SMS Worldwide: World Villages for Children Development Updates

Good News: Click the links below for the latest news and development updates regarding the World Villages for Children founded by the Servant of God, Msgr. Aloysius Schwartz.

Sao Bernardo Day Care Center and Medical Clinic in Brazil

Wee Center inaugurated in April

Women's Training Center opens in Guatemala City

Our boys are excited about their new soccer field!

Thanks a lot to all our beloved donors and benefactors.
May the good Lord continue to bless you and your loved ones even more.

CPDRC Dancing Inmate's Tribute to Michael Jackson

A tribute performed by 1,500 CPDRC Inmates on June 27, 2009 in memory of Michael Jackson. Completed in 10 hours after receiving word that the King of Pop passed away. May he always be remembered. "Ben" and "I'll be there" were sung by Michael when he was still younger! "We are the World" was composed and organized by MJ.

The world mourns the death of a music icon, his music influenced people and tributes continue pouring worldwide...May you rest in peace, MJ!

Philippine Mass Schedule Website

I find this website informative for Catholics, it is also very useful in finding major churches in the country as well as their mass schedules.

Check it out first so that you will not be late in attending mass at your favorite church next time. =)

Michael Joseph Jackson (August 29, 1958 – June 25, 2009)

Michael Jackson, one of the most widely beloved entertainer and profoundly influential artist of all-time, leaves an indelible imprint on popular music and culture.

Five of Jackson's solo albums – "Off the Wall," "Thriller," "Bad," "Dangerous" and "HIStory," all with Epic Records, a Sony Music label – are among the top-sellers of all time. During his extraordinary career, he sold an estimated 750 million records worldwide, released 13 No.1 singles and became one of a handful of artists to be inducted twice into the Rock and Roll Hall of Fame. The Guinness Book of World Records recognized Jackson as the Most Successful Entertainer of All Time and "Thriller" as the Biggest Selling Album of All Time. Jackson won 13 Grammy Awards and received the American Music Award's Artist of the Century Award.

Michael Jackson started in the music business at the age of 11 with his brothers as a member of the Jackson 5. In the early 1980s, he defined the art form of music video with such ground-breaking videos as "Billie Jean," "Beat It" and the epic "Thriller." Jackson's sound, style and dance moves inspired subsequent generations of pop, soul, R&B and hip-hop artists.

Farewell, May you rest in peace.+


Congratulations to our dear Sisters on their Renewal of Vows/Annual Retreat '09

Our dear Sisters of Mary (professed sisters) had their Retreat last June 15 to 18 at SMS Girlstown Biga. It's a once a year Retreat where all our professed Sisters in the SMS Philippines gathered together for prayer in preparation for their Renewal of Vows.

To our dear Sisters - Congratulations and Thank you very much! for sharing your lives to the poorest of the poor and for helping us to become better Christians and persons when we go out from our beloved Alma Mater! God Bless and We love you very much!

The Three Hinulid (Santo Entierros) of Cagbunga, Gainza Cam. Sur

Even if Holy Week was already finished, I just want to share with you one thing our town is famous for, especially during the said season...


According to legend, in the early 15th century, an old man named Apolinario "Mang Ayong" Agustino of Gainza found, one by one, these images of the Santo Entierro, in the Bicol River.

On May 14, 1953, some people attempted to destroy the images but were stopped by 3 men from the Philippine Constabulary. The 3 images of the Hinulid/Santo Entierro were then brought to Tabuco Church in Naga City for repair and repainting. After 3 months, the images were brought back to Barangay Cagbunga in Gainza for caretaking.

These images, believed to be miraculous, are now housed at the chapel of Barangay Cagbunga in Gainza, Camarines Sur. At present, the 3 "hinulid" or Santo Entierros (dead Christ) are being brought out for procession every Good Friday, one Santo Entierro every year in the following order, from the biggest to the smallest one.

It is said that before the images were repaired, at the back of each image, a name is printed. The biggest Hinulid is named "JesuCristo Master", the second biggest is named "JesuCristo Dios", and the small one is named "JesuCristo Adonie".

These images (representing HIM) are loved and taken cared of not only by one person nor by one family but by the entire people of the municipality of Gainza, Camarines Sur... the people of the Bicol Region.

They are valued not because they are antique.
They are valued not for the wood, paint, nor wigs that make them up, but for the person these 3 images represent.... OUR LORD JESUS CHRIST.


My first Blog Award =)

Thanks a lot Ate Niko for passing this award to me...=)
Now I have my first blog award hehehe...

Batch Assignments for Foundation Day 2009

I have already uploaded the BATCH Assignments for 2009 Foundation Day GAMES for the Children at the DOWNLOAD section of the ASMSI website.

Please download a copy for your BATCH and PRINT them for your reference and don't forget to bring it on August 16, 2009.

Title: BATCH Assignment for Foundation 2009

The file includes Courts Map of Boystown and Girlstown for reference.

Thank you very much!

For more info., follow our forum thread at:

GAINZA, My Beloved Hometown

Gainza is a 6th class municipality in the province of Camarines Sur, Philippines. According to the 2007 census, it has a population of 9,404 people. Some 4.5 kilometers from the bustling metropolis of Naga, a small town which existence is considered to be as ancient as the then "Ciudad de Caceres", now known as the present Naga City, still find its way toward progress.

Historical records indicate that the town of Gainza took its name after the illustrious bishop, Francisco Gainza who had made various outstanding contributions in different fields such as in education, religion, economy and even science. It was in this place where Bishop Gainza chose to build a canal or passage which would connect the river of Naga to the sea of Pasacao and likewise would serve as an outlet for flood waters on the lower portions of the Camarines Sur. This plan, however, did not reach its realization as the Bishop met its untimely death.

Our town is politically subdivided into 8 barangays namely: Cagbunga, Dahilig, Loob, Malbong, Namuat, Sampaloc, District I (Pob.), & District II (Pob.)

It was currently headed by Mayor Romeo Gontang, Vice Mayor Robert Paz and ABC President Glenn Gontang.

Majority of the residents use Bicol dialect, Tagalog is understood by many while Hiligaynon (Bisaya) and Ilocano are used by a few.

Means of Livelihood: Planting Palay (main source of Income), Planting various Vegetables, Fishing & some Cottage industries.

St. Dominic of Guzman Parish
Foundation: 1863Titular: St. Dominic of Guzman
Feastday: August 8Parish Priest: Rev. Fr. Manuel Espejo
Parochial Vicar: Rev. Fr. Cresencio Abinal, Jr.


St. Jean-Baptiste-Marie Vianney

In honor of “the 150th anniversary of the death of the Holy Curé d'Ars, Jean-Marie Vianney, a true example of a pastor at the service of Christ's flock”, Pope Benedict XVI made the announcement on March 16, 2009 - Year for Priests would be celebrated starting on June 19, 2009, feast of the Sacred Heart of Jesus and World Day of Prayer for the Sanctification of Priests, and ending on June 19, 2010. that a

Special Indulgences, valid for the entire duration of the Year for Priests, were granted to priests, and to the faithful in general.

Saint Jean-Baptiste-Marie Vianney (May 8, 1786 - August 4, 1859) was a French parish priest who became a Catholic saint and the patron saint of parish priests. He is often referred to, even in English, as the "Curé d'Ars" (the parish priest of the village of Ars). He became famous internationally for his priestly and pastoral work in his parish due to the radical spiritual transformation of the community and its surroundings. Catholics attribute this to his saintly life, mortification, and persevering ministry in the sacrament of confession.

He was the son of a poor farmer in Dardilly, France. He worked as a shepherd and didn't begin his education until he was 20 years old. While an ecclesiastical student he was called for military service, and became a "delinquent conscript" more or less because of illness, and hid to escape Napoleon's police.

He had difficulty learning Latin, and twice failed the examinations required before ordination. He was finally ordained at the age of 30 (1815), but was thought to be so incompetent he was placed under the direction of Fr. Balley, a holy priest in a neighboring village, for further training.

Three years later he was made parish priest of Ars, a remote French hamlet, where his reputation as a confessor and director of souls made him known throughout the Christian world.

St. John lived an austere life, ate potatoes he boiled, and learned to keep suspended by a rope from the ceiling, so the rats wouldn't get to them. He allowed himself 2 hours of sleep each night and was frequently interrupted by the devil, who assaulted him with deafening noises, insulting conversation, and physical abuse. These diabolical visitations were occasionally witnessed with alarm by the men of the parish, but the pious Cure accepted the attacks as a matter of course and often joked about them.

St. John was given many spiritual gifts, such as the power of healing and the ability to read the hearts of his penitents. It was this latter gift which caused his fame to spread throughout France, and created large crowds seeking guidance from him.

The frail Cure began hearing confessions at 1 o'clock in the morning, and it has been reported that he spent from 13 to 17 hours a day in the cramped confessional.

He was a wonderworker loved by the crowds, but he retained a childlike simplicity, and he remains to this day the living image of the priest after the heart of Christ. His life was filled with works of charity and love. It is recorded that even the staunchest of sinners were converted at his mere word.

Vianney had a great devotion to St. Philomena, who was believed to be a Virgin Martyr of the early Church. Jean looked at her as his guardian and erected a chapel and a shrine in honor of the saint. The shrine still stands today. During May 1843, Vianney fell so ill he thought that his life was coming to its end. He asked St. Philomena to cure him and promised to give one hundred masses at her shrine. Twelve days later, Vianney was cured and he attributed his cure to St. Philomena.

Death and Canonization

On August 4, 1859 Jean-Marie Vianney died peacefully at age seventy three. Biographers recorded miracles performed throughout his life, obtaining money for his charities and food for his orphans; he also had supernatural knowledge of the past and future, and could heal the sick, especially children.

His body was exhumed because of his impending beatification, and was found dried and darkened, but perfectly entire.

On October 3, 1874 Blessed Pius IX proclaimed him Venerable; on January 8, 1905, Saint Pius X declared him Blessed and proposed him as a model to the parochial clergy; in the year 1925 Pope Pius XI canonized him, and assigned August 8 as his feast day. This feast was inserted in the General Roman Calendar in 1928 with the rank of Double. The rank was changed to that of Third-Class Feast in 1960, and to an Obligatory Memorial in 1969, when the feast day was moved to the anniversary of the saint's death, August 4.


Come South, Cam Sur

The Premiere Province of Bicolandia

Invitation: SMS 24th Foundation Day and Children's Birthday '09

To All Sisters of Mary School graduates, I am inviting you to join us on the celebration of SMS Philippines 24th Foundation Day and Children's Birthday on August 16, 2009 @ SMS Campuses in Biga, Adlas, Talisay and Minglanilla.

Visit: for details.

Leadership Lessons by Colin Powell - Part III

Leadership is the art of accomplishing more than the science of management says is possible...

a leadership primer of eighteen lessons from General Colin Powell, Chairman (Ret), Joint Chief of Staff and former U.S. Secretary State

Lesson 13: "Powell's Rules for Picking People:" Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.

How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization.

You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done. Good leaders stack the deck in their favor right in the recruitment phase.

Lesson 14: "Great leaders are almost always great simplifiers,
who can cut through argument, debate and doubt, to offer a solution everybody can understand."

Effective leaders understand the KISS principle, "Keep It Simple, Stupid." They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. Their decisions are crisp and clear, not tentative and ambiguous. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint.

The result: clarity of purpose, credibility of leadership, and integrity in organization.

Lesson 15: Part I: "Use the formula P=40 to 70, in which P stands for the
probability of success and the numbers indicate the percentage of information acquired.“

Part II: "Once the information is in the 40 to 70 range, go with your gut."

Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds "analysis paralysis."

Procrastination in the name of reducing risk actually increases risk.

Lesson 16: "The commander in the field is always right and the rear
echelon is wrong, unless proved otherwise."

Too often, the reverse defines corporate culture. This is one of the main reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs to a bare-bones minimum - how about fewer than 100 central corporate staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion Nucor and Virgin, respectively?

Shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.

Lesson 17: "Have fun in your command. Don't always run at a breakneck pace. Take leave when you've earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard."

Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would agree: seek people who have some balance in their lives, who are fun to hang out with, who like to laugh (at themselves, too) and who have some non-job priorities which they approach with the same passion that they do their work.

Spare me the grim workaholic or the pompous pretentious "professional;" I'll help them find jobs with my competitor.

Lesson 18: "Command is lonely."

Harry Truman was right. Whether you're a CEO or the temporary head of a project team, the buck stops here. You can encourage participative management and bottom-up employee involvement, but ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the organization.

I've seen too many non-leaders flinch from this responsibility. Even as you create an informal, open, collaborative corporate culture, prepare to be lonely.

Leadership Lessons by Colin Powell - Part II

Leadership is the art of accomplishing more than the science of management says is possible...

a leadership primer of eighteen lessons from General Colin Powell, Chairman (Ret), Joint Chief of Staff and former U.S. Secretary State

Lesson 7: "Keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find."

"If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the scared. It's an excuse for inaction, a call to non-arms. It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion. Pure fantasy.

In this sort of culture, you won't find people who pro-actively take steps to solve problems as they emerge. Here's a little tip: don't invest in these companies.

Lesson 8: "Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds."

In a brain-based economy, your best assets are people. We've heard this expression so often that it's become trite. But how many leaders really "walk the talk" with this stuff? Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal making, restructuring and the latest management fad.

How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed?

Lesson 9: "Organization charts and fancy titles count for next to nothing."

Organization charts are frozen, anachronistic photos in a work place that ought to be as dynamic as the external environment around you. If people really followed organization charts, companies would collapse. In well-run organizations, titles are also pretty meaningless. At best, they advertise some authority, an official status conferring the ability to give orders and induce obedience. But titles mean little in terms of real power, which is the capacity to influence and inspire. Have you ever noticed that people will personally commit to certain individuals who on paper (or on the organization chart) possess little authority, but instead possess pizzazz, drive, expertise, and genuine caring for teammates and products?

On the flip side, non-leaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal compliance to minimal standards.

Lesson 10: "Never let your ego get so close to your position that when your position goes, your ego goes with it."

Too often, change is stifled by people who cling to familiar turfs and job descriptions. One reason that even large organizations wither is that managers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becoming obsolete. The proper response is to obsolete our activities before someone else does.

Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met?" but, "How much did you change it?"

Lesson 11: "Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission."

Flitting from fad to fad creates team confusion, reduces the leader's credibility, and drains organizational coffers. Blindly following a particular fad generates rigidity in thought and action. Sometimes speed to market is more important than total quality. Sometimes an unapologetic directive is more appropriate than participatory discussion. Some situations require the leader to hover closely; others require long, loose leashes.

Leaders honor their core values, but they are flexible in how they execute them. They understand that management techniques are not magic mantras but simply tools to be reached for at the right times.

Lesson 12: "Perpetual optimism is a force multiplier."

The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.

Leadership Lessons by Colin Powell - Part I

Leadership is the art of accomplishing more than the science of management says is possible...

a leadership primer of eighteen lessons from General Colin Powell, Chairman (Ret), Joint Chief of Staff and former U.S. Secretary State

Lesson 1: "Being responsible sometimes means pissing people off."

Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset.

Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.

Lesson 2: "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership."

If this were a litmus test, the majority of CEOs would fail. One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly.

Real leaders make themselves accessible and available. They show concern for the efforts and challenges faced by underlings, even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame.

Lesson 3: "Don't be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world."

Small companies and start-ups don't have the time for analytically detached experts. They don't have the money to subsidize lofty elites, either. The president answers the phone and drives the truck when necessary; everyone on the payroll visibly produces and contributes to bottom-line results or they're history. But as companies get bigger, they often forget who "brought them to the dance": things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues.

Real leaders are vigilant, and combative, in the face of these trends.

Lesson 4: "Don't be afraid to challenge the pros, even in their own backyard."

Learn from the pros, observe them, seek them out as mentors and partners. But remember that even the pros may have leveled out in terms of their learning and skills. Sometimes even the pros can become complacent and lazy.

Leadership does not emerge from blind obedience to anyone. Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyone's evolution.

Lesson 5: "Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant."

Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa). Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details.

Paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind. That is why even as they pay attention to details, they continually encourage people to challenge the process. They implicitly understand the sentiment of CEO leaders like Quad Graphic's Harry Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the job of a leader is not to be the chief organizer, but the chief dis-organizer.

Lesson 6: "You don't know what you can get away with until you try."

You know the expression, "it's easier to get forgiveness than permission." Well, it's true. Good leaders don't wait for official blessing to try things out. They're prudent, not reckless. But they also realize a fact of life in most organizations: if you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no." So the moral is, don't ask.

Less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly been told 'no,' I can." There's a world of difference between these two points of view.

SMS Graduates Referral Program

In an effort to make ASMSI website known to as many alumni as possible, we have launched REFER-A-FRIEND & WIN promo. Read details below:

SMS Graduates Referral Program

Get a chance to win exciting freebies, cash or gift certificates...


1. The "Refer a Friend & Win!" promo is open to all SMS graduates.

2. To qualify for the program, a graduate of SMS should be able to encourage at least 10 of their SMS graduate friends who have not activated yet their membership in our ASMSI website to Activate Membership and Update their Profile Information. The graduate who has the highest number of referral wins. We will rank them as:

1st Prize - 3,000 pesos
2nd Prize – 2,000 pesos
3rd Prize – 1,000 pesos

...and some consolation prizes

3. After the successful activation of at least 10 alumni, they should send an email addressed to the ff:


Subject: SMS Graduates Referral Program

In the body, list the names, email address and contact numbers of the alumni friends they refer for us to validate their entries and check in our database.

*** Take note also that every successful registration sends an email to the above addresses containing their registration details as well as name of person who refers them to register and activate their membership. This is to double check your entry aside from the info in our database.

4. Deadline of submission of entries will be on August 7, 2009 (Friday), 5pm

5. Winners will be drawn at SMS Girlstown Biga, Silang Cavite on August 16, 2009.

6. Winners may claim their prizes by presenting a valid ID (school, company, alumni, or government issued ID's)

7. For provincial winners who won’t be able to personally claim their prizes, we will convert your prize into its actual monetary value and we will just deposit it to your bank account or thru any other valid means.

8. All ASMSI employees, Officers and Site Admin are disqualified from joining the program.

9. This information is subject to change without prior notice.

For more info: visit our website at: