Standing Strong: A Case Study of Concordia Children’s Services on the Sustainability of Child Caring Agencies
Francine Eleanore C. Pingco
2011 - 46846
A RESEARCH STUDY SUBMITTED TO COLLEGE OF ARTS AND SCIENCES
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF
THE BACHELOR OF ARTS POLITICAL SCIENCE DEGREE OF
THE UNIVERSITY OF THE PHILIPPINES MANILA
JUNE, 2015
I. Introduction
A. Background of the Study
The United Nations Children’s Fund (UNICEF) estimated that there are around 153
million orphaned children in the whole world (UNICEF, 2011). And among this
statistic, 1.8 million is in the Philippines out of the 34 million children under the age of
18.
The Philippines is an archipelagic country with around 89 million people under its
jurisdiction. Throughout the years, the Philippines has made significant economic
progress in their globalization efforts. For example, the inflation and population growth
continues to outrun that progress resulting in a population with around 40% living
below poverty level and 12% without any employment at all. Furthermore there are 117
chartered cities in 79 provinces and there are also 41,936 villages spread out amongst
the islands, which made it logistically difficult and cost prohibitive for development of
infrastructure and social programs.
It is without a doubt that the Philippine government has made significant progress in
prioritizing the convention on the Rights of the Child. However, social services to
support this convention are slow in development by a government that spends a fixed
percentage to pay off its debts to other countries (Orphans Lifeline International, 2012).
Given this difficulty to balance other factors while giving help to social services, there
are a number of child caring agencies who have closed down due to lack of capability to
support its own services. The sheer impact of the number of orphaned and abandoned
children is overwhelming, add to the fact that maintaining a functional organization is a
difficult and heavy responsibility. Research by the World Bank in Kenya (2010), for
example, found the cost of operating orphanages to be six times higher than the cost of
caring for children in the community (Gitonga, 2010).
Child caring agencies are non-profitable institutions that give services to abandoned,
neglected and orphaned children. This means that making a profit is not their priority
but giving social service to their beneficiaries—the children. As stated above, there are
institutions that close down because of insufficient funds to keep the agency
functioning. But there are also a number of child caring agencies widely spread in the
Philippines that have stayed and functioned for years and even decades.
B. General Objectives
The specific objectives that this study aims to meet are:
• To determine the nature of the Child Caring Agency (CCA)
• To determine the facets of sustainability of a Child Caring Agency
• To establish the significance of social capital in the sustainability of a Child
Caring Agency
C. Research Question/s
This research study aims to answer the research question of: “How do child caring
agencies strive for its sustainability?”
Under this question, there are certain points that need clarification from the child caring
agencies. There is a need to know the true nature of the agencies—whether they are
non-profit organizations or a private sector. Furthermore, this will explain the factors of
their sustainability such as funds, subsidies or donations and what factors are
prioritized or greatly affect the sustainability of the institution.
Next is the establishment of a child caring agency and what governs their creation and
function. Under this is the government institutions the govern the services of the child
caring agency and what are requirements set by this institution for the child caring
agency to continue their services. This will measure the minimum level of requirements
to be met by the agency in order for them to be supported by the government.
Finally, the actors behind the sustainability of the child caring agency are also
significant information for the study. This tackles the internal and/or external factors
that affect the agency. These actors are the individuals, groups, communities and even
their beneficiaries and workers—also considered as the social capital of an organization.
This social capital has an impact on the sustainability of the agency and is given focus
and explanation in the study.
D. Significance of the Study
The research study will be beneficial to child caring agencies, primarily, to help them in
their own sustainability and development by using the analysis of a long-standing child
caring agency. This will be significant for them to continue their social services and help
their beneficiaries (the children) to have a ‘home’.
This study is also important to the children—indirectly. They are the beneficiaries in
which the child caring agencies focus their services on. If an agency is sustainable, there
will be an increase in the (abandoned, neglected and/or surrendered) children that they
can give services to. Furthermore, with a sustainable agency, there will be a decrease in
the chances of displacement of the children in an agency which happens when an
agency closes down- which may sometimes result to illegal adoption (adoption that did
not undergo proper procedures) and child labor (for the children need to find paying
jobs to feed themselves).
This will also be beneficial to the agencies governing the existence and establishment of
child caring agencies. Through this study, the government institution can design
programs and platforms to further enhance the sustainability of a child caring agency.
Moreover, the institutions can give incentives to improve the relations between the
facets of sustainability to lengthen the continued existence of child caring agencies.
II. REVIEW OF RELATED LITERATURE
Literature that is connected—or at least has some aspects of similarity—to one’s
research is very important. The review of related literature will be the springboard of
the researcher’s paper. It will allow the researcher to critically read literature and write
the important issues and its relevance to one’s work. It will also let the researcher know
what things have been missing to the other’s research and if it can be used for the study.
Literature review can also be a guide for the researcher to map and position of the
project within the proper concept. And as a springboard of one’s own research, it will
help in establishing the theoretical framework and methodological focus of the study.
Additionally, the literature may come in various forms such as web and/or news
articles, journals, digests, websites, books (whether online or printed) and the likes.
This chapter will use a thematic approach to organize the literatures.
A. Proposed Study
This paper posits that there is a connection between socially constructed standards and
is perceived by the child caring agencies that may influence their sustainability. The two
variables that this study aims to correlate is the socially constructed perception (which
is the independent variable) and the sustainability of the orphanage (which is the
dependent variable). To further understand the concepts, the definitions of the variables
present must first be established.
B. Orphanage v. Children’s Home v. Child Caring Agency
The concept of an orphanage is used interchangeably to a children’s home in the
Philippines. The main difference of the two concepts is that orphanages care for
children who lost one or both parents. A children’s home, on the other hand, is an
institution that houses children because their parents or guardians cannot care for them
(Next Generation Nepal, 2014).
For the purpose of this study, what the researcher will use is the term “Child Caring
Agency” where it will encompass the definition of both an orphanage and a children’s
home. This will be defined as a facility or agency duly licensed and accredited by the
Department of Social Welfare and Development that provides 24-hour residential care
services for abandoned, orphaned, neglected or voluntarily committed child
(http://www.lawphil.net/courts/rules/rc_adoption_2002.html). And this agency is
more often than not, a non-profit and non-governmental organization.
C. Non-Profit Organization (NPO)
Non-profit organizations are organizations are formed in order to meet one or more of
society's needs. The types of available nonprofit services range from arts to education to
health (McNamara as lifted from Hejazi, 2007) and are important to the society. By
definition, it is stated as associations, charities, cooperatives, and other voluntary
organizations formed to further cultural, educational, religious, professional, or public
service objectives. Their startup funding is provided by their members, trustees, or
others who do not expect repayment, and who do not share in the organization's
profits or losses which are retained or absorbed. Approved, incorporated, or registered
NPOs are usually granted tax exemptions, and contributions to them are often tax
deductible. Most non-governmental organizations (NGOs) are NPOs
(http://www.businessdictionary.com/definition/non-profit-organization-
NPO.html#ixzz3aiXXO1QN).
There is a generalization based on studies in the field of non-profit organizations that
states that NPO’s have five (5) characteristics (Salamon and Anheier, 1997 as lifted from
Anheier, 2000):
Organized, i.e. possessing some institutional reality, which separates the
organization from informal entities such as families, gatherings or movements;
Private, i.e., institutionally separate from government, which sets the entity apart
from the public sector;
Non-profit-distributing, i.e., not returning any profits generated to owners or
equivalents, which distinguishes non-profits from businesses;
Self-governing, i.e., equipped to control their own activities which identifies
those that are dejure units of other organizations; and
Voluntary, i.e., being non-compulsory in nature and with some degree of
voluntary input in either the agency’s activities or management.
D. Sustainability
As stated above, child caring agencies are non-profit organizations. This means that the
agency does not prioritize generating funds nor do they exist to earn a profit. Instead,
these organizations are motivated by their overall goals and principles (Hejazi, 2007).
As such, there are challenges to the sustainability of a non-profit organization. For
example, due to the lack of monetary support and small reach, it might have a difficulty
in acquiring personnel to meet it succeed (McNamara as lifted from Hejazi, 2007).
Additionally, non-profit organizations are not exempted from competition for public
support. According to Hejazi, more than 1.6 million non-profit organizations are
established in the United States. And all of these organizations rely on financial support
from corporations, groups or individuals to fund their programs and to continue their
service. Another challenge may be the adaptability to change by the organizations.
They have to figure out “how to stay the course and reach their goals” in a dynamic and
constantly changing environment (Connolly and York 33 as lifted from Hejazi, 2007).
An obvious key to sustainability is for nonprofit organizations to always keep their
vision and mission in sight. After all, the desire to fulfill a particular mission is the
whole reason a nonprofit organization is even created in the first place (Cohen as lifted
from Hejazi, 2007). Another strategy that is being utilized to achieve sustainability is the
enhancement of organizational effectiveness. In other words, organizations are
strengthening their management through such means as: leadership development,
strategic planning, program design and evaluation, and board development (Connolly
and York 33 as lifted from Hejazi, 2007). This is line with the principle that
organizational effectiveness is the means by which an organization’s vision can become
reality.
E. Financial Resources (Financial Capital)
Financial resource is an important component to the sustainability of a non-profit
organization such as a child caring agency.
For development projects to be financially sustainable, it requires a sound funding base.
And usually, this refers to reliable sources of funding, financial systems to facilitate
accountability, and cash flow of projections. Financial system refers to accounting
procedures, records and financial statement and reports showing the performance and
projects of the organization. All of these reflect and determine the financial
sustainability of donor-funded projects (Gitonga, 2010).
F. Staff Training (Human Capital)
Training involves learning and and teaching employees due to a need for development
of skills and knowledge (Anthony, 2010 as lifted from Gitonga, 2010).
Training is an activity that both focuses upon, and evaluates against the job that an
individual currently holds. This is essential for the organization needs competent
workers to fully function and meet its highest potential to give service.
The field of human resource management, training is a field concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organization setting (Harrison, 2009). It has been known by several names, including
employee development, human resources development, and learning and development.
G. Donor Policy (Social Capital)
According to Pomeroy and Carlos (2007), one of the critical factors in promoting
sustainability of any project is the role played by stakeholders and target groups and
their participation in the project implementation and management.
Benefactors’, or in this case stakeholders’, participation in the identification of the
project design and implementation is a great influence in the effectivity of the projects.
Allocation of adequate time and resources for participatory analysis and responding to
these approaches are important ways to improve participation and sustainability. In
conclusion, benefactors are able to influence the direction and design of implementation
of the programs of an organization (Gitonga, 2010).
H. The Role of Government
1. Department of Social Welfare and Development (DSWD)
1.1 Mission
"To provide social protection and promote the rights and welfare of the poor,
vulnerable and the disadvantaged individual, family and community to contribute to
poverty alleviation and empowerment through SWD policies, programs, projects and
services implemented with or through LGUs, NGOs, POs, GOs and other members of
civil society."
- DSWD, <http://www.lawphil.net/administ/dswd/dswd.html>
1.2 Function
The Philippines Department of Social Welfare and Development (Kagawaran ng
Kagalingang Panlipunan at Pagpapaunlad) and abbreviated as DSWD is the executive
department of the Philippine government responsible for the protection of the social
welfare rights of the Filipinos and to promote social development
(http://www.dswd.gov.ph/).
As such, the department also handles the regulation of orphanages and is given the
power to accredit individuals/corporations/organizations or the likes to establish an
orphanage. And these orphanages are the focus of this research.
2. Securities and Exchange Commission (SEC)
2.1 Mission
“To strengthen the corporate and capital market infrastructure of the Philippines, and to
maintain a regulatory system, based on international best standards and practices, that promotes
the interests of investors in a free, fair and competitive business environment.
We shall be guided in this mission by the values of Integrity, Professionalism, Accountability,
Independence and Initiative.”
– SEC < http://www.sec.gov.ph/aboutsec/mvv.html>
2.2 Powers and Functions (Legal Basis)
The Commission shall have the powers and functions provided by the Securities
Regulation Code, Presidential Decree No. 902-A, as amended, the Corporation Code,
the Investment Houses Law, the Financing Company Act, and other existing laws.
Under Section 5 of the Securities Regulation Code, Rep. Act. 8799, the Commission shall
have, among others, the following powers and functions:
(a) Have jurisdiction and supervision over all corporations, partnerships or
associations who are the grantees of primary franchises and/or a license or permit
issued by the Government;
(b) Formulate policies and recommendations on issues concerning the securities
market, advise Congress and other government agencies on all aspects of the securities
market and propose legislation and amendments thereto;
(c) Approve, reject, suspend, revoke or require amendments to registration statements,
and registration and licensing applications;
(d) Regulate, investigate or supervise the activities of persons to ensure compliance;
(e) Supervise, monitor, suspend or take over the activities of exchanges, clearing
agencies and other SROs;
(f) Impose sanctions for the violation of laws and the rules, regulations and orders
issued pursuant thereto;
(g) Prepare, approve, amend or repeal rules, regulations and orders, and issue
opinions and provide guidance on and supervise compliance with such rules,
regulations and orders;
(h) Enlist the aid and support of and/or deputize any and all enforcement agencies of
the Government, civil or military as well as any private institution, corporation, firm,
association or person in the implementation of its powers and functions under this
Code;
(i) Issue cease and desist orders to prevent fraud or injury to the investing public;
(j) Punish for contempt of the Commission, both direct and indirect, in accordance
with the pertinent provisions of and penalties prescribed by the Rules of Court;
(k) Compel the officers of any registered corporation or association to call meetings of
stockholders or members thereof under its supervision;
(l) Issue subpoena duces tecum and summon witnesses to appear in any proceedings of
the Commission and in appropriate cases, order the examination, search and seizure of
all documents, papers, files and records, tax returns, and books of accounts of any
entity or person under investigation as may be necessary for the proper disposition of
the cases before it, subject to the provisions of existing laws;
(m) Suspend, or revoke, after proper notice and hearing the franchise or certificate of
registration of corporations, partnerships or associations, upon any of the grounds
provided by law; and
(n) Exercise such other powers as may be provided by law as well as those which may
be implied from, or which are necessary or incidental to the carrying out of, the express
powers granted the Commission to achieve the objectives and purposes of these laws.
< http://www.sec.gov.ph/aboutsec/powerandfunction.html>
2.3 Summary
For an institution to function in a society like the Philippines, it must first be registered
and licensed by the Security and Exhange Commission of the Republic of the
Philippines. This is in accordance to the supervision and authority given by the
mandate of the law. Likewise, even a child caring agency which is a non-profit and
non-government organization must comply with the SEC requirements.
I. Summary of the Proposed Study
In this research, the sustainability of the child caring agency, as a non-profit
organization, hinges on donations, government funds and fund raising activities. And if
this fails, the very existence of the agency is under threat and in the verge of closing
down.
III. Theoretical Framework
This research, with the focus of the sustainability of a child caring agency, will make use
of two theories, the main theory is Bourdieu’s Theory of Social Capital by Pierre
Bourdieu and the supporting theory is the Five (5) Capitals Model by the Forum of the
Future in the 1990’s.
A. The Five Capitals Model
To understand the main theory, it is important to first understand and identify the 5
Capitals Model. The 5 Capitals model
is a widely known and used
framework for sustainability of an
organization (usually of a private
nature). This model is used to show
the interconnectedness of various
capitals and its dynamic process for
organizations to make a sustainable
balance between each and every one of the capitals.
The first is the Natural Capital. The natural capital is, in the simplest terms, the natural
resources and processes that the organization needs in order to produce their products
and deliver their services. In one way or another, organizations and institutions rely on
its natural capital for all organizations consume energy and create waste.
The Human Capital incorporates the health, knowledge, skills and motivation of its
workforce. Organizations depend on the individual to function. A healthy, skilled and
motivated workforce will have a direct and positive impact on the performance of the
organization.
Social Capital, on the other hand, is any value added to the activities and the economic
outputs of an organization through human relationships, cooperation and partnership.
This includes, but is not limited to, networks, communication channels, families,
communities, businesses and voluntary organizations. Organizations rely on social
relationships to achieve their objectives. Furthermore, social structures help create a
climate of consent, or a license to operate, in which trade and the wider functions of
society are possible.
Manufactured Capital are the material goods and infrastructure owned, leased or
controlled by the organization that contribute to service provision but do not become
part of its output. This mainly consists of the buildings, the machineries and the
technologies of the organization.
Lastly, the Financial Capital is the assets of the organization that is in the form of
currency and can be owned or traded. This includes bank notes, bonds and shares. And
this capital reflects the productive power of the other types of capitals.
B. Bourdieu’s Theory on Social Capital
Bourdieu’s Theory on Social Capital is mainly the same with the 5 Capitals Model. In
his theory, there are only 3 Capitals: (1) economic capital, (2) cultural capital and (3)
social capital. And these three are the core factors defining positions and possibilities of
the various actors in any field (Siisiäinen, 2000).
According to Pierre Bourdieu, economic capital consists of capital in Marx's sense of the
word, but also of other economic possessions that increase an actor's capacities in
society. Basically, economic capital is a combination of manufactured capital, financial
capital and natural capital. Cultural capital, on the other hand, consists of human
capital. Anything that can exist in a cultural sense, including skills and knowledge is
under the cultural capital. And finally, social capital. Bourdieu’s social capital has 2
components. First, it is connected to a group membership and social networks. And
second, it is based on mutual cognition and recognition (Bourdieu (1980; 1986; 1998a) as
lifted from Siisiäinen, 2000).
Social capital is, as stated before, consists group memberships and voluntary
associations. Group memberships have a multiplication effect on the influence of other
forms of capital. Likewise, voluntary associations, as social capital, are resources
produced by the association as a collective and shared by its members. In other words,
social capital can be categorized as a collective phenomenon. The formation of a
voluntary association can (also) be seen as collective and individual strategies of
investment aimed at the creation of permanent networks of relations that will make
possible the accumulation of social capital (Bourdieu, 1986 as lifted from Siisiäinen,
2000).
Through this, the second characteristic of social capital takes place. Through cognition
and recognition of the organization, it creates a symbolic character of the organization
and therefore turns into a symbolic capital. In order to become effective, social capital,
"objective" differences between groups or classes have to be transformed into symbolic
differences and classifications that make possible symbolic recognition and distinction.
The effectiveness of symbolic capital depends on real practices of communication. In
that respect symbolic capital cannot be institutionalized, objectified or incorporated into
the habitus. It exists and grows only in intersubjective reflection and can be recognized
only there (Siisiäinen, 2000). Basically, symbolic capital only exists in the eyes of others
and not internally—how it is perceived by the outside. As such, use of symbolic power
is successful when prevailing "objective" structures are perceived by actors with the
help of categories that are the products the same objective structures.
C. Hypothesis
Using this theoretical framework, the researcher hypothesizes that child caring
agencies’ capacity to tap economic capital is contingent on its capacity to extend and
establish its social capital.
IV. Methodology
A. Design of the Study
The study will be a descriptive research study. A descriptive study aims to describe,
explain and interpret the conditions of the present (Kane, 1985). The pupose of this type
of study is to examine a phenomenon that is occurring at a specific place(s) and time. A
descriptive research is concerned with conditions, practices, structures, differences or
relationships that exist and opinions held.
Before we proceed to the methods that the researcher will use, we must first note that
research methods and research methodologies are different things altogether.
Methodology, analogically, is the domain or map and the methods are the steps to take
to travel between two points on that map (Jonker and Pennink, 2010 as cited in
Wahyuni, 2012). In other words, methodology comprises the underlying sets of beliefs
that guides the researcher to choose the one method over others within the context of
the paradigm. On the other hand, research methods are those referring to a set of
specific procedures, tools and technique to gather and analyze data.
This study aims to primarily make use of case studies. Case studies are analyses of
persons, events, decisions, periods, projects, policies, institutions, or other systems that
are studied holistically by one or more method. The case that is the subject of the inquiry
will be an instance of a class of phenomena that provides an analytical frame —
an object — within which the study is conducted and which the case illuminates and
explicates (Thomas, 2011).
The researcher chose this method for a number of reasons. First, it is flexible in such a
way that the subject may answer without the limitation of choices. Also, it encourages
and covers the ‘why’ and ‘how’ questions. Second, case studies are handy for a
sustained length of time, so there is no expiry date to the answers that the subjects will
provide as well as adapt to the changing environment of the participant. No data
collected will be deemed unusable and useless in the study. Third, when there is a
difficulty in the clarity of the relationship of the subject and the context, case studies are
significant.
The most suitable type of case study to be used is an intrinsic case study. An intrinsic
case study is the study of a case (e.g., person, specific group, occupation, department,
organization) where the case itself is of primary interest in the exploration. The
exploration is driven by a desire to know more about the uniqueness of the case rather
than to build theory or how the case represents other cases (Grandy, 2013).
Furthermore, this kind of case study is often exploratory in nature, and the researcher is
guided by his or her interest in the case itself rather than in extending theory or
generalizing across cases. Therefore, an intrinsic case study will be most suitable to
address and uncover the sustainability of a child caring agency wherein the focus is the
specific institution of the long-standing Concordia Children’s Services.
B. Description of the Setting
The setting of the study conducted is in the Concordia Children’s Services located at
4443 Old Sta. Mesa St., Sta. Mesa, Manila, Philippines 1016. It is composed of several
buildings in which the main building is where the office of the administration is located
along with the “home” for the children.
In the main building, there is the receiving area of the institution. And after that is the
lobby. The health room where the children will be checked by health professionals on
specific days and a room for recuperating when a child is sick so that he/she will not
spread the sickness to the other children, is next to the lobby with only the lockers of the
volunteers/workers dividing it. There is also the play room where books and toys are
located and a room carpeted by a soft material for the children to have a safe time
playing with the volunteers and care takers. Outside the play room and after the lobby
(where there is also a carpeted part of the floor for the napping babies) is a number of
cribs where sleeping babies and children can have a quiet time to nap. The comfort
room is beside the quiet room. The administration office where the interview took place
is in the lobby where it is on the top of the stairs.
C. Ethical considerations
To conduct this study where the outcome of the study is greatly based on the input and
opinion of the subject, ethical considerations must be put to place to protect the subjects.
The researcher sent and presented a formal letter requesting to interview the
administrative officer of the institution stating the topic in which she wants to interview
the person (ANNEX B). The signature of both the researcher and her adviser is also
included in this letter.
Along with this, a formal consent form to interview is given and presented to the
interviewee. This is signed by both the adviser of the researcher and the researcher
herself. The interviewee also secured her signature in agreeing to be interviewed about
the topic. In this, it is stated that if the interviewee is uncomfortable in answering to any
of the questions asked by the researcher, the line of inquiry will be stopped. The
researcher must comply and respect this decision of the interviewee (ANNEX C).
D. Subject
"Let the little children come to me, and do not hinder them,
for the kingdom of heaven belo ngs to such as these."
- Matthew 19:14 (NIV)
1. History
The Concordia Children’s Services, Inc. have been around for the last 29 years and in
those years, they have relocated 4 times due to rental agreement terminations. Their
hope is to one day purchase their own place for them to give services and care for the
children.
In 1983, the Concordia was founded and in partnership with another child caring
agency for abandoned and neglected children. Throughout the years and with its
growth, they were incorporated. The name Concordia was then established as the formal
name of the institution to reflect the Lutheran heritage in 1988. A year after, it then
expanded to serve the street and urban poor children in Pasig City. And by 1996, they
have stretched out again to serve the needs of street and urban poor children in the Sta.
Mesa area where they currently reside (lifted from:
<http://www.concordiachildrens.org/history>)
2. Goals
The Concordia’s goals have been consistent throughout its years of survival and they
are actively taking steps and launching programs to fulfill their goals. In their website
(http://www.concordiachildrens.org/), these goals were enumerated and is now listed
below:
Quality temporary care to abandoned or neglected children until they are placed in
permanent homes.
Social workers to work with mothers and families of abandoned children so they
can return to their natural family or be placed in a permanent, stable and loving
home.
Protection for vulnerable children from the dangers of the street
Understanding workers and needed scarce resources for street and urban poor
children to grow up with dignity and accountability.
Duality services by ensuring staff development, recruitment of volunteers and
finding caring supporters to assist the children.
3. Nature
Concordia is a Christian child welfare organization motivated by God’s love to help
children with their various needs. They are also registered with the Securities and
Exchange Commission (SEC) and licensed and accredited by the Department of Social
Welfare and Development (DSWD).
To give service to their beneficiaries, it is important to have the means and ways
service-wise and monetary-wise. At Concordia, they are financed through donations
and grants from both local and international sources. All transactions are handled with
the highest degree of accountability and integrity
A complement of professional and non-professional staff led by the Executive Director,
Ms. Anna Belle “Nabelle” M. Caballes administers and implements Concordia’s
programs and services. The professional staff is composed of social workers,
community workers, nurse and an administrative assistant. The non-professional staff
is composed by several child caregivers, a cook and utility personnel. Add to that, the
Concordia also has a governing board, which consists of professionals who are
dedicated to provide new opportunities for disadvantaged infants, children and their
family (Concordia Children’s Services, Inc. , Annex C).
4. Mission/Vision
The mission that the Concordia have taken responsibility is to respond in the name of
Christ to the various needs of children and their families that they may have hope for a
better future by developing and enhancing their physical, mental, emotional and
spiritual well-being.
The Concordia’ visualizes through their continuous effort and service that every child
has a loving family where he/she is nurtured and given the opportunity to grow and
develop into a mature, faithful and responsible individual (Concordia Children’s
Services, Inc. , Annex C).
5. Programs
5.1 Urban Poor Children Program
The Urban Poor Children program is a program that Concordia has been actively
implementing in the recent years. In this, the Concordia assists children whose ages
ranges from 7 years old to 16 years old is given Educational Assistance through
Sponsorship (EAS) for children to receive formal schooling. Tutorial sessions for the
children of the urban poor community is also one of the inclusive sub-program, along
with activities that help build character, values, crafts, sorts and recreation, as well as a
Feeding Program, Christian Education for both children and parents, Family welfare
services and lastly, social services and counseling.
5.2 Residential Care Program
The Concordia is a child caring agency and this is the program that covers this role.
Under this, the Concordia tend to the needs of young children in their residential
facility. The children can stay in this facility until a permanent placement is made, either
through adoption or until the children return to their respective families.
For the children to be admitted in the home, the Concordia applies certain requirements
such as the age of the children at the time of admission. The children should be 0 to 2
years old before the agency accepts them and are those children who are abandoned,
neglected, orphaned and/or surrendered by their parents.
6. Ms. Nabelle Caballes
Ms. Nabelle Caballes is the respondent in this study. As stated before, she is the current
executive Director of the Concordia Children’s Services and is responsible for the
management of the institution along with the administrative board.
It is in her position that the researcher considered and recognized her credibility in the
research study and her answers as the acting executive director of the institution will be
the main basis of the research.
E. Data collection procedures
The data collection will be done mainly by observation and interviews. Face-to-face
interviews will be conducted in an unstructured manner. In the unstructured manner of
interview, there is no set and structured interview guide. The researcher builds rapport
with the subjects, lets them open up and freely speak their mind and express
themselves as they please. Add to this, questions tend to be open-ended, giving the
researcher little to no control over the informants’ answers (Cohen and Crabtree, 2006).
Through this unstructured interview, the researcher is open to changes and evolutions
regarding her topic that, in turn, develops the study further and giving the researcher
an in-depth understanding of the issue. The interviews will be recorded in paper and in
sound for the researcher to review and to make notes of those she may miss in the
actual conversation that may be of importance to the study. These voice recordings will
be transcribed. All of these will be subjected to utmost confidentiality and will not be
used for anything outside the aim of the research.
With the interviews, observations will be done. Observation is a first-hand experience
and an on-field study that will let the researched gauge and comprehend the
environment of the informants.
V. Presentation of Data
A. Data and Data Analysis
The data gathered in the interview with Ms. Caballes was analyzed with the use of
‘open coding’.
Open coding is the initial phase of the coding process espoused by Anslem Strauss and
Juliet Corbin (1998). This stage of data analysis is coined as open coding because they
view the process as “opening up” of the text or data in order to uncover ideas and
meanings underneath. This process begins with the gathering of the raw data through
interviews, reports and such. Then from this raw data, the researcher breaks down the
data into segments to interpret them. After this, the researcher then categorizes these
segments to a more generalized one. This will help the researcher to compare and
contrast codes and categories from the interview.
Then these categories are systematically arranged in a Conditional Relationship Guide.
A conditional relationship guide is a matrix that relates the structure to the process.
This matrix also answers the guide questions of what, when, where, why, and how in
pertaining “the category” or the topic that is chosen. Refer to the table below for the
Conditional Relationship Guide of this study:
It is seen in the guide that there is an emphasis given by the institution to its social
capital in which the child caring agency is dependent for its funds (through donations).
And with this general topic of importance gleaned from the conditional relationship
guide, the categories present will be interpreted into the reflective coding matrix.
After this Conditional Relationship Guide, those categories on the guide that are not
consequences are likely to be dimensions of consequences, and become dimensions on a
Reflective Coding Matrix. A reflective coding matrix serves as a bridge to the final
phase of the data analysis, selective coding and interpretation. It depicts the narrative
storyline and guides substantive theory generation. But in this study, there will be no
generation of a new theory, instead, it will serve as a support for the theory that the
researcher used.
B. Summary of Findings
With the use of open coding to code and categorize the raw data gathered from the
interview conducted by the researcher, the data was interpreted in several codes and
were put into categories.
The conditional relationship guide provided the relationship between the categories
and gave definite factors to measure and pinpoint the importance of social capital to the
sustainability of the orphanage. And from these findings, several categories were
grouped in the reflective coding matrix.
In the reflective coding matrix, there are recurring factors that are given emphasis and
importance by the respondent. It is also observable that the 5 capitals model was a
recurring theme in the matrix. Furthermore, there is a definite significance given by the
child caring agency to its social capital (connections, networks) which the agency’s level
of sustainability is greatly hinged.
VI. Discussion of Findings
A. Literature Comparison
The literature that the researcher have used and reviewed in the study supports the
findings that this study has birthed.
In the literature review, the sustainability of a non-profit organization is greatly hinged
on its financial resources, staff and its donor policy. These three (3) can be taken as the
capitals given by Pierre Bourdieu, the economic capital, the cultural capital and the
social capital. As such, these three are present in other literature and are the facets of
sustainability that the studies have found.
Moreover, there is a certain consistency in the studies that have been conducted on the
role of the perception of the external party—the donor and the society in general. The
donors or benefactors play a huge role in the sustainability of the organizations, in this
case, the child caring agency. Although not in exact terminologies, the literature and
this study give significance to the reflected or shown ‘reputation’ of the organization.
This is based on the assumption that when the percepted image of the organization is
engaging to the people, it will gain the interest (which will turn to support) of
individuals and will be sustained through this continuous process.
B. Scope of the Study
The scope of the study is an interview with the Executive Director of the Concordia
Children’s Services, which is a child caring agency.
C. Limitation of the Study
As all other studies, there are limitations to this project as well. This research is greatly
dependent on the answers that the respondents will give, as well as their opinions
which may result to understating their experience or role and/or exaggerating their
feelings and behaviors. Secondly, as this study was conducted in a short amount of
time, the subject of the research is limited to who or what agency approved the request
of interview of the researcher and is therefore a small case study featuring solely on the
institution of Concordia Children’s Services.
VII. Conclusion
The nature of child caring agencies is a non-profit, non-government organization. This
means that the agency is not prioritizing the making of a profit, instead, it sets goals and
mission to be achieved by the institution and this will be the duty that it will uphold.
This will be the center and where its programs and services will revolve in order to
achieve its goals and give service to its beneficiaries.
And since it is non-profitable, it will heavily rely on donations through social networks,
families, individuals, voluntary organizations and such. Social capital targeting will
indirectly promote other capitals for its sustainability as an institution.
The facets of sustainability for a child caring agency are its social capital (once it
undergoes symbolic translation, it will be symbolic capital), economic capital and
cultural capital. In the study conducted, it was established that the Concordia is
targeting its social capital to also promote the other capitals and resulting to their
continued existence and firm foundations. But social capital can only be effective once it
is perceived by the external environment, in this case, the benefactors or donors. Its
social capital is greatly hinged upon its ‘good reputation’ where it gives prompt service
and is an effective institution. When the external parties ‘sees’ this positive light, they
will be interested to support the cause of the child caring agency.
Based on the data that was presented by the researcher and the analysis with the use of
codes, the study concluded that child caring agencies target social capital to increase
their resources to establish a good reputation (which is a symbolic translation in itself).
ANNEX A: Transcription of Interview (with Ms. Nabelle Caballes)
Researcher: Kamusta na po yung orphanage currently?
Concordia: Hindi na nagagamit ngayon yung "orphanage." Hindi na siya masyadong
politically correct. Ginagamit pa rin siya ng mga hindi nakakaalam pero for the sake of
your study, it's a Child-Caring Agency, CCA. Kapag kami naman ang bahala sa
pagplace ng mga bata, ang tawag doon, Child-Caring Placement Agency, CCPA. Iyong
agency na iyon, iyong Child-Caring Agency, or orphanage ang pagkakaalam ng
madami, iba na yung term na ginagamit. Actually, kakahango lang namin sa naging
problem namin organizationally parang kaka-accredit lang namin last year. Tapos 2012,
kakarenew lang ng license. Because Concordia experienced organizational crisis and
parang pinapagdeliberate ng board dati kung isasarado last 2012. The problem was
sustainability na yung funds. They failed to [ayusin] yung license, yung accreditation
but we're okay right now. So ganun ngayon kami, licensed by the DSWD and
accredited by DSWD. Licensed iyong computerized accounting system namin, BIR.
And kakatapos lang ng aming PCNC or Philippine Council for NGO Certification.
Meaning, if we have that certification, then we can give 100% tax-exempt to donors. So
ang dami namin, nag-overhaul kami ng organization since 2012 and we are enjoying
them. But Concordia has been operational for 30 years or so kaya normal naman na
mayroong mga ups and downs sa organization. But ang pinakacrisis nila is noong 2012
na parang magsasara pero hindi naman natuloy, ayaw ng mga founders na isarado
siya.
R: Nabanggit po ninyo ang accreditation. Ano po ba ang requirements sa accreditation,
bago po kayo naaccredit ng DSWD?
C: May standards silang sineset. Yung una iyong registration. Dapat may SEC license
ka tapos certified ka ng BIR tapos titingnan nila ang case management mo kung okay
ba. Tapos titingnan nila ang facilities mo, titingnan nila iyong structure ng facility, yung
safety ng bata, kung may mga nakalagay na fire exit, fire extinguisher. Tapos titingnan
rin nila ang sustainability, mahalaga din sa kanila ang finance. Kung may reporting,
kung may audited financial report, kung nagpaplanning. Tapos titingnan nila ang flow
ng cases, iyong ganun. The good thing about us, [before], nawalan ang Concordia ng
license at accreditation noong 2008 because of the problem na lumipat sila ng place.
Dito ang original na bahay pero nirerent ito. And then nagkaroon ng medyo gulo. Yung
Lutheran Church nahati sa gitna. Noong nahati sa gitna, iyong kabilang side na may-ari
ng nirerent, kasi ang nagfound nito R. Lutheran Missionary Wives and meron pang isa
ngayon na nakatira diyan pero pastor siya dati ng missionary, Dr. Walt Winters so
hanggang ngayon andiyan pa rin siya pero wala silang nagawa noong nagkagulo ang
Lutheran Pilipinas and then ang nangyari noon, lumipat sila ng dilapidated na building
lang na nahanap nila. Noong lumipat sila doon, hindi na sila nakakuha ng license.
Tapos parang nawalan ng gana iyong mga tao, nademoralize sila and what happened
was, pero confidential ito, they lost the accreditation, they lost the license and they
cannot reapply because of some problems. Tapos lahat naapektuhan, pati ang funds
nila nawala, halos negative. When I joined them last 2012, they had no money and we
had some loans doon sa dating executive director who was very good in case
management but I think because of her age, she was 78 during that time, and syempre
kapag sinabi mong senior hindi masyadong ma-Facebook, e-mail, hindi sila nakareport
sa donors, nawalan ng trust, ang gulo. Alam ko na may problema but I didn't know the
intensity of the problem. I discovered the problem when I was already in. Tapos ayun,
nagtulong naman kami at mga committed staff at that time but most of them resigned.
Kasi ganoon iyon, nagpruning. Kung sino iyong talagang nakakatulong na magtayo ng
organization. And we also had to let go of the accountant kasi nagkaroon ng problema
sa kanya. Hindi nakakareport tapos may question na ng integrity so I had to ask her to
resign. Ilang beses na na-audit, pinalitan iyong auditor tapos kumuha ako ng friend na
taga-COA dati para lang tulungan na ayusin ang finances kasi I don't know how to start
because there were no records. Meron silang audited report pero hindi ko alam kung
papaano iyon ginawa kasi hindi talaga maayos at even iyong check and balance, wala.
But then the former executive director, knows how to but she trusted the accountant,
100%. So sabi ko, "Hindi din maganda iyon." Kailangan talaga ang system nakaset-up
para hindi nagkakaroon ng opportunity na matempt iyong mga tao. Ngayon, okay
naman kami, nagrerecover. Nakalipat kami dito, nirerentahan ulit. Nagreunite iyong
Lutheran. I established good relationship with them and most of the board members are
Lutheran people. But we're good. They're very open and very supportive. Hirap lang
ako in terms of fund-raising kasi hindi lahat sila nakakatulong sa fund-raising. Mga
dalawang tao lang sa board tapos iyong naghire sa akin, iyong pinakachairman namin,
he died because of cancer pero six months lang halos yung ano niya. Tapos I was left
alone pero natulungan niya akong magfundraise para doon sa renovation and then we
transferred and we got the Level II accreditation. Level II meaning, elite class iyan ng
DSWD. Kapag sinabi mong nasa Level II ka, it's more than what was expected of you.
So ang ibig sabihin noon, nung time namin ang konti ng Level II. That was last year ata,
pero ngayon going on Level III kami. Kasi sabi nila sayang, ituloy na pero it wasn't
intended. Hindi ko nga alam na may mga level kasi the goal was just to have the
accreditation and to do our best. Kasi ang philosophy namin, we have to give the best
for the children. Ang ginawa ngayon nilinis, dati naman malinis na kahit dilapidated,
hindi nga lang masyadong safe ang mga bata but they made It a point na malinis iyong
mga bata. And when we transferred here, kami naman ay malinis ang paligid tapos
maaliwalas siya, iyon ang importante. That will entice also volunteers to come and
volunteer with us pati iyong mga donors nakikita, magandang naaalagaan ang mga
bata so nagdodonate sila. We have very few board members, seven lang. And we just
finished our distributive planning. Nakita doon na baka magdagdag kami ng board,
amend our by-laws.
R: Ang narinig ko po, iyong Lutheran. Hindi po kasi ako familiar.
C:Ang Lutheran, Roman Catholic before so most of the teachings they have is almost
the same as the Catholic Church pero si Martin Luther, nag-aklas siya sa Roman
Catholic so ngayon, may mga very very minimal na differences but they are open, ang
Lutheran Church. Ako, I'm a Catholic. Merong mga Christian dito. Pero hindi sila
nakikialam. Hindi nila ako kailangang sabihan na magpabaptize ako sa Lutheran. Basta
we respect each other's faith at nagba-bible study kami with the pastor pati iyong mga
bata pero para lang sa spirituality, not religion.
R: Paano niyo po nakuha ulit iyong trust ng mga donors?
C: Mahirap. What we did was for me to write to them and introduce myself and also to
provide reports, iyong updates. Dati pa, bago pa ako dumating, newsletter. We have
newsletters right now. Quarterly siya. Tapos nag-active ang Facebook namin para lahat
ng nangyayari dito ay nirereport. Tapos what I did, kasi naka-four million kami para sa
renovation, was to report pictures. Para hindi lang words pero pictures, before and after
the renovation. Para kita nila and then every other day, nagsesend ako ng pictures sa
donors sa Facebook. Tapos nalalaman nila kung nasaan na ang phase ng renovation.
Halimbawa, pinicturan ko bago marenovate iyong sahig, nagkacrack na. Tapos
ipinakita ko sa kanila iyon, alam nila every other day kung ano na iyong nabago.
Halimbawa, may pinaint na na ganyan o iyong mga bubungan, tinanggal lahat so
pictures, lahat ng changes. And it was consistent. Kasi kapag ganoon, dapat consistent
ka sa reporting kasi may nireregain ka ng trust. Mas mahirap magregain ng trust kasi
nawala na. The problem was that the funds for, supposedly building funds were used
for the operation dahil nagkaproblema sila without asking the permission of the donors.
So iyong donor na iyon, isang Church iyon sa US. So when they were asking, "What's
the update of the donation?" Kasi they really raised funds in the US particularly in the
part of Virginia. When they were asking, wala na iyong pondo. To the point na when I
was new, the Luthers, that particular Church went here. I didn't know that they're here.
Parang iniinvestigate ako, I was under social investigation and I didn't know that. Pag-
alis nila, saka lang nila sinabi na, "We're finding out if we can really trust you." Hindi ko
alam kung ano nag mararamdaman ko noon. Nagtiwala naman sila, sinabi naman nila.
Parang naviolate ako, bakit nila kinakailangang gawin iyon. Kasi hindi ko alam. I was
just being true, kung ano ako. Buti na lang, okay ako. Pero nagtataka ako, pati family
picture ko. They asked, "Can you send me another picture of your family?" Ang ginawa
ko, dinate namin sila, Nagdinner kami together with my family. Hindi ko alam na
kasama pala iyon. Pero hindi ko sila masisi. Nawala iyong tiwala nila. Natuwa ako at
the same time, hindi ako natuwa pero ngayon friends kami. I had to go to the US and it
was financially funded by our founder. Kasi nakita niya iyong pangangailangan na
kailangan akong makita ng mga tao doon na tumutulong. Kasi may face value, gusto
nilang makita na, "eto iyong kausap natin, dito tayo tumutulong." At makita ako kung
mapagkakatiwalaan ako. So nagpunta ako doon talaga, inikot ko sila but it was funded
mostly by Dr. Walt and yung others, yung mga friends ko na nasa US. Nung nalaman
nila na ako ay pupunta, sabi nila, "Sige, I will take charge of your plane ticket from this
state to this state so nakalibot ako And then I also had to present Concordia. Pati kung
ano na ngayon yung building, yung hitsura. Ang dami, parang nilakihan. Kapag
pumunta dito iyong mga pumunta dati, dumating ako ng 2012, wala silang kahit ano.
May utang. Pagdating ng October 2013, narenovate na ito, nakalipat na kami, may
license na kami. Pagdating ng 2014, mayroon kaming accreditation, Level II pa.
Pagdating ngayon, may PCNC na kami. Ang PCNC, mahirap iyan.
R: Ano po ba ang PCNC?
C: Iyon nga iyong Philippine Council for NGO Certification, para sa tax. Kasi mas
mahigpit iyon. Kung ang DSWD, sa program, ito sa finances. Pero mukha naman
kaming papasa. Wala pa silang official na sinasabi pero hopefully makapasa kami kasi
ginawa na kaming, nung may bisita sila ditong dinala so sinabi ko, di naman dadalhin
iyon dito kung hindi kami papasa. Tsaka Level II, palagay ko papasa naman. So iyon
ang nangyayari sa amin kaya mahalaga ang reporting, mahalaga iyong in-touch ka sa
donor, mahalaga iyon. Mahalaga ang integrity, mahalaga ang credibility. Kasi like us,
we don't have any funding agency. Kasi the other NGOs that I have been to, madaming
funding agencies iyan. Milyun-milyon ang pinag-uusapan. Kami, walang ganoon. Ang
donors namin are only individuals tapos mga sumusuporta families, ganoon. Kasi ang
DSWD requirement nila, maximum 24% ang gagamitin sa admin and all the rest,
supposedly program cost. Kapag lumagpas ka doon, hindi ka maaaccredit at hindi ka
malalicense. Ang PCNC, 25% dapat so ang sinusunod namin, yung DS[WD]. Mahirap
iyon pero kaya naman pero mahirap gawin iyon kasi tipid talaga.
R: Kung meron po kayong funding galing sa mga individuals, mga groups. Paano niyo
po nasusure na makakareceive kayo. Paano po kung bigla na lang tumigil?
C: Kailangan kami ay masipag. Iyon ang dahilan kung bakit kami nagpa-PCNC. Kasi
ang mga donors namin naghahanap ng certification para sa tax nila from PCNC kaya
magic word para sa NGO iyang PCNC. And maraming hindi nakakapasa doon. Tapos
iyong personal relationship namin with donors, it's very important. Because they are
one of the special stakeholders, sila ang partner namin. We can't do our mission without
the funds that we need. Mayroon kaming individual donors na nagbibigay ng Php 50
000 a month. Hindi naman siguro siya milyunaryo ganoon, but she believes in the
program. Hindi iyon madami, isa lang iyon. We also have sponsorship programs. We
have two programs, the other one is the residential facility. Iyon nga, itong child-caring,
iyong orphanage. The other one is the community-based. The community-based is the
program for the urban poor children and it is called EAS, it is Educational Assistance
thru Sponsorship. Pinangalan namin doon sa namatay iyan. Edward A. Stroyshine. So
tamang-tama, EAS talaga. Itong program na ito, we look for sponsors. Parang tipo siya
ng sponsorship ng parang sa Quezon Ave., basta pinapaaral namin siya, kumukuha
kami ng sponsored family. Bibigyan iyon kapag high school ng Php 50 000 a year.
Tapos kapag elementary naman, Php 12 000 a year. It will cover the uniform, school
supplies tsaka iyong mga allowances, transportation allowances. Ang counterpart ng
mga pamilya nila ay baon sa school. May ganoon kami. May bata kaming 6-9. So kapag
may sponsors kami na ganoon, siguradong may perang dadating. Pero enough lang
iyon sa kanila. Iyong sa kabilang program namin, mayroon kaming halimbawa, Php 80
000 a year sa isang Church of Manila tapos meron kaming families and friends na
talagang regular nagdodonate. Mayroon sa Singapore, mayroon sa US, iyon ngang
Church. Continuous iyon. Tapos mayroon ngang Church sa Amerika na nagbibigay.
Tapos marami kaming kaibigan. Tapos mayroon kami sa families, minsan na lang may
marereceive kami na galing sa kanila na hindi naman kami humihingi. Nakikita nila sa
Facebook na may pangangailangan iyong mga activities, tapos nagbibigay sila kasi
nakikita nila. Kapag transparent ka, kita nila na dadating lang yan. And it's on by faith,
na nandiyan. Kasi we can't write a project proposal kasi wala kaming PCNC. It's a
requirement by funding agencies na magkaraoon ng PCNC kasi sign iyan ng good
housekeeping in terms of finance so requirement nila. Ngayon handa na kami,
magsisimula na kaming gumawa ng proposal kasi padating na ang PCNC. And kapag
minsan, kapag may mga project kami, kumakatok kami sa mga tao na nandiyan lang.
Tapos ako, may personal friend ako na kaisa akong pumuntang NGO, nagsusupport
sila. Sila naman iyong nagsusupport ng feeding program tapos mga donation, marami,
gatas, donation, disposable diapers. Pero hindi din namin palaging nakadisposable
diapers kasi environment-friendly kahit paano na gabi lang o kaya kapag aalis o may
bisita. Marami kaming donation in kind. Ang ano doon, word-of-mouth. See, iyong
website namin, hindi pa nga namin naaupdate. Pero kapag nagsearch sila, ng engine,
kami iyong napipili. So siguro sa iba, madami din. Pero hindi naman nauubusan.
Nakatulong iyong newsletter. Kasi yung mga sponsored namin families, nirereportan
namin iyan thrice a year. Sa start, tapos middle tsaka end ng school year. May reports
kami tapos pictures. Kung may nagbigay ng funds, nagrereport kami kung saan
napunta. Very particular kami sa reporting at sa pagiging transparent. Faith and action.
Action kasi kailangan mong magtrabaho para may makuha. Ang sabi ko nga sa kanila,
tiyagain lang iyong mga tawag sa phones. Kasi dati dito kapag may tumawag lang, oo.
Ang nangyayari, doon ako maraming nakukuhang donor. Kapag nagtatanong sila,
dapat friendly ka. Kasi ipapaliwanag mo lang iyong challenge mo. Kapag tinanong ka
kung anong kailangan tapos iyong iba kasi kung ano iyong wish list. May wish list
kami pero kapag ganito, sige gusto niyo talagang tumulong, ang kailangan namin
financial kasi wala kaming pangrent, pangbayad. Ang mga utilities namin, ang laki.
Ang tubig namin mga 20[k], ang ilaw namin mga 30[k], ang rent namin 35[k]. So malaki
sila, ang salaries, malaki. Ang operational expense namin for one month is exclusive of
milk and rice and other supplies na dinodonate, is from 400[k] - 600[k]. Pero iyong iba
milyon, pero malaki pa rin. Challenge iyon. Pero hindi naman ako natakot kasi hindi
naman kami nagkulang, sa salary ng tao, tapos kahit iyong Php 12 500, kulang pa rin
talaga sa need ng mga bata, hindi namin maraise kasi baka mag-atrasan. Kasi pagdating
ko, tinaasan. Php 5 000 dati ang scholarship a year, ano naman ang mapapala kaya
lulubog talaga. So gumawa ako ng makabagbag damdaming letter to the sponsors,
explaining iyong totoo lang din, tumaas ang kuryente, tumaas ang food, tumaas ang
mga school supplies tapos iyong mga pamasahe ng bata tapos iyong requirements.
Kahit public school iyan, ang daming requirement tapos hindi sila magkakaroon ng
points kapag wala so kailangang ibigay. Mayroon silang kailangan din halimbawa,
cosmetology sa bagong curriculum. May kailangang materials, iyon ang nagpapamahal.
Kaya ang ginagawa namin, sasabihin namin, ano nag kailangan nila sa school supplies
para iyong mga budget ng sponsors sa supplies, aayusin namin iyon. Kakaunti lang ang
binibili namin kasi may nagdonate na. It's all about the art of managing the small funds
that we have. The science and the art.
R: Bali, kailangan po dapat mayroon kayo talagang results na maipapakita sa sponsors.
C: Ang maganda niyan, marami kaming mga bata na honor students. Pero sabi nga
namin sa kanila kapag may mga nagrereklamo na mayroon iyong iba na hindi naman
gaanong nag-eexcel, sabi ko hindi tayo scholarship. Sponsorship tayo. Huwag kayong
mag-eexpect na iyang mga batang iyan ay lahat iyan ay honor. Parang bonus na lang
iyon kapag naghonor sila. Pero we also have a tutorial session sa kanila. Tapos mayroon
din ngayon, kakatapos lang, sports fest kapag summer, may camp sila, bible camp,
tsaka sa mga mas maliliit, may mga sessions para holistic iyong approach. Ang
maganda doon, iyong mga nanay nila ang counterpart nila sa pagod, sweat equity kasi
sila iyong magluluto doon sa feeding program para hindi namin kailangan ng
additional na staff tapos sila iyong namamalengke, nagluluto. Kasi kakainin naman ng
mga anak nila iyon. So dahil wala silang pera, iyon na lang time nila tapos once a week,
nakaassign sila one meal a week sila magluluto. Kasi dalawang meals, isa sa hapon at sa
umaga.
R: Doon po sa mga programs ninyo ulit, sinesend po ninyo sa mga sponsors ninyo
iyong mga nangyayari, or iyong mga plano ninyo pong programs pa. May mga
pinaplano po ba kayong programs?
C: Oo, kakatapos nga lang ng strategic planning namin tapos nakikita doon, expansion.
5-year planning iyong ginawa namin. Gumawa lang kami ng one year operational
planning from that 5-year plan. Kasama doon ang expansion ng program na
magconsultant sa ibang Lutheran Church na meron para lang kasi may mga areas pang
hindi masyadong narireach ng mga NGO so iyon ang balak namin within 5 years. Mag-
iinto foster care program kami. Dati naman, mayroong foster care program pero
ngayon lang namin nalaman, isa lang pala ang nafoster nilang bata. Pero gusto namin
kasi mas cost efficient iyon. Kasi kung family iyan, kaunting staff lang ang kailangan
mo. May funding ang government, may bagong law ang foster care na isasubsidize ng
government ang mga bata na nasa foster pero wala kaming makukuhang pera dito sa
Concordia na galing sa government. Mayroon lang kami noong nag-Level II. May prize,
incentive parang Php 10 000 ata. Malaking bagay na din kasi pangtulong na din sa
operations.
R: Gaano po kahalaga sa inyo na mas mameet iyong expectations or standards ng
sponsors ninyo para patuloy kayong makakuha ng tulong sa kanila.
C: Actually, mahalagang mahalaga kasi sila talaga iyong partner. Kapag wala sila, wala
ang programa namin. Pero siyempre ang nangunguna sa amin, iyong vinavalue namin,
yung mga bata, iyong best welfare ng bata. Kapag halimbawa gusto ng isa, kailangan
mag-honor iyan, pero alam mo na hindi naman kailangan nila at maiistress ang bata,
bibigay mo iyong best na help sa bata, assistance, pero in-eeducate namin iyong mga
donors. Ang sa tingin ko, ang mahalaga doon ay good relationship sa donors. Na
transparent ka kung anong nangyayari, matiyaga kaming magpaliwanag. Kahit
personally iyan, nakikinig kami sa kanila kung nagkakaroon ng problem. And tungkol
doon, most of them, nagfeFacebook. So thru email. May time na inaawardan namin sila,
iyong mga donors. Mayroon kaming Awards Day sa kanila, almost yearly iyon, itong
andito ako sa Concordia para lang makita nila ang isa-t isa and at the same time, kita
nila iyong mga bata. Nagpapadala kami ng pictures ng mga bata pero bawal silang
dumiretso sa mga bata. Dapat nasa gitna kami kasi dapat iwasan na baka mamaya,
hindi mo alam iyong iba hindi namin kilala, abusive o iyong mga batang iyon
samantalahin sila, baka manghingi ng kung ano-ano. Parehong support iyon, on both
ends. So ganoon, hindi naman sila nakakadictate sa amin. Mostly, wala kaming
experience na diniktahan. May isa lang ako na ineducate kasi gusto niya, nagagalit siya
kasi bakit daw hindi matataas ang grades. Tapos ipinaliwanag ko sa kanya na
mahihirap na mga bata ito kaya nga nagkaroon ng feeding program para tayo,
magprovide tayo ng help financially sa pag-aaral nila. Kapag hindi sila nakakakain ng
three times a day, balewala. Hindi mag-aabsorb iyon. Ang sabi ko, tiyaga-tiyaga lang.
Inaalalayan namin ang mga bata. Tapos nakita niya. Ininvite namin siya tumanggap
siya ng award, nameet niya iyong mga bata, lahat ng sponsors. Tapos tuwang-tuwa
naman siya, hindi na siya nagrereklamo. Ngayon supportive na siya. Kapag nakikita
nila na ginagawa mo naman ang trabaho mo, nagbibigay naman sila. Mayroon silang
sports fest. Syempre may budget na kailangan iyan, mayroong merienda, bukod doon
sa feeding iyan. Tapos bibili ka ng mga trophy, medals. Iyong mga prizes sa mismong
[event], kukunin namin sa stocks, tapos iyong perang kailangan doon, mayroon kaming
hinihingan. Iyong isang friend namin, sinulatan namin para ipaintindi kung ano ang
goal ng sports fest, anong magegain ng mga bata doon tapos kung anong
paggagastusan, naka-itemize lahat. Tapos sinagot ng isa, ganoon kadali kasi kita nila.
May CCTV kami pero di ko lang binubuksan kasi sa kuryente. Mayroon din kaming
pipe in music sa donation. Kailangan iyon para mag-Level III. Noong malaman nila na
iyon na lang ang kailangan, may mga nagdonate na teams. Iyong teams, mga Lutheran
members sa US tapos nagpunta sila dito, ang tawag nila mission trip. May project sila
lagi, ano ba ang mas kailangan kaya ibinigay nila yan. May nagbigay ng basketball
court, mga ganun. Iba-iba ang binibigay nila. May nagpaint ng gate namin, may
nagpaint ng mural, puro mga volunteer tsaka donation.
ANNEX B: Letter of Request to Interview
May 16, 2015
Dear Ma’am/Sir:
Greetings and salutations!
I am Francine Eleanore C. Pingco, a 4th year B.A. Political Science student of the
University of the Philippines Manila. Currently, I am doing my thesis with the working
title “Sustainability of an Orphanage.” In line with this, I would like to request an
interview with the Director of the institution.
I would like to study the sustainability of the orphanage and how socially constructed
perception of standards affect this. With this, I am hoping to interview the Director of
the institution to be the key informant of this research.
Your permission would mean a lot to the completion of my thesis. Thank you and I am
hoping for your favorable response.
Sincerely,
Francine Eleanore C. Pingco
4th Year BA Political Science
Noted by:
Prof. Claire Berja
Adviser
ANNEX C: Informed Consent
May 16, 2015 Concordia Children's Services 4443 Old Sta. Mesa St. Sta. Mesa, Manila 1016 PHILIPPINES To whom it may concern, Good day! I am Francine Eleanore C. Pingco, a 4th year B.A. Political Science student of the University of the Philippines Manila. Currently, I am doing my thesis with the working title “Sustainability of an Orphanage.” In line with this, I would like to request an interview with the Director of the institution.
In lieu of this, I would like to ask for your help in acquiring the data to be used in my thesis. I wish to conduct interviews with the Director of the institution or the programs coordinator of the institution. Should they feel uncomfortable in answering particular questions, they could choose to tell me so, and I will cease from pursuing the line of inquiry. I appreciate any assistance you can offer me. Rest assured that all information will be held with confidentiality and will be for academic purposes only. I am looking forward to your positive response. Sincerely, Francine Eleanore. C. Pingco Noted by: Prof. Clarinda L. Berja
ANNEX D: Concordia Children’s Services Primer [will be attached]
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