Ateneo Celadon YES Report 2014-2015
Ateneo Celadon YES Report 2014-2015
Ateneo Celadon YES Report 2014-2015
TABLE OF CONTENTS:
I.
II.
III.
IV.
V.
VI.
Preliminary Information.2
i. Organization Mission and Vision2
ii. Direction and Thrust for the School Year...2
iii. Organizational Chart3
iv. Project Outcome...5
v. Financials.12
Evaluation of the Efforts...13
i. Organization Development13
ii. Core Competencies.17
Best Efforts for the School Year...21
i. Organization Development Effort.21
ii. Core Competencies Effort..22
iii. Synergy Effort..23
Conclusion.25
Signatories.26
Appendices27
I. PRELIMINARY INFORMATION
Organization Vision and Mission
Comprised of excellent culturally-oriented leaders rooted in Ignatian values and
Organization
Filipino-Chinese traditions, Celadon envisions a Filipino-Chinese community
Vision
geared towards nation building.
At Ateneo Celadon, our mission is to be an organization that inspires to
develop purpose-driven leaders for nation building through social change
Organization
imbued with Filipino-Chinese principles. Our passion for leadership
Mission
development and cultural-rootedness enables us to create a positive social
impact in aspects that only Ateneo Celadon can.
Organizational Chart
Ateneo Celadon accomplished its goals effectively for the A.Y. 2014-2015. It would not have
been possible without the effective and efficient task management afforded by the
departmentalized structure that the Executive Board has. Cultural Affairs, External Affairs,
Financial Affairs, and Human Resources managed the projects under them well.
Communications and Publications delivered the promos and documentations with style.
Corporate Relations threw in heavy support to obtain the marketing targets for the projects. All
six departments achieved their function with the robust leadership from the President and
Executive Vice President.
Late last academic year, the organization underwent restructuring, especially in the Executive
Board level. To bolster the strengths of the current structure, the Executive Board approved of
the partition of the Communications and Publications department (CNP) into the
Communications department (COM) and the Publications department (PUB) respectively. In
order to maintain the stability afforded by the current years structure, when a position for the
Vice President of Publications was opened, the Associate Vice President slots that were two
under the original CNP department were split between the two new ones. The overall result is an
Executive Board in the A.Y. 2015-2016 that is 19-men strong.
Key changes were as follows:
1) Division of the Communications and Publications (CNP) department into certain
departments into the Communications department (COM) and the Publications
department (PUB) respectively.
2) In replacement of the CNP VP and CNP AVP, introduction of four next Executive
Board positions: Vice President for Communications, Associate Vice President for
Communications, Vice President for Publications, and Associate Vice President for
Publications
The rationale behind this move involves the following: workload, leadership, and influence. The
workload within the original department was heavy, involving the disparate disciplines within
promotion (i.e. graphic design, photography, web development) and publication (i.e. journalism,
creative writing, layouting). Expanding the organizations operations is a must, especially with the
incoming 30th year anniversary of Ateneo Celadon. Furthermore, the leadership needs to
understand the various disciplines within the department under their supervision; therefore,
there is no better way to go forward but a partition.
With this set-up in mind, the COM department can focus more with the information
dissemination and the public relations activities that are inherent with it. More attention can be
paid to the alternate avenues for communication that have not seen as much growth, such as the
Celadon Website, EDSA Board, e-mail blasts, and newsletters. The PUB department, on the
other hand, can focus on promoting the organizations events indirectly through timely article
posts and on documenting the events.
The publication will also write much content that will represent the voice of the Celadoneans
and will pique the interest of Ateneans. The materials made in the new PUB department will also
be published in print, extending the reach of the organization, as a method of fulfilling its
primary function of spreading the Filipino-Chinese culture. The result is a potentially influential
two-pronged approach to greater visibility that bolsters what Ateneo Celadon stands for.
The revised organizational chart is as follows:
President
Executive Vice
President
Communications
Department
Publications
Department
Vice
President
Vice
President
Associate
Vice
President
Associate
Vice
President
Cultural
Affairs
Department
Vice
President
Corporate
Relations
Department
External
Affairs
Department
Financial
Affairs
Department
Vice President
Vice President
Associate
Vice
President for
Cultural
Advocacy
Associate
Vice
President
Associate Vice
President for
Organizational
Partnerships
Associate Vice
President for
Socio-Civic
Action
Associate Vice
President for
Cultural
Integration
Vice
President
Associate
Vice
President
Human
Resources
Department
Vice
President
Associate Vice
President for
Leadership
Formation
Associate Vice
President for
Membership
Involvement
Project Outcome
Date
25 January 2014
Project
Great Binondo
Amazing Race
27-30 January
2014
12 February 2014
11-14 February
2014
24-27 February
2014
22 March 2014
Year-end Ball:
Summer Nights
Dream
29 March 2014
Alumni Gathering
Social Change
through Business
Youth Forum
31 May 2014
Celadon REACH:
Kwelang Pa-eskwela
30 June - 4 July
2014
Recruitment Week
9 - 12 July 2014
Celadon Festival
(CelaFest)
1 August - 13
September 2014
Junior Manager
Program (JuMP)
2 August 2014
Celadon REACH:
AFICS Tree Planting
20 August 2014, 3
September 2014
22 January 2015,
30 January 2015
Marketing Seminar
Series
6 September 2014
National Social
Enterprise Congress
6 September 2014
Celadon REACH:
Cooking with Mama
10 September
2014
Finance Seminar
10-12th
September 2014
Mid-Autumn Festival
15-19 September
2014
Teachers
Appreciation Week
(TAW)
September
October 2014
Shirt Selling
24-26 September
2014
Photoshop Workshop
27 September
2014
Alumni Gathering
4 - 5 October
2014
AFICS Absolute
Leadership Seminar
Marketing Executives
Program
7 - 8 November
2014
Leadership
Development
Program
22 November
2014
Movie Screening:
Mockingjay Part 1
29 November
2014
Celadon REACH:
Class Host: Lights for
Hope
13 December
2014
Celadon REACH: In
partnership with
Speeds Sparkle
13-14 December
2014
Santas Attic
Christmas Bazaar
10 January 2015
Strokes
17 January 2015
Taipan National
Business Summit
10
24 January 2015
Celadon REACH:
Balancing the Yin and
Yang
25 January 2015
2 February 2015
Great Binondo
Amazing Race
Year-long
Elements Privilege
Card
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Financials
Summer and First Semester School Year 2014-2015
Ateneo Celadon
Statements of Receipts and Disbursements
Summer and 1st Semester, SY 2014-2015
DCB Fund Report as of September 13, 2014
DCB Fund Beginning Balance, as of April 1, 2014
124,354.02
15,000.00
--30,276.19
45,276.19
Organization Activities:
Recruitment Week
Less: Recruitment Week Expenses
Quarter Games Expenses
CelaFest Expenses
Mid-Autumn Festival (Sponsorships)
Seminars (Planning / Transition / Formation)
Expenses
Sponsorships
Total Revenue (Expenses) for Organization
Activities
45,600.00
(2,837.50)
42,762.50
(1,858.40)
(4,522.00)
75,000.00
(34,926.19)
196,000.00
272,455.91
317,732.12
4,000.00
II. Disbursements
Marketing Seminar Expenses
Mid-Autumn Festival Expenses
Teachers Appreciation Week Expenses
Outreach Expenses
Chinoy Magazine
(2,000.00)
(118,764.00)
(29,676.00)
(10,000.00)
(1,500.00)
(157,940.00)
159,792.12
Note: The Statements of Receipts and Disbursements for the 2nd Semester of School Year
2013-2014 can be found in page 43 (Appendix O).
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Status:
Not Achieved
1 2 3 4
5 Achieved
Success Indicators:
1. To be able submit all proposals of the projects included in the Activities List before
Recruitment Week.
2. To be able to receive reports and/or presentations from the project managers about their
final ideas, preparations, and plans at least two (2) weeks before the actual project date.
3. To be able to deliver constructive post-project evaluations of all projects within two (2)
weeks after the project date implementation to assist not only the managers of the
upcoming projects but also the next set of Executive Board.
Explanation
Impact on Participants
Generally, the organization was able to meet The accomplishment and submission of project
almost all the goals laid out for the year.
proposals before Recruitment Week ensured
that the process and execution of the project
Project proposals for all pre-planned events would be at the optimal efficiency and
were all submitted to the Office of Student convenience. With projects being planned
Activities before Recruitment Week. We have beforehand, additional improvements were
been the earliest among the rest of the made possible and cramming will not be much
organizations
in
submitting
these of an issue.
requirements.
With project managers required to give a
The organization remained consistent in presentation on their plans to the Executive
having project managers present and consult Board two (2) weeks before the project
to its Executive Board their plans for the execution date, there was an assurance that
projects they are handling within two (2) projects were aligned with the goals and thrust
weeks prior to the event itself. These are of the organization. The comments and
usually integrated into the Executive Boards suggestions given from each departments
weekly meetings; however, some had to be perspective also helped the project managers
scheduled on different days so as to further improve the project by ensuring that it
accommodate more project presentations and can be impactful both to the members of
consultations.
Celadon and the Ateneo community.
Constructive post-project evaluations were
done for all major projects, as well as most
minor projects. Though usually these
evaluations were accomplished past two (2)
13
weeks after the conclusion of the project, the managers will be able to have a strong gauge of
in-depth evaluations made compensated for their projects, guiding them to head them to
the delay.
each projects optimum potential. Provided with
these evaluations, project managers will have
access to information that will surely allow them
to improve the previous projects and improve
them by making each bigger and more
innovative.
Recommendations:
1. Consistent updates through a clearer monitoring system to track the progress of projects.
2. Continually enforce the usage of the standard project evaluation template and
submission of the evaluations to the respective Executive Board members.
Status:
Not Achieved
1 2 3 4
5 Achieved
Success Indicators:
1. To be able to generate at least eighty five thousand pesos (PHP 85,000) from cash
sponsorships.
2. To be able to generate at least forty five thousand pesos (PHP 45,000) net income from
new fundraising events.
3. For all actual net profit of projects be greater than the estimated budget. Subsequently,
net losses should be less than the estimated losses of projects.
Explanation
Impact on Participants
This year has been great for Celadons Because of the inflows from new major
financial and fundraising endeavors.
fundraising activities and sponsorships of
Celadon, its projects have been well-funded. In
As of the most recent tally, the Office of addition to that, some projects have been
Corporate Relations of Celadon has garnered revamped in order to make them self-sufficient.
a total of PHP 156, 000 worth of cash
sponsorships from various companies and The Corporate Relations Office has been very
organizations. This is more than 90% more successful and has set a new benchmark on the
than the goal of PHP 85,000 this year. There number of sponsors gathered by a single
are still ongoing dealings with different organization. The competence and dedication of
companies, and the possibility of getting more the said office and its affiliates paved way to this
sponsors for our events are high. The success success. Because of this, projects gained more
of these partnerships may be attributed to the attention from the Ateneo community and as
utilization of a Yearlong and Semester-Long well as contributed to the success of these
(for both First and Second Semesters) projects. Projects were more impactful due to
Package.
the resources from the established partner
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Recommendations:
1. Capitalize on the upcoming 30th year of Ateneo Celadon in order to draw the attention of
more sponsors and new fundraising projects.
2. Continue offering yearlong and semester-long marketing packages to attract more
companies.
3. Come up with more fundraising activities that will cater to a bigger market outside
Ateneo.
Status:
Not Achieved
1 2 3 4
5 Achieved
Success Indicators:
1. To be able to have at least five (5) outreaches for the whole year.
2. To have project tie-ups with at least ten (10) organizations both within and outside the
Ateneo within this school year.
3. To have project at least two (2) alumni gathering per year.
Explanation
Impact on Participants
All the success indicators were met. This year, The Celadon REACH seven-part outreach
we have established the Celadon REACH program was able to impact several
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3. Continue to have at least two alumni gatherings for the year so that the current
Celadoneans can still have the opportunity to build relations with the alumni and also
create an avenue wherein the alumni can financially support the organization.
Core Competencies
Goal: Emphasis on Nation Building through
Social Change Imbued with Filipino-Chinese
Traditions and Principles
To develop Celadonean leaders into becoming
catalysts of change in the greater Philippine society
integrated with the different aspects of FilipinoChinese traditions and principles.
Status:
Not
Achieved
1 2 3 4 5 Achieved
Success Indicators:
1. To have at least seventy-five (75) Celadon members in total attend all the outreach-related
projects of the Ateneo Celadon.
2. To have at least two hundred (200) people attend each Financial Summit of Ateneo Celadon
for developing nationwide financial literacy in the greater Philippine community.
3. To be able to organize at least three (10) training modules throughout the year with at least
twenty (20) participants each.
Explanation
Our first core competency is exhibited in these
newly established projects namely the REACH
Program, the Business Summits, and the increase in
Training Modules we have this year.
For our REACH Program, 84 of our members
attended the series with the first two outreaches
having the most number of participants. The
decline of participants over the rest of the outreach
series can be attributed to other major Celadon
projects getting some of the participants and
academic fatigue. However, this number is a
significant increase from last years number of
approximately 20 participants in total. This marked
a 320% increase in member participation in our
socio-civic actions.
Impact on Participants
The REACH Program was able to
provide our members a perspective on
how it is to create value for others
through modern Filipino-Chinese culture
such as entrepreneurship. By using what
they learned from their classes, they were
able to apply it in our partner
communities, and as such, find a way to
be of social significance through the use
of their inherent heritage.
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Recommendations:
1. Increase the number of outreaches so that more members are able to attend and
experience what it means to help through their Filipino-Chinese culture.
2. Further improve the quality of existing national conferences to reach out to more people
and thus, be able to create a greater social impact.
3. Continue redefining on what it means to be modern. Modern Filipino-Chinese culture
is what it means to be relevant and to be able to cut across boundaries to create positive
social impact.
Goal: Exposure and Involvement of Modern Status:
Filipino-Chinese Culture into the Greater
Philippine Society
Not
Achieved
To promote a better understanding and
appreciation of the relevance of modern FilipinoChinese culture in the context of todays Philippine
society by providing external stakeholders avenues.
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1 2 3 4 5 Achieved
Success Indicators:
1. To be able to organize at least a five (5) part series that will introduce and raise awareness
on the different Chinese cultural traditions and events to the greater Ateneo community.
2. To be able to gather at least fifty (50) Ateneans to participate in an Ateneo-wide Celadon
event that aims to share traditional Filipino-Chinese culture that is celebrated with a modern
twist.
3. To be able to organize a school-wide event that promotes and encourages having good
values rooted in the traditional Chinese experience, for the benefit of the Filipino
community.
Explanation
Our second core competency is seen through
our increased efforts in making FilipinoChinese Culture relevant and visible to people
outside the organization. First is the media
exposure by revamping our website and
newsletter so that we can raise awareness of
the various Filipino-Chinese traditions.
Besides that, we are re-launching our
magazine and renaming it Elements as an
added means of raising awareness of the
organizations advocacies in the Ateneo
campus.
Impact on Participants
The impact of these projects is namely the
increase in relevance and the greater
understanding of the organization. It enabled
the Ateneo community and those outside
Ateneo to realize that Celadon is not just about
celebrating age-old traditions, but it is also
about transcending itself towards what is
modern and what is impactful. This is to show
that Celadon, through its projects, can also
make a difference in society using the FilipinoChinese traditions, which are inherent in its
members and projects.
These projects have shown that the FilipinoChinese Culture is rooted on significant positive
social values. Projects and initiatives this year
show that Celadon has gone beyond what is
normal and what is stereotypical to create a
social change that will benefit our members and
non-members, and thus contribute to building a
Lastly, we had the Teachers Appreciation Greater Philippine Society.
Week, which is an annual schoolwide event
that encourages having good values directed
towards the faculty and staff of the LS
Community, which is in line with the
Confucian teachings. This is also in
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Description of
the Effort
Objectives
Results and
Evaluation
21
Description of
the Effort
Objectives
Results and
Evaluation
Mid-Autumn Festival
The Mid-Autumn Festival is a Filipino-Chinese tradition that is celebrated
every year in the Philippines and around the world. The unique aspect of
the Chinoy MAF is on how it has assimilated itself into the Philippine
setting. This years festival was divided into two parts. The first being a
Chinatown set-up that was situated in the Zen Garden. The second was the
Culminating Dice Game, which was held in the Leong Hall Roofdeck.
The Chinatown set-up showcased the Mid-Autumn tradition by setting-up
booths and activities that related to the mythological story of the festival
itself. The activities all aimed to increase knowledge, awareness, and
interest on what MAF is, and on how the Filipino-Chinese community
celebrates it. The culminating celebration of the Dice Game provided the
members of the Ateneo community a chance to bond, eat a delicious buffet
dinner, and win quality prizes from the game and raffle.
The project aims to provide interactive activities that will foster positive
and deeper awareness, understanding, and appreciation of Filipino-Chinese
culture and way of life. Likewise, it also aims to form and promote a
contemporary Chinoy culture that is more relevant to Filipino society. And
finally, it aims to provide a venue wherein the entire Ateneo community
can bond and have fun at the same time.
The results of the Mid-Autumn Festival this year are positive. During the
morning event, people were effectively engaged in the different activities
that the booths provided. Since the activities in the booths were related to
the reason behind MAF, the participation of people was able to strike two
birds with one stone. At one end, the project was able to reach out to as
many people as possible. On the other, these people either learned more or
deepened their knowledge and or appreciation for Filipino-Chinese culture
and tradition. To add, this years event had a number of sponsorsboth
cash and x-deal alike. MAF was able to maximize these sponsorships by
using x-deals as prizes and using cash as a means to fund the project itself.
A major improvement with this years Mid-Autumn Festival is the
considerable improvement in the culminating night. For one, the events
250 tickets were quickly sold out before the event even culminated.
Second, the prizes this year have greatly improved. These prizes included
Lock & Lock containers, various brands of chips and drinks, bluetooth
speakers, and a grand prize of a brand new, top-of-the-line Xiaomi Mi3
cellphone. Amidst the mountain of expenses, the project was able to earn
money that helped fund the upcoming projects of Ateneo Celadon. To
conclude, this years MAF was able to touch the lives of various Ateneans
by providing them a venue to bond, dine, and have fun both in the weeklong and culminating event. Considering all these, Mid-Autumn Festival
2014 was surely a successful event.
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Synergy Effort
Name of the
Effort
Description of
the Effort
Objectives
Results and
Evaluation
The token that was given to the teachers was a school specific (SOH,
SOM, SOSE, SOSS) lanyard. The lanyard design focused more on the
school identity, rather than on the Celadon branding. In this light, TAW
this year wanted to give a token that was more genuine in showing
appreciation. The special awards that this years TAW crafted leaned more
towards characteristics exhibited by certain characters in the movie Kungfu Panda. In this light, Teachers Appreciation Week returned to its very
core of being an occasion celebrated with a culturally Chinese undertone.
The project aims to increase the awareness of the Ateneo community
regarding the life, virtues, and teachings of Confucius. Along with this, it
also aims to provide students with an avenue to express their gratitude
through votes and gifts. Finally, it aims to engage the Ateneo community to
a festive occasion that is both culturally rooted, and socially relevant.
The results of Teachers Appreciation were quite positive. During the
distribution of tokens, Ateneo Celadon was able to prepare all of the
tokens a few days before the actual distribution of gifts. In terms of the
actual distribution, a manageable system was set-up to help facilitate a
method that helped with both inventory and accountability. The
distribution of the lanyards was made possible through the efforts of the
different people Celadonean and non-Celadonean, who wanted to give
back to their professors. At the end of the week, all the professors of the
Loyola Schools were given a token.
To add, special awards were also given to professors who were nominated
and voted for by the general student population. These awards did not just
come in the form of certificates; some professors also received gift
certificates (GCs), notebooks, and the like, from our different sponsors.
TAW basically used the sponsorships to either spend for the tokens, or to
use the ex-deals as special tokens. Among the unique trademarks of this
year's TAW is the concept of Teachers of Ateneo, which garnered
massive attention in social media. It is basically patterned to Humans of
New York and teachers were interviewed on different aspects about their
lives. Quotations and pictures of professors receiving the token and awards
served a function as an advertisement for the event itself.
The presence of Confucius was also given extra effort to this year. Celadon
posted different quotes and trivia about Confucius regularly to inform
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IV. CONCLUSION
At the end of its 29th year, Celadon is now truly A Greater Celadon because of the thrust and
direction implemented by the leadership this year. We have achieved new and greater heights
because of several innovations and initiatives that were established this year. This year, we have
strengthened internal member development. Because of this, we have had a record breaking
900+ members, which is the most in Celadon history. Adding to that, we have around 90+
project elites, which is also the highest in history. We created the Executive Office as well, which
is directly under the President and Executive Vice President, to spearhead new initiatives
pertaining to the thrust of the organization.
For membership involvement, the Executive Office made the Celadon Choir, Celadon
Basketball Team, and the Celadon Dance Troupe to give our members a role in the organization.
This is to supplement current HR initiatives to boost their morale and loyalty to the
organization. We also made our existing projects grander in scale, which is clearly seen in our
projects such as the Mid-Autumn Festival and Teachers Appreciation Week to cater towards our
increased membership. There is also a planned team/coalition for Sanggunian affairs, which has
been shelved due to lack of manpower.
Besides membership development, we were able to become relevant to the Ateneo and outside
community as well. As said earlier, we established several groundbreaking social business
summits (Taipan, NSEC, SCYBF) and the REACH Program to enable us to realize this goal and
create a positive impact to the community. We also have supported initiatives such as AFARM
and the like to showcase our intention in becoming relevant and of social significance.
Lastly, externalization was at its height in this term. A total of 19 inter-organizational
partnerships, the most in Celadon history, were achieved this year. This has allowed us to
significantly increase our reach and expose us to more people. This has also allowed us to follow
through on our thrust with most of the partnerships being socially relevant. Partnerships with
these organizations have allowed us to create the FedRun, which is the first run we have coorganized and brought in a total of 13,000 runners. Besides FedRun, it has allowed us to create
high school chapters, which were never done before. Complementing this with our revamped
online tools and our re-launched magazine, we believe that we were able to share our advocacy
effectively and give our members various chances to develop themselves as well.
This year truly has been a year of strong growth and strong initiatives. Celadon is no longer a
sleeping dragon but a dragon ready to become of greater purpose. Hopefully, with this
expansion of capabilities and resources, Celadon will be closer in achieving its vision in creating
the luminaries and game changers of tomorrow through modern Filipino-Chinese principles and
traditions.
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V. SIGNATORIES
___________________________
Aldrin Derrick Chua
President
___________________________
Monique Juliane Ocampo
Executive Vice President
___________________________
Kimball Tan
Vice President for Financial Affairs
___________________________
Erwin Dizon
Vice President for Cultural Affairs
___________________________
Sidney Bata
Moderator
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VI. APPENDICES
Appendix A: Midyear Performance Letter
27
28
29
30
31
32
33
34
35
36
37
38
Take in consideration that the week before your event should be purely an orientation
for the volunteers and EB members.
Retain the system wherein one person is in charge of the webpage at all times.
Retain the system wherein nominees will get gifts as well.
39
40
41
Culminating Event/Evening
Overall Project
250 Attendees
P96,000 Worth of Prizes
P35,000 Raised through Project Fundraiser
42
43
44