = title; } } } }); }, { threshold: 0.1 } ); function showArticleBody(button) { const article = button.closest("article"); const summary = article.querySelector(".article-body-summary"); const body = article.querySelector(".article-body-preview"); const readMoreSection = article.querySelector(".read-more-background"); // Hide summary and read-more section summary.style.display = "none"; readMoreSection.style.display = "none"; // Show the full article body body.classList.remove("hidden"); } document.addEventListener("DOMContentLoaded", () => { let loadCount = 0; // Track how many times articles are loaded const offset = [1, 2, 3, 4, 5, 6, 7, 8, 9, 10]; // Offset values const currentUrl = window.location.pathname.substring(1); let isLoading = false; // Prevent multiple calls if (!currentUrl) { console.log("Current URL is invalid."); return; } const sentinel = document.getElementById("load-more-sentinel"); if (!sentinel) { console.log("Sentinel element not found."); return; } function isSentinelVisible() { const rect = sentinel.getBoundingClientRect(); return ( rect.top < window.innerHeight && rect.bottom >= 0 ); } function onScroll() { if (isLoading) return; if (isSentinelVisible()) { if (loadCount >= offset.length) { console.log("Maximum load attempts reached."); window.removeEventListener("scroll", onScroll); return; } isLoading = true; const currentOffset = offset[loadCount]; window.loadMoreItems().then(() => { let article = document.querySelector('#widget_1690 > div:nth-last-of-type(2) article'); intersectionObserver.observe(article) loadCount++; }).catch(error => { console.error("Error loading more items:", error); }).finally(() => { isLoading = false; }); } } window.addEventListener("scroll", onScroll); });

Sign up by email to receive news.