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Strategic Changes

STRATEGIC CHANGES

In its desire to give quality service to its residents, Hospicio de San Jose, for the past five years, has been undergoing strategic changes.


Administration and Organization


VMG and Policies

 


During a joint planning session with all DC Social Service Institutions, Hospicio de San Jose revised, revitalized and updated its Vision-Mission-Goals (VMG) to realign its mission with the four priorities of the DC Philippine Province. In line with its new VMG, Hospicio came up with a three-year Strategic Plan.


To ensure that the whole community — management, employees and residents as well as donors and guests — would move in the same direction, Hospicio’s Vision-Mission- Goals were posted along the corridors and in the recreation areas. A large Organizational Chart was placed in front of the Administrator’s office. During their formation sessions, the residents were oriented about the new VMG and urged to memorize these so they would be able to recite the VGM when asked to do so. Vision and Mission of Hospicio De San Jose


Functional Organizational and Management Structure

 


Another significant accomplishment was the revision of the 2003 Manual of Operations, the Organizational System/Chart and, consequently, the job descriptions at all levels. These were revised to ensure the smooth flow of subsidiarity, greater participation, better co-responsibility and more accountability.

 


Today, the management staff members provide leadership, guidance and support in their particular are of service, as well as in other aspects of operations through the regular meetings of the Administrative Council.

 


To cement the practice of subsidiarity, co-responsibility and participation, lay partners have been trained and empowered for management in key areas.

 


The four are the Head for Social Services, the Human Resource Development Officer, the Home-Life Coordinator for Persons with Special Needs, and the Head Nurse for the two nurseries. Core Values of Hospicio De San Jose


Financial Resource Management


In its latest organizational self-assessment, Hospicio gave itself a "Very Satisfactory" rating for financial resource management, which included internal control and procedures. In actual practice, receipts are documented by ORs registered with BIR, and check disbursements are supported by pre-numbered check vouchers. Checks and balances are in place with different people designated as the approving officer for disbursements, the bookkeeper and the cash custodian. An annual audit is conducted by an independent CPA and supporting documents of financial transactions are properly maintained. The annual budget is approved by the Board at the beginning of the year. Four books are properly maintained and promptly updated. An Administrative Services Handbook stipulates financial policies and procedure following the principles of accounting/internal control. Moreover, administrative expenses do not exceed 20% of the budget. The bulk of the budget, 80%, goes to program management.

 


Regular sponsors have committed to answer for the education of Hospicio's schooling children. Other commitments that are persevering come from HELPAGE, London, for the Program for Older Persons and the Jesus del Rosario Foundation for the Crisis Intervention Center; the Ca- puchin Province of St. Joseph Saudi Arabia, for the Semi- Independent Group Living Program; and the Rotary Club of Manila for the Occupational Therapy Program. Each of these foundations receives an annual or quarterly report (as stipulated in their respective Memorandums of Agreement). Donated goods are properly receipted, documented and disbursed in an organized manner. Five storage rooms have been constructed or repaired to ensure proper classification of goods in order to monitor expiration dates and to avoid unnecessary cash expenses. At every Board meeting, an inventory is provided to the Board with the corresponding monetary equivalent of the goods at hand. Some donors prefer to give in kind rather than in cash and Hospicio has joyfully received their gifts because these have freed Hospicio from a lot of actual cash disbursements. However, Hospicio's management is aware that to be a Center of Excellence, a certain stability of funding has to be achieved.



sponsored-student

Sponsored-student Irene Palijaro on her graduation from Adamson University is accompanied by Sr. Victoria Palencia, DC, of Hospicio.

 

donation
The Philippine Shiakha Club, Inc., donated  rice, canned goods, toys and clothing on October 3, 2010.


Material Resource Management


Hospicio's management has moved slowly but consistently with its reconstruction and renovation plans to improve the living quarters of all residents, the work place, and recreation and study areas so as to create an environment conducive to productivity and contentment.

 


Responding to the needs of the times as manifested by the increase of admission of infants and toddlers, Hospicio has built another Nursery for babies from 0-6 months and adjusted the facilities of other dormitories to suit the needs of younger children.

 


Foremost was the eradication of the daily flooding in Hospicio. Because of its low-lying drainage system, every high tide, waters from the Pasig River inundated the grounds and passageways of Hospicio. Three flood control systems were established in a span of three years. Since 2008, except for the devastation of typhoon Ondoy due to extraordinary circumstances, Hospicio was finally liberated from perpetual flooding.


Hospicio was also able to buy two emergency generators, thanks to donations after Ondoy.


Moreover, in the past, big barges would bump into the island's river walls.


With the assistance of Mayor Alfredo Lim of Manila, lights have been installed along the perimeter wall and the retainer wall has been repaired. With the able assistance of 14 Janitorial Staff, all dormitories and the surroundings have been maintained such that Hospicio's cleanliness, order and beauty are often noticed and affirmed by visitors and donors.


Human Resource Management and Development


A personnel handbook was developed containing all pertinent information such as: VMG, Core Values, Organizational Chart, general provisions and policies, terms of employment, types of employment, compensation and benefits, policies on severance of personnel, personnel discipline, grievance committee, training and development program, staff recognition and awards program, and safety management procedures. An introduction to its contents is a significant part of the orientation for newly hired personnel.


Hiring of Qualified Professionals & Skilled Workers

 


Hospicio through the years has endeavored to enhance and sustain the professional level of its personnel. Nurses and midwives staff the two nurseries. Aside from three clinic staff, nurses were similarly placed in all critical departments like the Dormitory for the Elderly and that of Persons with Special Needs. Bachelor’s degree holders were placed in the dormitories as house parents to ensure the holistic formation of the children.

 


More skilled professionals were hired to meet the standard requirements in terms of number of persons served and to respect the universal law of work. At the end of 2004, there were only around 97 employees; today Hospicio has 124 employees and 17 volunteers.

 


Added to the work force is the presence of many nursing affiliates, physical and occupational therapists, social work students and caregivers on practicum. Hence, individual care and attention is provided for almost all residents. The extensive experience gained at Hospicio at all levels (from pedia to geria) has been the strongest factor for the influx of practicum students.

 


A big investment was channeled on empowerment of the Lay Partners in Mission through trainings and seminars related to their area of education and responsibility. Selected personnel underwent an intensive three-summer training program on Vincentian Spirituality in order to create and sustain a culture that facilitates the living out of the Vincentian spirit of humility, simplicity and charity. They, in turn, cascaded their learnings and insights to the rest of the personnel and beneficiaries.

 


To prepare for the eventuality and possibility of admission of infants and children of parents living with HIV-AIDs (due to repeated appeals from government hospitals), a team of nurses, midwives, social workers and house parents who volunteered to undertake this mission received a thorough training on Caring for Children (either affected or infected with HIV-AIDs) not only here in the country but also in Vietnam and Thailand where they got valuable hands-on training and experience. Continuous dialogue and meetings with the Core Group and the doctors of the government hospitals are conducted. The facility for children with infectious diseases has been renovated and is ready to welcome its first residents.

 


The Annual Personnel Recognition Awards Event — featuring such awards as the Vincentian Service Award, the Outstanding Employees Award and other special categories — was established to recognize the efforts of those employees who demonstrate outstanding performance, exhibit a positive and supportive attitude, and exemplify the Vincentian virtues in the performance of their duties. It also recognizes employees who have served the institution for 5, 10, 15, 20, 25 and 35 years of fruitful and loving service.

 


This area of Administration and Organization was the highest rated during Hospicio's latest accreditation.

 

learning in vietnam

Learning from Vietnam how to take care of infants and children affected or infected by HIV-AIDs.

hands on training in thailand

Hands on training in Thailand on how to care for kids with HIV-AIDs.

 


PROGRAM MANAGEMENT


A realignment of the Social Workers’ case loads focused on efficient and effective service delivery. Hence, the unit designated three Social Workers for the Adoption Program, one for the Temporary Shelter Program, three for the Program for Older Persons, two for the Program for Persons with Special Needs, one for the Crisis Intervention Center and one for After-Care Services.


Program implementation is going according to Plan and is evaluated every six months.


The unit also has an established system of linkages with government agencies, NGOs, LGUs, hospitals, schools, etc., in implementing programs.


Monthly Accomplishment reports are submitted by the staff to their Department Heads and a semi-annual accomplishment report is submitted and shared by each Department Head during the Administrative Council meeting.

CASE MANAGEMENT


A Case Load Inventory is conducted regularly to facilitate fast-tracking of cases. Hospicio makes sure that case study reports are updated. Case management through the inter-disciplinary approach has been intensified.

 


While in residence, the children are provided with an array of services to help them grow and develop until they are entrusted to their adoptive parents, re- integrated with their birth families or placed in alternative parental care appropriate to their circumstances.

 


Aside from residential care and home life services, the residents are provided with health services, education, pastoral care, socio-cultural and spiritual formation, Psycho- Social Care Services like psychological/ psychiatric evaluation, developmental assessment and counseling services. A clinical psychologist and a counselor comprise the Social Service Staff.

 


Individual Physical Therapy sessions have produced for the elderly a marked improvement in their health conditions and prevented complications arising from any ailment. Individual Physical Therapy sessions for special children have resulted in an improved capacity for mobility, sitting balance and tolerance.

 


Occupational therapy for the elderly has resulted in a significant decrease of edema cases, increased hand manipulation skills, grip strength and postural stability. Occupational therapy for persons with special needs has produced a decrease in tactile, proprioceptive and vestibular hyper/hyposensitivity, a decrease in self- stimulatory and self-injurious behavior, and improved attention span, impulse control and frustration tolerance. Articulation and language training were fully implemented for persons with special needs.

 


Persons with special needs were grouped according to their level of functioning. The highly functional special adults were mixed with the youth in the Semi-Independent Group Living Program. They get allowances in exchange for the minimal jobs that they perform.

 


SPED classes are conducted in-house while the blind and deaf children attend classes at the Resources for the Blind and the Pasay School for Deaf and Blind.

 

detergent making


Detergent-making, candle-making and silk-screening are some of the occupational therapy activities for the aged and functional special needs persons.

 

sped class

SPED class for special students.

 

TOOLS AND TECHNIQUES

 


Monthly formation sessions for personnel served as a venue for review, exchange and discussion of the Manual, the Organizational Chart Program Policies, and the General Provisions and Policies Governing Human Resources. Clear and frequent communication/dialogues between the Management and personnel have created a harmonious and peaceful environment conducive to efficiency and productivity. Basic Ecclesial Community Sessions in the different dormitories served as a venue for information dissemination and giving feedback.

 


Constant follow-up, even informally, of the cases with the Social Workers has produced a very satisfactory output and performance with regard to the children and youth. Regular evaluation of the plan has resulted in an 80% to 90% accomplishment by the end of the year.

 


Education of the Donors/Benefactors has produced good results. In the past, the resources of donors were spent on endless parties for the residents and on unnecessary gifts. Since 2005, Hospicio has steered donors towards giving what Hospicio residents really need. When visitors or donors ask how they can be of help, they are given a list to choose from. This list is constantly updated. Donors appreciate this because they are assured their donations are rightly used and are necessary. The community's prayer for its donors and benefactors at daily Mass is the secret behind Hospicio's financial sustainability. "No matter what human efforts we exert, without the hand of God moving the hearts of people, we would fail in our mission," said Sr. Corrie.

 

RESULTS

 


A clear delineation of roles, functions, lines of accountability, job descriptions, etc., in the Manual of Operations and in the Organizational Chart have facilitated the principle of subsidiarity and empowerment. It has enabled the practice not only of subsidiarity but also of participation, dialogue, co-responsibility, etc.

 


The five years spanning 2005 to 2009 have been characterized by a high level of performance in the area of case management, which has resulted in a marked increase in the placement or movement of children, especially in the fast-tracking of cases of abandoned or surrendered babies who are up for adoption (74 placements from 2005 up to 2009) and the return of children to their birth families. Their improved work place has also raised the output of the Social Workers and other staff.

 


The inter-disciplinary approach in case management has kept all the staff motivated and inspired to do their part to facilitate delivery of quality services. Constant information between the staff in-charge of storage of goods and the Public Relations Officer, from whom prospective visitors and donors make their inquiries, has resulted in greater provision of basic goods, hence decreasing purchase expenses.

 


The investment placed on lay empowerment through trainings and seminars has brought about greater competency, efficiency and responsiveness to Mission. The personnel, steeped with the Vincentian Spirit, are able to go beyond the four walls of the institution and are always ready to respond to Disaster Management. The commitment that the task often demands of them was most apparent when Typhoon Ondoy flooded Metro Manila on September 26, 2009. High drama took place in Hospicio as this special insert shows.

 


Hospicio’s Social Workers have assisted not only the DC Philippine Province but also the local DSWD units in the assessment of victims of national calamities, starting from Guinsaugon, Leyte, to Albay and recently in Botolan, Zambales. Similarly, the institution has structured its Advocacy activities for Justice, Peace and Environmental Integrity, and the personnel and clients have participated actively in these activities.

 


Hospicio has also received positive feedback regarding the adjustment of children to their adoptive families. Letters from adoptive families spoke of their gratitude for the quality of care given to the children. Adoptive parents have been very appreciative of the manner by which we do the entrustment rite. Hence, it was not hard for us to solicit testimonies from them for our Bicentennial coffee table book entitled Cradle of Hope. Reconnecting with our adoptees and their adoptive parents, as well as with our Alumni, has aroused a sense of commitment towards their first "Cradle of Hope — Hospicio de San Jose."

cradle of hope

 


In October, the Department of Social Welfare and Development recognized Hospicio's efforts to give quality care of its residents. Following the DSWD’s re- accreditation visit, Hospicio has been granted Level II Accreditation for four years. Hospicio is the first child caring agency in the Philippines to receive that level of accreditation.

 

proud to be from hospicio