Strategic Management Plan for Teatro Dayaw

Maria Angelica M. Basa

Alea Mikaela M. Lopez

Alexandra Monique R. Panaga

Philippine Arts 131: Strategic Planning for the Arts Organization

University of the Philippines- Manila

 TABLE OF CONTENTS

I. Letter of Request…………………………………………………………………………………………………………..3

II. Executive Summary……………………………………………………………………………………………………….4

III. Vision and Mission Statement……………………………………………………………………………………….7

IV. Organization Profile and History…………………………………………………………………………………...9

V. Environmental Scanning and Current Situation…………………………………………………………….11

VI. Critical Issues and Priority Concerns…………………………………………………………………………….13

VII. Objectives and Strategies…………………………………………………………………………………………….16

VIII. VMOKRAPI SPATRES…………………………………………………………………………………………………….21

IX. Gantt Chart………………………………………………………………………………………………………………….26

X. Appendices and References…………………………………………………………………………………………27

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LETTER OF REQUEST

3
EXECUTIVE SUMMARY

Teatro Dayaw is a community theater organization founded in Fairview, Quezon City by

Kristine De Leon, Patricia Resuta, Princess Pol and Mhikou Jecino during the year 2018. They have

observed that the youth in Fairview are provided with skills and talents but are inadequate of

knowledge on the proper process of performing in theater. With this, they built an organization

that aims to become a cultural asset by theatrically speaking out the truth, and at the same time

acts as a formal workshop for the youth. However, the onslaught of COVID-19 prevented them

from conducting face to face meetings which hindered their plans to produce theatrical plays and

workshops.

The researchers interviewed one of the founders of Teatro Dayaw, Ms. Kristine De Leon

together with the current core members, Danah Briones, Jana Bodino, Mitch Alvarez, Lavisha

Jusayan, and Roj Jusayan to get to know more about the current situation of the organization as

well as its critical issues and priority concerns. Through this, researchers have learned that:

1. The organization’s lack of resources is a big factor to carry out their performances and

activities.

2. Due to the Covid-19 pandemic, there has been a disruption in their scheduled operational

activities and personal commitments.

4
 Upon learning the organization's priority concerns, the researchers proposed strategic

objectives that are entirely related to the organization’s vision and mission to gradually resolve

these concerns. These are the following:

1. Become a widely recognized theater organization

2. Become an effective and active organization for member’s self- expression and self-

awareness

3. Enhance Stability of resources

4. Become an effective source of entertainment and credible education in one through art

The researchers also suggested different activities and programs through

VMOKRAPISPATRES to target the concerns more specifically and strategically. The activities and

programs proposed are the following:

1. Seminars and workshops for social media content or organization management to

consistently produce artistic and educational posts to increase engagements.

2. Talent training in the field of performing and literary arts to prepare for theatrical

productions.

3. Participate in the different conferences and events of the arts organizations and

groups to gain more connection to the industry.

4. Open auditions and training to encourage people to join the organization.

5
 5. Create a more comprehensive schedule for the members and plan for the

organization in consideration with the new normal.

The following suggestions will administer the organization to prepare for the transition of

the execution of their live performances and events. Hopefully, the continuous efforts of the

organization will bear success and sustainability.

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VISION AND MISSION STATEMENT

Vision:

Teatro Dayaw seeks to build cultural assets for the community by building the capability of the

youth through enhancing self-confidence and self-awareness and is also committed in bringing

together the people with different backgrounds, may it be Work or Life experiences, in the Heart

of Fairview.

Mission:

Our mission is to cultivate the appreciation towards Theater/Performing Arts of all ages towards

our community. Providing entertainment and justified information through the power of

theatrically speaking out of Truth within our community

We engage to inspire, entertain, challenge, and inform our audiences that could range from any

working live production piece; we give support and training to our theater artists and production

staff; we provide necessary workshops in promoting a life-long learning towards our diverse

community; we use the power of theater in making this as a house of sanctuary to self-express

and to build self-awareness towards our members.

These statements were Teatro Dayaw’s guiding principle since early 2019. These were

formulated by the initial group of members, to reflect the breadth of the organization as well as

the future that its members hope to achieve through the programs and activities it undertakes.

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 A good mission and vision statement must be pragmatic and relevant, and Teatro Dayaw

have successfully applied these qualities to theirs. A vision statement provides the organization's

aspiration for the future, a description of where they wish to go. For Teatro Dayaw, their vision

is to become a cultural asset for the community by boosting the youth's self-confidence and self-

awareness and bringing together people from different backgrounds. While mission, answers the

organization’s rationale for existence. The crux of Teatro Dayaw’s mission statement is to foster

an appreciation for Theater and the Performing Arts in our community of all ages, and to build a

safe place where people can express themselves, learn new things about themselves, and grow

as people.

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ORGANIZATION PROFILE AND HISTORY

Teatro Dayaw is a community theater organization founded in Fairview, Quezon City by

Kristine De Leon, Patricia Resuta, Princess Pol and Mhikou Jecino during the year 2018. The four

founders met in church and in their college organization which is the Teatro Kolehiyo ng Miriam,

a school-based art organization at Miriam Colleges. As former products of theater, they wanted

others to feel what theater made them feel, which Ms. De Leon reckon as being “saved”.

However, they have observed that the youth in Fairview are provided with skills and talents but

are inadequate of knowledge on the proper process of performing in theater. With this, they built

an organization that aims to provide an art platform that also acts as a formal workshop for the

youth.

Currently, the organization has 25 members with an age bracket of 15-26 years old. They

have a core group whose role is to lead the organization. Initially, the core group consists of the

four founders but was taken over by 5 younger members of the organization early this 2022 to

serve as their training ground. As a community theater, the organization lacks funds. They get

money from their own pockets or their best option, to use resources they already have if there

are not enough sponsors. They also do not attach themselves to any local government

organizations for support. Despite the difficulties over the years, the organization remained

strong and firm in expressing themselves through the art they practice, especially now, which

according to De Leon, is the time where art is much needed. Although theater is supposedly a

field of art that must be experienced and seen by the flesh and requires talents and skills that

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must be honed in person, this did not hinder the organization from doing their mission for they

are still able to make effective content online.

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ENVIRONMENTAL SCANNING AND CURRENT SITUATION

Teatro Dayaw is an arts organization that ideally requires hands-on activities. However,

the onslaught of COVID-19 prevented them from conducting face to face meetings. It also

hindered their plan to produce theatrical plays and workshops. Despite having difficulties with

adapting to current changes, some of the members are still participative in establishing their

relationship as a team. They also use their social media accounts (Facebook, Twitter, and

Instagram) to engage with their followers and potential members. As of May 2022, they currently

have 1788 followers on Facebook, 51 followers on Twitter, and 145 followers on Instagram.

In 2021, they participated in an event called INDAYOG: Ang Pulso ng Sining which was

organized by UP Diliman College of Arts And Letters Student Council and UP Diliman College of

Arts and Letters FST Council. They were there to perform their original song si Totoy at Si Nena.

With this, we can say that they have good relationships with school-based organizations. Moving

forward, Teatro Dayaw is consistent in their political beliefs. Not only do they focus on conducting

workshops for the youth, but they also post socially relevant publication materials for Press

Freedom, Pride Month, Women’s month, Kamustahan sessions for the wellness of their

members. (See Picture 1. in the Appendix) Since they have members who are still active, they

may use this opportunity to instill art appreciation among Filipino youth, use technology as an

avenue to stream digital play/drama, and be known by other art organizations.

This 2022, they changed their main theme to empowerment. That is why they appointed

a new set of core members who were chosen by the former core members. They did this so that

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the new members will have a grasp on what it's like to lead Teatro Dayaw. The former core

members are still guiding the new set of members on how to manage their organization. In fact,

the new set of core members are already active because they already posted a short skit about

being awake and choosing a leader who is on the side of truth, service, and freedom.

As the country is slowly getting back to face-to-face set-up, they are now eyeing for live

theater performances in the future. However, one of Teatro Dayaw’s concerns is the lack of

resources. For project based performances, they depend on the availability of the people. Since

most of their members came from low social class, they have insufficient budget to conduct

potential projects or activities. Another concern that they have, according to Ms. Kristine De

Leon, is that they don’t have a studio to practice with. Instead of a common place to make use

of, parents of some members are generous enough to accommodate them into their houses.

They may not have a permanent location, but their environment consists of resourceful and

supportive people.

CRITICAL ISSUES AND PRIORITY CONCERNS

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 Through the SWOT analysis, PEST, and questionnaire, one of the principal concerns of the

organization is its lack of resources. According to one of its members, its organization is a

community organization. All of its members are volunteers, and they often fund the

organization's activities. Their financial capital does not align with the high cost of live production.

More importantly, many factors are needed to consider when planning a live performance. The

factors include the following:

1. The budget for the venue of the performance.

2. There should be enough funds to procure technical systems, costumes, and props.

3. They should also consider their allowance during their practice as performers or

organizers.

4. Promotions are also significant to ensure audiences' attendance.

5. Lastly, there is an additional cost for the transition to face-to-face performance because

of the COVID- 19 pandemic.

All of those are too much for them to shoulder at the moment. Specifically, according to

the organization, the Covid-19 pandemic disrupted their scheduled events and performances in

the past year. Their supposedly planned performances could help them gain more profit and

engagements. Based on their previous performances before the pandemic, like the "Tulog na ba

ang mga bata?" sold out tickets (See Picture 2. in the appendix). They are great financial aid for

the organization's additional funding. Their organization is currently in limbo because its

members also have outside commitments academically and professionally. The pandemic

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became a substantial factor in their organization's status. Furthermore, the transition from online

to face-to-face also has additional costs because of the health protocols like the funding of

Antigen testing and sanitary materials. According to the Department of Health, the Antigen test

kit costs over 1,500- 3,000 PHP for every individual.

Despite their weakness, the lack of enough resources now, one of their strengths is their

heart for the craft. They know how necessary their performances are in the current political

landscape, the declaration of the dictator's son- Ferdinand Marcos Jr. as the Philippine president.

The societal issues align with their previous theme of performances online, which is

empowerment.

Their preceding projects online, the music video, also help promote their organization

(See Picture 3. in the appendix). The engagements they had, despite their decrease, are an aid in

starting their transition to face-to-face performances. Hopefully, they will be able to plan more

strategically for the coming years to have enough resources for their performances. Moreover,

knowing that they are already training their younger members in the organization's management

is a positive sign for their sustainability.

Based on the organization's current situation, it is best to increase their engagement

online via their social media accounts like Facebook, Instagram, and Twitter. Comparatively, on

print media, content promotion on social media costs less and is often free. Once the algorithm

works in their favor, they can gain new audiences and more partnerships or sponsorships with

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the different organizations. Concurrently, they can start investing financially to suffice their

planned live performances. They could also learn from the upcoming live performances of the

other Arts organizations like the Virgin LabFest of the Cultural Center of the Philippines (See

Picture 4. in the appendix). That will also give them enough time to strategize and transition

gradually to the new normal of performing.

OBJECTIVE STRATEGIES

Strategic Objective 1: Be a widely recognized theater organization

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 The first strategic objective for Teatro Dayaw is to become a widely recognized theater

organization. The key result areas for this objective are the recognition from other theater

groups, business entities, and art-related individuals, and online engagements. As of May 2022,

they currently have 1788 followers on Facebook, 51 followers on Twitter, and 145 followers on

Instagram. Based on the organization’s critical issues and priority concerns, it is best to increase

their engagements online via Facebook, Instagram and Twitter. This will also serve as the

performance indicator.

To ensure success for this goal, the first strategy is to make sure that the organization

makes relationships with the said organizations and individuals. Another strategy is to fix the

schedule of posting and the kind of content to attract the right audiences for every social media

account. For this to push through, the organization must plan programs like (1) art organizations

or group conferences, (2) editing and technological upskilling workshops, and (3) social media

management seminars. Organizing these programs will be of big help in bringing groups together

especially if they have common interests.

The best activities to do these programs are reaching out to do partnership or

collaborations and post relevant promotional content on different social media applications

regularly. What the members can do to push through with these activities is to reach out to

different organizations, businesses, and individuals. In addition, they should work on improving

the members’ artistic editing and technological skills. This will help the members to make

appealing publicity materials whenever they need to post such. It is also their responsibility to

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research about the current issues that can be integrated with the organization’s values. This

would not be possible without the member’s participation(social media manager and marketing

committee).

Strategic Objective 2: Become an effective and active organization for member’s self-

expression and self-awareness

The second strategic objective for Teatro Dayaw is to become a successful and dynamic

organization that promotes self-expression and self-awareness among its members. The key

result area for this objective is Teatro Dayaw’s number of productions and activities in a year. By

being aware of the organization’s number of output and events, it will help the organization’s

agility, thus, will improve the organization’s decision making. The performance indicator for this

objective is to increase the number of productions and activities in a year.

The strategy proposed for this objective is to schedule and plan as many activities as

possible. Activities in the workplace boosts productivity and it gives everyone a chance to work.

The best program for this strategy is to conduct talent workshops which cover performance and

literary arts, specifically a theater production seminar. After holding several workshops and

seminars, these workshops will lead to performances and activities produced by the organization.

The necessary steps to achieve these are the following: (1) scripts and necessary materials

for the performances should be written; (2) members should be trained and prepared for the

performances; (3) pros and costumes for the production should be procured and created; (4)

activities and performances should be promoted; (5) expenses should be budgeted properly; and

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lastly (6) available venues and technological systems for the performances should be researched

and looked for.

Another key result area for this objective is the number of active members. For this area,

the goal is to increase the number of active members and improve the current members’

attendance and participation. The best strategy for this to move forward is to recruit suitable and

willing members and to organize the events ahead of time to ensure 100% attendance. Programs

include the following: open auditions and training and hold regular meetings. These programs

would attract potential members and encourage existing members to be active in the

organization.

The supplementary activities for this objective are having multiple stages of recruitment

process and having a comprehensive schedule that is in sync with the schedule of all the members

for them to easily squeeze in the regular meetings. The essential tasks to ensure higher

membership number and higher member attendance are the following: (1) Interview applicant

background and availability, (2) hold an audition to test talent, skills, and knowledge; (3) inquire

regarding the members’ personal schedule availability; and (4) make a calendar of events for the

upcoming activities. For these aforementioned tasks to be executed, the core members of the

organization should lead the project forward. As for the increase of members and increase in

member participation, the members committee should take charge.

Strategic Objective 3: Enhance Stability of resources

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 The third objective is to enhance stability of resources. In order to do that, we need to

increase the amount of budget that is allocated for it. This can be done by either increasing the

amount of budget or diminishing the amount of organizational budget that came from members'

own pockets. In order to push through with the stabilization of resources, the organization must

maintain and establish good relationships with businesses and organizations which are potential

sponsors and the organization must circulate sales to drive more revenue.

To make sure that the organization can network with other organizations and businesses,

conferences and events can be held. Income generating programs can also increase resources

through theater plays, music videos, and different gigs. These programs require building a list of

networkable organizations and businesses and making sure that the events have sellable tickets.

The specific tasks to make sure that resources are stabilized are the following: (1) letters of

request or invitations to the chosen sponsors should be sent out; (2) activities of the sponsoring

organizations and businesses should be supported; (3) right people should be targeted in

attracting and advertising for organization events, and (4) performances that are created should

be based on relevance and popularity to further attract viewers. Efforts from the finance

committee and core group are needed for this objective to succeed.

Strategic Objective 4: Effective source of entertainment and credible education in one through

art

The last strategic objective for Teatro Dayaw is to provide a reliable source of

entertainment and knowledge through art. Same as the first strategic objective, its key result

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area is online engagements. The performance indicators of this objective are the following: (1)

Increase of online engagements, reactions and comments, and (2) increase of audiences through

its followers on social media and word of mouth.

To ensure the success of this goal, Teatro Dayaw has to fix the schedule of posting and

the kind of content to attract the right audiences for every social media account. For this to push

through, the organization must plan to execute programs like workshops for the upskilling of the

technological skills of the members, and conduct a seminar on social media management.

The best activities to do these programs are reaching out to do partnership or

collaborations and post relevant promotional content on different social media applications

regularly. What the members can do to push through with these activities is to reach out to

different organizations, businesses, and individuals. In addition, they should work on improving

the members’ artistic editing and technological skills. This will help the members to make credible

educational content with the use of art. It is also their responsibility to research about the current

issues that can be integrated with the organization’s values. This would not be possible without

the member’s participation(social media manager and marketing committee).

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VMOKRAPI-SPATRES

Vision:
Teatro Dayaw seeks to build cultural asset for the community by building the capability of the youth through enhancing
self-confidence and self-awareness and is also committed in bringing together the people with different backgrounds,
may it be Work or Life experiences, in the Heart of Fairview.
Mission:
Our mission is to cultivate the appreciation towards Theater/Performing Arts on all ages towards our community. Providing
entertainment and justified information through the power of theatrically speaking out of Truth within our community
We engage to inspire, entertain, challenge, and inform our audiences that could range from any working live production
piece; we give support and training to our theater artists and production staff; we provide necessary workshops in
promoting a life-long learning towards our diverse community; we use the power of theater in making this as a house of
sanctuary to self-express and to build self-awareness towards our members.
Strategic Key Result Performance Strategies Programs Activities Task Resources
Objectives: Areas Indicators

Become a Recognition Increase Make good Arts Do Reach out to Whole

widely from other recognition relationship organizations partnerships different organizational
recognized theater from other with the said or groups or organizations, effort
theater groups, theater organizations conferences collaborations businesses, (Main: Social
organization business groups, and and media
entities, and business individuals individuals manager and
art- related entities, and marketing
individuals. art-related committee)
individuals.

Online Increase Fix the Editing and Post relevant Work on

engagements online schedule of technological promotional improving the
engagements posting and upskilling content on members’
kind of workshop different social artistic editing
content to media and
attract the Social media applications technological

21
 right management regularly. skills.
audiences for seminar
every social Research
media about the
account. current issues
that can be
integrated
with the
organization’s
values.

Become an Number of Increase Schedule and Talent Produce Write scripts Whole
effective and productions number of plan as many workshops: performances and organizational
active and activities productions activities as performing and activities. necessary effort
organization in a year and activities possible materials for (Main: Core
and literary
for member’s in a year the group)
self- arts. performances.
expression
and self- Theater Train and
awareness. production prepare the
seminar. members for
the
performances.

Procure and
create the
props and
costumes for
the
productions.

Promote the
activities and
performances.

Budget the

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 expenses
properly.

Look and
research for
available
venues and
technological
systems for
the
performances.

Number of Increase Recruit Open Multiple Interview- Help from

active number of suitable and auditions and stages of background Members
members members willing training. recruitment and Committee
members process availability

Talent
audition-
talent, skills
and
knowledge

Improve the Organize the Regular Make a Ask

current events and meetings comprehensiv everyone’s
members’ activities e schedule personal
attendance ahead of time. that is fit for schedule.
and everyone.
participation.
Make a
calendar of
events for the
upcoming
activities.

Remind the

23
 members
ahead of time
for the
schedule of
events.

Enhance Amount of Increase Establish Arts Look for Send out Efforts from
Stability of Budget amount of good organizations organizations, letters of the finance
resources budget relationships or groups businesses, request or committee
with the conferences and invitations for and core
organizations and events. individuals the chosen group
or businesses that can sponsors.
that can sponsor.
sponsor. Support the
activities of
Circulate the
sales sponsoring
organization
or business.

Amount of the Diminish the Increase sales Theater plays Make saleable Spend money
organizational amount of tickets and time
budget that organizational Music Videos advertising to
came from budget that the right
member’s came from Gigs people.
own pockets. member’s
own pockets. Strategize
what
performances
to create
based on
relevance and
popularity

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Effective Online Increase of Fix the Workshop for Post relevant Work on Whole
source of engagements online schedule of the upskilling promotional improving the organizational
entertainment engagements, posting and of the and members’ effort
and credible reactions, and kind of technological informative artistic editing (Main: Social
education in comments content to skills of the content on and media
one through attract the members. different social technological manager and
art Increase of right media skills. marketing
audiences via audiences for Seminar on applications committee)
its followers every social social media regularly. Research
on social media management. about the
media and account. current issues
word of that can be
mouth. integrated
with the
organization’s
values.

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 GANTT CHART

ACTIVITY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY

Finalization of committees and

its members

General Assembly

Work-specific meetings

Annual planning of Activities

Semi-annual planning of social

media contents

Posting of social media content

Production preparation

Theater production

Post-production meeting

Filtration and recruitment of

members

Workshops and seminars

Room for partnership and

collaboration

Room for extra works

Wellness Check

Year-end gathering

Holiday Break

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APPENDIX

STRATEGIC PLANNING: TEATRO DAYAW

The researchers, Angelica Basa, Alea Lopez and Alexandra Panaga, from University of the
Philippines-Manila are tasked to make a Strategic planning for a certain arts organization. This
strategic planning is a plan of action that ensures the organization to be financially sound and
maintain its reserves. In this regard, we would like to ask a few minutes of your time to answer
the following questions. Please answer all the questions honestly. All information will be used
for academic purposes only.

Name:
Age:
Organization Position:

1. What is the organization’s mission statement? (What is the organization’s reason for
existence?)

2. What is the organization’s vision statement? (What does the organization want to
achieve in the future?)

3. How is the organization doing right now?

3.1 Is it still active?

3.2 How many members does your organization currently have?

3.3 Do you plan on recruiting new members anytime soon?

3.3 Does the organization already have a permanent location? If none, where have you
been practicing for your online performances?

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 4. Now that the country is gradually getting back to the face-to-face set-up, is the
organization also eyeing for live theater performances? If not, what are the factors that
hinder this?

5. How many performances in a year do you usually have?

6. Based on the organization’s current resources, is it capable of holding regular or annual

seasons of performances? or you prefer to continue the project-based performances?

7. What changes have the organization gone through since January of 2022? (sponsors,
organization committees, member participation, policies and procedures etc.)

8. What were the organization’s major events during the past years that you would want
to repeat in the future and why?

9. Kindly provide the organization’s scheduled activities, if any, for the whole year of 2022
and in the year 2023.

Text 2. The questionnaire used for the strategic planning of Teatro Dayaw.

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 Questions Answers

1.What is the organization’s Our mission is to cultivate the appreciation towards

mission statement? Theater/Performing Arts of all ages towards our community.
Providing entertainment and justified information through the
power of theatrically speaking out of Truth within our community
We engage to inspire, entertain, challenge, and inform our
audiences that could range from any working live production
piece; we give support and training to our theater artists and
production staff; we provide necessary workshops in promoting
a life-long learning towards our diverse community; we use the
power of theater in making this as a house of sanctuary to self-
express and to build self-awareness towards our members.

2.What is the organization’s Teatro Dayaw seeks to build cultural asset for the community by
vision statement? building the capability of the youth through enhancing self-
confidence and self-awareness and is also committed in bringing
together the people with different backgrounds, may it be Work
or Life experiences, in the Heart of Fairview.

3. How is the organization Sobrang nasa.. Paano ko ba sasabihin? Nasa limbo kami now kasi
doing right now? nga lahat ng members, since it’s a volunteer group, lahat ng
members is busy right now, kahit yung mga core na bagong na
3.1 Is it still active?
assign (still studying. Still working) so yun.

3.2 How many members We’re currently at 25.

does your organization
currently have?

3.3 Do you plan on Yes. Kailangan lang talaga namin ng alignment with the plans
recruiting new members this year.
anytime soon?

3.3 Does the organization Wala pa kaming permanent location. Kapag office address, ang
already have a permanent binibigay ko yung address ko or residents, pero kapag practicing,
location? If none, where meron kaming isang bahay na pinupuntahan. Mabait yung
have you been practicing parents niya so dun kami nag p-practice or kung sinong available
na bahay. As in nomads kami. Minsan sa may tira sa heights,

29
for your online minsan sa phase 8. Kung saan may pwedeng available na bahay
performances? na i-offer.

4. Now that the country is
gradually getting back to
the face-to-face set-up, is
the organization also eyeing
for live theater
performances? If not, what
are the factors that hinder
this?
Yes. Super yes. I’m super excited for live theater performances.
It’s a dream this year. Pero anong mag hhinder? Maraming
transition na nangyayari, maraming nag aadjust sa pandemic.
Again volunteers lang ‘to so karamihan walang mga resources so
mas uunahin nila yung mas priority nila so yun feeling ko yun
yung nag hhinder. Pero yes, we’re eyeing for live theater
performances.

5. How many performances Pre-pandemic, we aim for 2 performances in a year. Other than
in a year do you usually that, may mga online performances pa.
have?

6. Based on the Uhm feeling ko its a dream to have a regular annual season of
organization’s current performances since yun ung parang structure ng theater groups
resources, is it capable of dapat may seasons kayo, pero again as community theater wala
holding regular or annual
kaming pera. So yes for project based performances, we parang
seasons of performances?
depend, dinidepende namin kung kailan available ung mga tao,
or you prefer to continue
the project-based so yun. Dati pre-pandemic, meron kaming scheduling pero nga
performances? naano siya, nabulabog noong nagpandemic. Since yun nga,
walang yun nga, halos lahat wala, halos lahat ng members
walang resources for wifi, data lang umaasa so how can we
perform nang hindi nagkikita tas walang sharing of resources?

7.What changes have the
organization gone through
since January of 2022?
(sponsors, organization
committees, member
participation, policies and
procedures etc.)
Okay, uhm nag-iba kami ng course so this year ung theme namin
is empowerment, uhm yung mga ate pumili ng core members na
mas bata uhm kase diba pano mo malalaman na may
natututunan sila sa isang leader kapag inano rin nila ung sarili
nila? So yon uhm pinasa namin ung roles sa five uhm younger
members, so bago ung core members ngayon. Pero we are here
to guide them again, we are still members din naman. Ahhh yon
so siguro if you have questions din naman, I can connect you with

30
 the new core, para like sila kase yung inano namin for new set-
ups and all.

8.What were the
organization’s major events
during the past years that
you would want to repeat in
the future and why?
May number eight pa pala, so major events namin lagi is shows
so uhm for the past year nagkaron na kami ng four shows tapos
one major production pero a music video. So uhmm lahat yon is
tacking political uhm issues and stories, so yes we still want to
repeat it in the future. Kase now is the better time diba? I mean,
I don't know if you agree pero yung uhm, narepeat ulit ung
history and as kaming, as role ng theater to be truth seekers,
truth tellers. So feeling ko, I believe na magkakaroon ng historical
revisionism in the next years anf patuloy ba babaliktarin ung
katotohanan. So, we are here to uhm create and produce shows
to counter historical revisionism, so papaalala and to create
action na. Never again, diba? Yon.

9. Kindly provide the For 2022-2023, I can connect you with the committee para may
organization’s scheduled participation din sila sa research if you like.
activities, if any, for the
whole year of 2022 and in
the year 2023.

Figure 1. Transcript of Ms. Kristine De Leon’s answers on the questionnaire.

31
 Follow-up Questions for the Core Group

1. How long is the process of making a production? Can you walk us through the process?

2. What are your scheduled activities for year 2022 and 2023?

3. Don’t you usually look for sponsors as part of the whole process of preparation?

4. Where do you get your funds for productions?

5. What does GA mean?

6. May we know the names of each of your positions and your roles to the organization?

Questions Answers

1. How long is the process
of making a production?
Can you walk us through
the process?
For a production process we usually start by brainstorming,
which takes about a week or so since we come up with one idea
to another until we can fully pull off a good storyline. afterwards
we have general meeting followed by a pre-production meeting,
here we talk about the storyline to our members and assign who
would handle the departments so more or less a week, in
assigning department heads we either volunteer or give chance
to those who have yet to explore the department & to foster
experience. then after that is the creatives' meeting usually takes
up more than a week, this is when script writing, auditions for
role, planning for set designs, technical directions (lights and
sound), costumes, and props proposals + on-going marketing
strategies are involved. followed by the rehearsals, full run w/
invited critiques, and we allocate a few days for the
construction/making of props and set designs. followed by the
most awaited target dates followed by the post production
meeting. overall in our experience it usually takes us more or less
4 months of production process for a full length theater play.

2. What are your scheduled As for scheduled activities we try to keep our social medias active
activities for year 2022 and when a window of opportunity opens such as posting holiday
2023? related pubmats, our recent posts were for halalan 2022. also,

32

3. Don’t you usually look
for sponsors as part of the
whole process of
preparation?
4. Where do you get your
funds for productions?
5. What does GA mean?
6. May we know the
names of each of your
positions and your roles to
the organization?
Figure 2: Transcript of the core group’s answers to the follow-up questions.
our previous core members made an online skit called "kumusta"
and we have yet to discuss on which month we will push it
through but hopefully we can start this summer. we also have a
pending GA and our core still have to talk about it further. full
length productions usually takes time and enough resources to
polish the flow of the storylines and relate it to current affairs.
Yes, big help ang sponsorship on our org. we partner up with
other organizations but it's not always moneytary units ha
sometimes they sponsor food or publications.
Yes po since teatro dayaw is a non-profit organization, what we
do is our marketing heads composes letters for either
sponsorship, solicitations to send out via email or directly, pero
minsan our ates (prev. core) nag-aabono pa sila from their own
pockets
General assembly/meeting, we gather our members to talk
about latest plans and kumustahan na rin. but before that we
make sure to validate the members' other commitments
Actually wala po kaming permanent na position, nagiiba iba po
yung assignment and roles po namin sa kada production po. I
hope that answers your question po
33
Picture 1. Screenshots of performances, artistic contents, and activities from Teatro Dayaw’s

Facebook page.

Picture 2. The sold out production of Teatro Dayaw before, “ulog na ba ang mga bata?”

34
Picture 3. The music video participation of Teatro Dayaw.

Picture 4. The poster of the Virgin Labfest 17 with the title, “Hinga”.

35
 Questions
Describe your organization. (Goals,
Vision, Mission, Core Values, and how it
started).
Who leads the Organization? Are there
also committees within the organization?
Answers
Isa kaming community theater sa
Fairview, established nung 2018 and
nabuo siya dahil napansin naming core
group na walang platform ng arts yung
mga kabataan dito sa Fairview. Ako
galing akong church so nakita ko na
marunong silang kumanta, umarte pero di
nila alam kung ano yung proper process
for theater so nasasayangan ako. Feeling
ko wala silang proper platform for it.
Binuo naming sya kasi kaming mga core
group magkakasama sa theater org nung
college gusto naming ituloy yung
ginagawa ng teatro saamin, like sinave
kami nung teatro noon.
Wala talagang formal way kung paano
siya nagsimula, hindi kami nagsulat ng
mga vision mission. Tinry namin yun pero
hindi rin nasundan. Di namin siya ginawa
as in parang company, it may sound
corny, but more like a family—like a
community, mas malaya. One of the core
values is always truth siguro. Lahat ng
ginagawa naming dula or stories
kailangan truth-seeking sya, based on
research. As of now, ako yung
tumatayong head ng organization.
36

Describe the leadership within the
organization. What type of motivations
are being implemented? Are these
effective?
Given that your organization is centered
on theater and performance, what specific tama ka, theater yung isa sa mga pinaka
internal changes have the organization
Walang committee inside the
organization. Meron lang yan kapag may
production kasi diba ang theater meron
yang departments. May nagkakaroon ng
head sa department like sino sa costume,
sino sa artistic theme.
Democratic leadership. Gusto kong
naririnig lahat ng insight and lahat ng
pinagdadaanan ng grupo bago kami mag-
decide. May mga times na pag urgent
within the core group pero pag walang
nagbibigay ng response, it is my
responsibility to decide. Volunteer group
kami, puso lang yung naging puhunan, so
yung motivation ng mga bata ang
motivation naming-- kung paano nagiging
pahinga ang teatro saamin, kung paano
naming naeexpress at lagi syang after a
show nangyayari feeling ko yung magic
ng theater or during the show mismo.
Pero kung ako tatanungin ang motivation
ko, nakikta ko yung growth ng mga bata
from someone na innocent sa ginagawa
nila to someone na sineseryoso na yung
art nila—nakakaproud.
Sobrang hirap nung nagpandemic, kasi
naapektuhan. Iba talaga pag live
37
gone through pre-pandemic and during
pandemic? E.g. Lack of communication
for the members which affects the over-all karamihan sa mga members namin ay
productivity.
How was the team going? Were there any
misunderstandings formed within the
organization? If yes, how was this
resolved?
audience. Tinry naming mag ka-online
pero ang mga naging problema kasi is
coming from a low-income family kasi
community theater nga kami diba.. so
walang mga wifi or walang mga resources
para maging effective yung
communication through zoom kasi laging
may nadidisconnect or hindi
nakakaattend. Iba kasi talaga yung
theater pag personal sya, isa talaga
siyang medium na personal dine-develop.
Nagtry kami mag adapt digitally pero
yung theater nagiging film sya which is
magkaiba na talaga siyang medium,
magkaiba na talaga yung practice nya.
Lack of communication really affected the
productivity of the team. Tinry talaga
naming mag-create ng content and para
meron pa ring expression yung mga bata
especially during this time , which is
pinaka kailangan ng art during crisis.
Kanina may interview dapat sa ABS-CBN
pero walang makapunta so sayang ang
opportunity kasi nagiging busy na…
feeling ko kasi January na, masyadong
busy. Yes, laging may misunderstanding.
Marami na kaming kagrupo na umalis
siguro dahil different sila ng political belief
38
 which is di talaga kami nagsusupport sa
magnanakaw pero may mga sumali na
nagulat akong ganoon, which is kailangan
niyang umalis kasi hindi yun ang vision
namin for the group. Kasi nga, again,
dapat truth-seeking ang art namin, so
bakit may member na maniniwala sa
historically revised na materials ang
nagbabase sa tiktok. So laging ring may
mis-understanding kasi collaborative ang
theater may lmga tao na may mga
paniniwalang hindi nila ma-adjust but at
the end of the day kailangan mag
collaborate. Isa ako, lagi kong sinasabi na
di dapat nag ta-talk back, again, theater--
malaya siyang space para pag-usapan
ang lahat, as much as possible we meet
para pag-usapan ang isang bagay na
nagkakaroon ng pagkakaiba ng opinion
except nga lang talaga pag ang opinion
mo naniniwala ka sa magnanakaw. Pero I
could proudly say na may nabuong
friendship dahil dito, na until now solid pa
rin sila.

Based on previous team works (past Yes, naging successful yung mga pa-
performances) can you say they shows, sa roi dun based and syempre sa
successfully took place? reflection ng mga bata, mukang naging
successful naman.

39
What other matters do you think the
organization needs to improve?
You have said that you have 3 co-
founders. May I know the names of the
others? And how did you all meet? How
do you disseminate works within the 4 of
you?
Does the organization also have a studio
or a common place? Where is it located?
Do yu also have regular meet-ups?
Are there any other organizations that
financially support you?
Consistency, pag nagplano kailanga
nmatupad sya in specific date. Resources
wise, again mga volunteer kami, walang
pera community theater kami. Kailangan
din naming i-improve yung art naming,
dapat every year yun ang gagawin.
4 members are, me, Princess Pol, Mhikuo
Jecino, and Patricia Resuta,. Nagmeet
kami, si Pat si Koy, kami yung magkaka-
org sa Teatro Kolehiyo ng Miriam. Si
Princess naman, sa church ko siya
nakilala. First, ako yung artistic director,
may marketing manager, VP, may
assistant artistic director tapos parang
may secretary. Pag nagbabago ang year
nag iiba rin designation pag kailangan.
No wala kaming studio, isa yun sa mga
pangarap. As in mga nomads kami.
Common place wala na since pandemic.
Regular meet ups na sinula 2022 thru
zoom, magkakaroon dapat ng prod pero
unfortunately di natuloy kasi dine-develop
yung script.
Every show kasi yung sponsoring. Pero
walang (big) funding, di rin namin
40

How many members does the
organization currently have? What is the
range of their ages?
How do you select members? Ano po
yung process niyo of recruiting members?
You have said that you were saved by
Teatro. In what way were you saved?
Knowing that the org is a community
theater, and it does not have a consistent
sponsor. Where do you get consistent
funds? Or do you base your prods
depending on the budget you have?
Figure 3. Alex Panaga’s first interview transcript with Teatro Dayaw.
inaattach yung org sa mga local
government organizations.
20 to 30 members. Ranges from 15- 26
years old.
Through audition.
Siguro ako lang makakasagot for this kasi
siguro iba yung rason nila and I think it is
something personal. Ako kasi I was
suffering depression that time and wala
akong outlet. Then nadiscover ko yung
theater and nagkaroon ako ng distraction
(from the bad thoughts). Pag nasa teatro
ka hindi ka nagiisip ng kung anu-ano kasi
constantlu gumagalaw yung utak mo.
Hindi siya consistent funds bale per prod
sya. Ang ginagawa naming marketing
talaga, naghahanap ng sponsors for a
specific prod. Hindi naman malaki
binibigay nila… as in maliit lang. Sadly,
kinukuha namin out of our own pockets
lalo na kaming core na nagwowork.
41
 SWOT Analysis of Teatro Dayaw

Strengths Weaknesses Opportunities Threats

● Participative ● No formal ● Filipino youth ● COVID-19 or

Members mission and are starting to Pandemic
● Effective and vision appreciate art. ● Theater is
experienced ● Lack of budget ● Organization viewed as an
leaders ● Lack of is getting underrated
● Firm on resources to attention from art.
political effectively adapt big ● Lack of
beliefs online establishment corporate
● Have good ● No s identity/
relationship studio/common ● Known by organizational
with school- place other art culture.
based ● Do not have a organizations
organizations proper and theater
management actor
team/strategy in aspirants.
social media ● Filipino people
accounts. clinged to art
for comfort
and hope
during the
pandemic.
● The
advancement
of technology
enabled other
theater groups
to stream
digital
plays/dramas.

Figure 3. The SWOT analysis of Teatro Dayaw.

42
 PEST Analysis of Teatro Dayaw

Political Economic Social Technological

● There is no ● The inflation ● Lack of ● Social media

specific throughout the interested helped the
policy/provisio years made it individuals to theater group
n that ensures difficult to pursue and to gain new
support/fundin avail the explore the audiences.Ho
g for theater necessary arts for a wever, they
groups props and career. still favor the
outside the space for the digital arts
mandate of production of ● Most present in
the theater plays individuals are film/television/
government or dramas. now internet.
cultural and That leads to interested in
art agencies insufficiency digital media
or of the shown in
organizations. performances. film/television/
However, internet rather
Article 17 of than in theater
the Philippine arts.
Constitution ○
encourages ○
the
government to
support the
growth of
Philippine
Arts.

● The health
protocols/polic
ies that the
pandemic
brought
caused delays
in the live
performances/
projects of the
group.

Figure 4. The PEST analysis of Teatro Dayaw.

43
Threat of Potential Competitive Threat of Bargaining power Bargaining power of
Entrants: Low Rivalry: Medium Substitutes: High of Suppliers: Buyers: Medium
Pressure pressure pressure Medium Pressure Pressure

● There are
● For private ● Direct ● High many ● Theater
entities- rivalry with threat of talented, performance
pandemic theater substitute passionate, s are one of
has slowed organizatio from non- and the under-
the return ns managed theater dedicated appreciated
of by productio Filipinos forms of art.
investment government ns such as that are
s due to , school- ballet, live needed in
large sum based, and music and theater
of few private ● Expensive
dance production
expenses. companies. theater
performan s. However,
● Inevitable ● Indirect tickets
ces, people in
expenditur rivalry with Orchestra, the creative
es Film Films industry
industry. are still
underpaid
(Nakadai,
2016)
which
becomes a
barrier for
people to
pursue the
field.

Figure 5. The Industry analysis of Teatro Dayaw.

44
REFERENCES

Price Cap for COVID-19 Rapid Antigen Test and Price Range for COVID-19 RT-PCR Test |

Department of Health website. (2020). Doh.gov.ph.

https://doh.gov.ph/advisory/price_cap_for_covid_19_rapid_antigen_test_and_rt_pcr_test

Teatro Dayaw (@teatro.dayaw) • Instagram photos and videos. (2018). Instagram.com.

https://www.instagram.com/teatro.dayaw/

VIRGIN LABFEST 17: HINGA - Cultural Center of the Philippines. (2022). Cultural Center of the

Philippines. https://culturalcenter.gov.ph/event/virgin-labfest-17-hinga/

45