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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