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CHAPTER I
INTRODUCTION

Background of the Study

Youth and adolescent development are pivotal elements that require dedicated

attention from governments to secure a nation's well-being and future prosperity. By

involving youth in governance, decision making processes and public administration a

powerful force is unlocked for championing innovative programs, projects, and

developmental activities tailored to their needs.

Adolescents and youth represent a unique and dynamic phase of human

development, a period rich with growth in social understanding, civic engagement, and

autonomy. The age range defining adolescents can vary depending on context. More

broadly, the terms adolescents and youth generally refer to those between 12 to 24 years

of age (Shaw et al., 2019). During adolescence, young people face a myriad of

challenges and experiences that shape their behaviors and perceptions. Cultural and social

factors also play a significant role in defining and shaping the adolescent experience

(Vannucci et al., 2020).

Youth participation in governance transcends mere positive youth development; it

embodies the active engagement of young people in real-world social governance (Mirra

& Garcia, 2017). Governments cultivate strategies that integrate youth into decision-

making processes related to economic development, community growth, and rural

advancement (Chawla, 2002). Investing in adolescents' health, education, and economic

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opportunities is essential for their growth into healthy, contributing adults (Dong et al.,

2020). This investment promises a sustainable future by enhancing the well-being and

quality of life across all age groups—from children to the elderly (Fong et al., 2021).

Ensuring accessible, quality adolescent sexual and reproductive health services is

vital for the well-being of young people (Ndayishimiye et al., 2020). As youth

populations expand, governments must prioritize reproductive health services for young

women (Roxo et al., 2019). Youth empowerment programs, especially those focusing on

entrepreneurship, are critical in sustainable development and poverty alleviation

(Ogamba, 2019).

However, accessing youth and adolescent development programs in health,

education, employment, and leadership faces numerous barriers. Structural obstacles,

such as limited access to employment, healthcare, education, and public facilities,

significantly impact the youth including the transgender and gender-expansive youth

(Abuosi & Anaba, 2019).

Among Somali youth, barriers to post-secondary education, job placements, and

employment are prevalent underscoring the need for community-specific employment

resource centers and mentors (Kang, 2024). Geographical isolation, low social capital,

limited information access, and the cost of job-seeking are household-level barriers

affecting youth employability (Hughes & Smith, 2020). Discrimination, marginalization,

and limited educational attainment directly hinder access to gainful employment for
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marginalized groups, including transgender youth and young men of color (Hill et al.,

2020).

Moreover, challenges like insufficient information, poor stakeholder coordination,

and social exclusion impede youth participation in employment and entrepreneurial

development programs (Brenya et al., 2021). Barriers to awareness, skills, opportunities,

and support systems deter youth with disabilities from engaging in extracurricular

activities and developmental programs (Brown et al., 2024). Systemic and personal

barriers, along with the necessity for work-related training and family support, are critical

factors for women with severe mental illness to achieve employment (Meera J et al.,

2024).

In Southeast Asia, where a significant adolescent population resides, economic

instability further challenges youth development (Toharudin et al., 2024). The

intersection of economic challenges and youth development necessitates targeted

programs and policies. In India and Indonesia, there is a concerted effort to address the

unique developmental challenges youth and adolescents face. Programs such as India's

Rashtriya Kishor Swasthya Karyakram (RKSK) and Indonesia's Pusat Informasi dan

Konseling Remaja (PIK-R) provide a comprehensive array of services ranging from

education to technical skills development and peer facilitation (Bishop & Corkery, 2022).

Furthermore, the prevalence of HIV/AIDS among youth has also become a global

concern, with over 830 new infections daily, especially among girls. Sub-Saharan Africa

accounts for 88% of HIV-infected adolescents aged 10-19, where testing rates remain
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low. In Nigeria, 230,000 adolescents aged 10-19 lived with HIV in 2017, with many

succumbing to AIDS-related causes. South African adolescents face a high risk of HIV

infection, and depression is common among those living with HIV/AIDS. In Asia,

countries like Malaysia and Thailand also report significant HIV infection rates among

young people, highlighting the need for robust public health interventions.

With these issues and concerns confronting the world and constantly affecting the

youth, public administrators must establish youth- and adolescent-friendly facilities that

provide services for their development. In an ever-evolving world, youth and adolescent-

friendly facilities stand as beacons of hope, addressing the multifaceted needs of young

individuals globally. These centers transcend mere health services, embracing a holistic

approach to youth development through education, peer facilitation, and technical skills

training. Establishing sustainable models prioritizing youth-friendly services is

paramount for their effectiveness, aligning with global standards set by organizations

such as the World Health Organization. These standards ensure accessibility, availability,

equity, acceptability, and quality, thereby enhancing youth utilization and satisfaction

(Murigi et al., 2020; Goicolea et al., 2018).

In New York, youth-friendly facilities, known as teen centers, are pivotal in

adolescent development and well-being. Initiatives like the Teens in NYC mobile

application offer a blend of sexual and reproductive health education alongside peer

support networks and educational resources (World Health Organization, 2024). School-

based centers offering tutoring and mentorship programs have shown notable success in
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boosting academic performance and reducing dropout rates (Chan et al., 2019). The

Bronx Teens exemplifies a robust framework, creating formal links between educational

institutions and youth-serving organizations to improve access to quality education and

vocational training for teens (Brockenbrough, 2024). Community-wide approaches

further enhance youth-friendly educational services, preventing school dropouts and

educating stakeholders on the critical importance of comprehensive youth development

programs (Wai et al., 2024).

In the Philippines, teen centers play a pivotal role in addressing the complex

needs of adolescents by providing comprehensive services that foster health-related,

educational, technical, and social well-being. For instance, in Iloilo City, teen center

managers coordinate various programs addressing mental health, substance abuse, and

educational support. These managers ensure the effective delivery of services like

counseling, peer education, and vocational training, with a significant focus on training

and supervising peer educators to create a supportive environment for youth. They also

engage in outreach efforts to ensure accessibility to all adolescents in the community

(Iloilo Celebrates Success of Teen Center Project, 2017).

Integrating adolescents' perspectives into developing and delivering youth-

friendly services is crucial. Awareness campaigns are essential to inform young

individuals about existing services (Pfannstiel, 2023). Moreover, perceptions of youth

center friendliness can vary among different groups, such as immigrant and native
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youths, highlighting the need for culturally sensitive and efficient service provision

(Hawke et al., 2019).

Youth-friendly educational and technical skills services are particularly crucial in

meeting the unique needs of young individuals. Limited access to such services can

hinder adolescents' potential for economic independence and career development

(Ezema-Kalu, 2024). Enhancing educators' understanding of policies and practices

related to youth-friendly services is vital for improving service delivery and outcomes

(Obiezu-Umeh et al., 2021).

For youth-friendly services to be truly effective, they must be accessible,

acceptable, equitable, appropriate, and efficient for diverse youth subpopulations. Efforts

should focus on improving the quality and comprehensiveness of records to thoroughly

document critical youth development issues such as education, technical skills, and peer

facilitation (Doyle et al., 2019; Goicolea et al., 2018). Addressing funding and training

obstacles is essential to guarantee that young people can access support without barriers

(Peters-Corbett A et al., 2023).

Research indicates that adolescents encounter barriers to accessing youth-friendly

educational and vocational services (Habtu et al., 2021). The stigma surrounding

vocational training for non-traditional jobs can deter adolescents from seeking these

services (Anand & Mitra, 2021). Overcoming these barriers requires stigma-free

educational campaigns, supportive environments, and active involvement of youth in

their development (Obeagu, E & Obeagu, G, 2024).

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The quality of adolescent and youth-friendly services is crucial in ensuring

effective support delivery. Engaging adolescents and youths in the governance structure

of youth facilities and ensuring providers adhere to national guidelines enhances service

quality (Nyaga, 2023).

Republic Act 10742, also known as the SK Reform Law in the Philippines,

delineates the youth age bracket as individuals aged 15 to 30 years. This group is further

subdivided into child youth (15-17 years), core youth (18-24 years), and adult youth (25-

30 years). This classification aligns with national standards, recognizing youth within this

broad age range. Meanwhile, adolescents in the Philippines are typically identified as

those aged 15 to 19 years (Lavides, 2020), emphasizing the transitional nature of this

stage from childhood to adulthood and focusing on the specific needs of this group. The

age definitions for youth and adolescents in the Philippines are vital for effective policy-

making, program development, and healthcare interventions tailored to these age groups.

The focus areas for youth and adolescent development encompass a range of critical

aspects that contribute to their overall well-being and growth.

Positive youth development (PYD) approaches emphasize recognizing and

addressing various factors influencing adolescent health and behavior. These include

behavioral and lifestyle choices, access to primary healthcare, educational outcomes,

psychosocial competencies, and risk behaviors (Guthold et al., 2021; Denison et al.,

2017). Additionally, fostering connectedness, engagement with pro-social adults, and

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community involvement are highlighted as essential components for promoting health

and well-being among adolescents (Decker et al., 2021).

In San Jose, the Parks, Recreation & Neighborhood Services department

implements a wide range of programs for the holistic development of teenagers. These

programs include academic support, recreational activities, and life skills training,

developed in collaboration with community partners and local organizations to enhance

the resources available to youth. These managers are crucial in maintaining a safe and

inclusive environment within the centers, addressing the diverse needs of the youth

population, and ensuring that programs remain relevant and effective. Meanwhile,

managers in Iloilo City focus on sustaining funding, expanding reach to remote areas, and

ensuring continuous training for peer educators.

In DepEd-managed teen centers in the Philippines, such as the one at Matiao

National High School, the managers provide health education, counseling, and

recreational activities, ensuring that services align with educational goals and address the

specific needs of the student population. They coordinate with teachers, parents, and the

community to promote the center's activities and ensure that students receive

comprehensive support, manage resources, and oversee program implementation within

the school setting). Managers also balance academic and extracurricular activities,

ensuring sufficient resources and addressing varying student needs (Department of

Education Region XI, 2023).

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In the City of San Fernando, La Union , the City Ordinance 2020-15 known as

Teen Center Ordinance of the City of San Fernando was enacted to advance youth

welfare. Said ordinance mandated the City Government of San Fernando to fully

support and ensure the effective implementation of the Adolescent Health and

Development Program Strategy to promote and protect the human rights of all

constituents including the adolescents particularly in their exercise of their rights to

sexual and reproductive health and to provide full and comprehensive information to

adolescents that can help them prevent early and unintended pregnancies and their life-

long consequences.

Additionally, the City will work hand in hand with the different stakeholders both

public and private in linking demand and services through the development and piloting

of demand generation strategies and conduct of researches that merit appropriate policy

and program responses. The efforts of the local government involve and targets the

various level of stakeholders including the young people themselves as the primary

stakeholder, the family, specifically the parents as primary sexuality educators and the

school, government, church and media as supporting institutions. With concerted efforts,

necessary services and information which are crucial to the development of the total well-

being of the young people will be made available wherever they go -- home, school,

church and community. Towards the end, this ordinance aims to establish an operational

City Teen Center located at the city proper and SK Teen Centers in every barangay that

will enable to improve the health status of the youth by fully enjoying their right to a safe,

healthy and youth-friendly space.

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Article II of the above ordinance outlines establishing and operating the San

Fernando Teen Center and 59 barangay-based SK Teen Centers. These facilities are

designed to provide a range of age-appropriate services and programs aimed at fostering

adolescent well-being. The Teen Center also aims to engage adolescents in leadership

initiatives, identify their needs through interactive sessions, and provide referrals for

education, vocational training, counseling, and social services.

Specific programs include workshops on STI and HIV/AIDS prevention, teen

pregnancy prevention, substance abuse prevention, mental health, conflict resolution, and

technical skills development. Moreover, the ordinance mandates essential components for

effective Teen Centers, including strong leadership and management support, appropriate

physical environments ensuring privacy and confidentiality, community and stakeholder

involvement, equitable service provision, and competent staff training. Each SK Teen

Center is structured to include a Youth Desk for community-based services, an E-Library

and Workstation providing internet access and study spaces, an Audio-Visual

Information Space for comprehensive education, and a Chat Hub for peer support and

recreational activities.

Coordinators designated for the San Fernando Teen Center and barangay-based

SK Teen Centers play crucial roles in program implementation. They include the City

Head Coordinator (CHC), City Assistant Head Coordinator (CAHC), Barangay Head

Coordinator (BHC), and Barangay Peer Facilitators (BPF), who oversee operations,

conduct training, and ensure the centers meet the needs of local adolescents. The
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ordinance also emphasizes the importance of maintaining youth and adolescent-friendly

facilities that uphold non-discrimination and respect confidentiality, ensuring all services

are accessible and appealing to the target demographic.

Despite the ideals set forth by City Ordinance 2020-15, only 44 SK Teen Centers

have been established—43 barangay-based and one central SK Teen Center. Four years

after the ordinance's inception, these centers have marked a significant milestone in youth

development, particularly in adolescent health-related services. However, the absence of

a standardized operational manual and monitoring and evaluation tools has led to varied

implementation and operational practices across the centers.

Upon consultation with the Local Youth Development Office of the City

Government of San Fernando, La Union, it was revealed that the lack of an operational

manual, standardized monitoring and evaluation framework, implementing rules,

regulations, and an operational manual have resulted in inconsistencies in the services

provided by the SK Teen Centers. This disparity underscores the need for a thorough

investigation into the best practices employed by Teen Center Managers to optimize the

functionality and impact of these centers.

This study focuses on the best practices for standardizing SK Teen Center

operations, ensuring consistent, high-quality service delivery to adolescents across all

centers. Evaluating existing best practices employed by Teen Center Managers is crucial

to identifying effective approaches and providing valuable insights into youth

development services. Understanding how different centers operate and what practices
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have led to successful outcomes will help create a replicable knowledge base of effective

practices across all centers.

Relative to good practices, The GO-FAR Field Guide highlights the significance

of replicating good practices in Local Government Units. The GO-FAR is a project of

the Department of the Interior and Local Government (DILG) in collaboration with the

Local Government Support Program (LGSP), leagues of provinces, cities, municipalities

and the Liga ng mga Barangays and concerned Civil Society Organizations (CSOs).

The Field Guide emphasizes the importance of sharing and replicating good

practices. Replication of good practice has been considered as one of the best intervention

in improving local governance. There are a lot of good practices that have been given due

recognition and worthy of emulation. Local governments that would want to adapt and/or

replicate good or model local governance practices need to properly identify these good

practices based on commonalities such as characteristics of the locality, income

classification, ecosystem, and other variables. Sharing of practices is a socio-political trait

and has become a trend. This comes in the form of “on-the-job” or hands-on training. The

present trend in local governance is replicating good practices that will enhance the

effectiveness of the local units in delivering the basic services to their constituencies.

Effective replication of good practice requires thorough understanding of the mechanisms

or the processes. The replication of good practices can also be adopted by SK Teen

Centers to improve their performance.

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During the initial ocular visit of the researcher, it was glaringly evident that each

SK Teen Center operates differently. The disparity in approaches has resulted in a wide

range of services being delivered, which vary greatly in quality and scope. This

inconsistency poses several critical problems. Some centers may offer comprehensive

programs and resources, while others struggle to provide even basic services.

Consequently, adolescents in different locations receive varying levels of support and

opportunities, leading to unequal development outcomes.

Without standardized procedures they develop their own methods leading to

duplicated efforts and wasted resources. Inconsistent practices hinder the ability to

measure and compare the effectiveness of different centers. Moreover, center managers

face uncertainty and confusion due to the lack of clear guidelines and best practices,

which can lead to lower morale and reduced effectiveness in managing the centers.

The absence of a unified operational manual means there are no benchmarks for

quality assurance. Additionally, staff training programs cannot be uniformly

implemented, leading to varying levels of competency among employees. The lack of a

consistent framework makes it difficult to ensure that all staff are adequately prepared to

deliver high-quality services.

The diverse approaches observed during the researcher's visit underline the urgent

need for standardized operational procedures. For example, one center might focus

heavily on academic support, while another emphasizes recreational activities. While

both approaches have merits, the inconsistency leads to a fragmented service landscape
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where adolescents do not receive a balanced, holistic development experience.

Furthermore, the varied service delivery can cause confusion and frustration among the

adolescents and their families, who may not understand why the services at their local

center differ so markedly from those offered elsewhere. This disparity can erode trust in

the SK Teen Center network and diminish its overall impact.

Addressing these issues requires the development of a standardized operational

manual and implementing rules and regulations. Such standardization would ensure equal

access to high-quality services for all adolescents, regardless of their location. It would

streamline operations, making centers more efficient and effective.

This study aims to explore and document best practices employed by SK Teen

Centers in San Fernando, La Union, and comparable initiatives globally and nationally.

Specifically, it seeks to identify existing methods and strategies currently implemented

and develop standards based on identified best practices for the operation of SK Teen

Centers. By addressing these objectives, the study intends to provide a framework for

standardizing SK Teen Center operations, ensuring consistent delivery of high-quality

services that support the holistic development and well-being of adolescents in San

Fernando, La Union.

This approach will ensure that the SK Teen Centers fulfill their intended purpose

of providing comprehensive, youth-friendly development services, significantly

contributing to the well-being and growth of adolescents in the city.

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Theoretical Perspectives

In conducting this study on the best practices employed by Teen Center Managers

in the City of San Fernando to optimize the functionality and impact of SK Teen Centers,

it is crucial to anchor the research within relevant theoretical frameworks. This will

provide a robust foundation for understanding the dynamics at play and ensure

methodological rigor. The following theories are pertinent:

The Ecological Systems Theory by Bronfenbrenner (1979) offers a valuable lens

through which to examine the operation and impact of SK Teen Centers in the City of

San Fernando. According to this theory, human development is shaped by various

environmental systems that range from immediate, close-knit settings (microsystem) to

broader societal contexts (macrosystem). Applied to SK Teen Centers, this framework

underscores the significance of considering how factors within these systems interact to

influence youth outcomes.

At the microsystem level, which includes the physical space of the teen centers

and immediate social interactions, Teen Center Managers play a pivotal role. They must

navigate the daily operations and ensure that the environment is conducive to youth

engagement and development. Factors such as the quality of facilities, availability of

resources, and the interpersonal dynamics within the center can significantly impact how

effectively programs are implemented and received by youth. The mesosystem

encompasses interactions between different environments that adolescents are part of,

such as interactions between the teen centers and schools, families, and communities.
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Understanding these interactions is crucial as it sheds light on how Teen Center

Managers can collaborate with schools for educational support, engage families for

holistic youth development, and integrate community resources for broader impact. The

exosystem involves external environments that indirectly influence adolescents, such as

local government policies, community organizations, and media. Policies like City

Ordinance 2020-15 that mandate the establishment of SK Teen Centers are a part of this

layer. The theory emphasizes that these external factors can either support or hinder the

functioning of teen centers, thereby influencing the effectiveness of Teen Center

Managers' efforts in implementing best practices. Lastly, at the macrosystem level,

broader societal norms, cultural values, and economic conditions shape the overall

context in which SK Teen Centers operate. Understanding these societal influences is

crucial for Teen Center Managers to adapt their strategies effectively and ensure

alignment with community needs and expectations.

Bandura's (1977) Social Learning Theory highlights how individuals learn

behaviors through observation, imitation, and modeling of others. Applied to the context

of teen centers, it becomes essential for exploring how Teen Center Managers serve as

role models and influencers in shaping positive behaviors among youth. This theory also

offers valuable insights into understanding the dynamics between Teen Center Managers

and youth within SK Teen Centers in the City of San Fernando. Their interactions with

youth can demonstrate qualities like empathy, respect, and leadership, which are crucial

for fostering a supportive environment. The youth are likely to emulate these behaviors

when they observe them being practiced by authority figures like Teen Center Manage.
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Moreover, positive peer interactions can reinforce desirable behaviors and values

promoted within the center, further enhancing its effectiveness as a youth development

hub. Furthermore, Social Learning Theory emphasizes the importance of creating a

supportive and nurturing environment where youth feel encouraged to engage and

participate actively. By fostering a climate where positive behaviors are consistently

modeled and rewarded, Teen Center Managers can contribute significantly to the holistic

development of youth in San Fernando.

Transformational Leadership Theory as cited by Bass & Avolio (1994) offers

valuable insights into the leadership dynamics within SK Teen Centers in the City of San

Fernando. At its core, this theory posits that effective leaders can inspire and motivate

their teams to achieve extraordinary outcomes by focusing on vision, inspiration, and

personal connections.

Within the context of SK Teen Centers, Transformational Leadership Theory

helps in understanding how Teen Center Managers influence the organizational climate

and youth development initiatives. These managers are pivotal in setting a compelling

vision for the center, aligning it with the broader goals of youth empowerment and

community engagement. By articulating a clear vision and mission, they inspire

stakeholders—youth, staff, and community partners—to contribute actively towards

achieving these goals. Moreover, Transformational Leadership emphasizes the

importance of fostering trust and collaboration. Teen Center Managers who exhibit

transformational qualities are adept at building strong relationships with youth, staff, and
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community members. They empower youth by involving them in decision-making

processes, encouraging creativity, and providing opportunities for leadership

development. By nurturing personal connections and demonstrating genuine care for the

well-being of youth, these leaders create a supportive environment where young people

feel valued and motivated to participate in center activities.

Furthermore, this theory underscores the role of Teen Center Managers in

promoting innovation and continuous improvement. Transformational leaders encourage

experimentation, seek feedback from stakeholders, and adapt strategies to meet evolving

needs and challenges. They champion best practices in youth development, advocate for

resources, and advocate for policy changes that benefit young people. In San Fernando's

SK Teen Centers, applying Transformational Leadership Theory can lead to enhanced

program effectiveness and sustainable youth outcomes. By analyzing the leadership

qualities and strategies of Teen Center Managers through this framework, the study gains

insights into how leadership impacts the implementation of best practices and the overall

success of youth-centered initiatives. This understanding is crucial for identifying and

fostering effective leadership practices that maximize the positive impact of SK Teen

Centers on youth development and community well-being.

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Literature Review

Best practices employed by Teen Center Managers in the City of San Fernando to

optimize the functionality and impact of SK Teen Centers

Various interventions have been identified as potentially effective in promoting

adolescent health, including those related to sexual and reproductive health, nutrition,

vaccine uptake, and substance abuse (Salam et al., 2019). Adolescents often utilize

primary healthcare facilities to address a wide range of health issues, including mental

health concerns, underscoring the importance of these facilities in meeting the diverse

needs of this population (Russell et al., 2018).

In conflict-affected regions such as the Gaza Strip, providing adolescents with

access to quality health services is crucial, as emphasized by the World Health

Organization's framework for adolescent-friendly health services (Hamad et al., 2020).

Ensuring that health services are tailored to meet the specific needs of adolescents is

essential, as demonstrated by initiatives like the national best practices for adolescent-

friendly health services in Malaysia (Awang et al., 2020). The World Health

Organization has also stressed the importance of establishing adolescent-friendly services

in clinics to address the unique health challenges faced by adolescents (Awang et al.,

2019).

Adolescent health literacy significantly influences health behaviors and decision-

making among young individuals (Fleary et al., 2018). Enhancing competencies among
 20

healthcare professionals to deliver quality services to adolescents is crucial for improving

health outcomes in this population (Anužienė & Norkienė, 2020). Strategies that

prioritize adolescent health and well-being over specific health agendas have the potential

to yield long-term benefits for adolescents and society as a whole (Muttamba et al.,

2021). Adolescents themselves play a vital role in their healthcare, as evidenced by

models like force field analysis, which promote their active involvement in managing

their health (MacDuffie & DePoy, 2024).

Efforts to standardize and enhance the quality of health services for adolescents in

low and middle-income countries have the potential to improve service utilization and

quality, particularly in conservative and resource-constrained settings (Chandra-Mouli et

al., 2018). Adolescents' perceptions of primary healthcare services significantly influence

their utilization, underscoring the importance of making services accessible and tailored

to their needs (Richter & Mfolo, 2018). Adolescent-friendly health services have been

proven effective in addressing sexual and reproductive health needs and promoting

overall well-being among young people (Giri et al., 2020).

In Nigeria, prioritizing adolescent health has led to the development of policies

and initiatives aimed at addressing the unique health challenges faced by this population

(Mbachu et al., 2020). Adolescents' self-report of health status is increasingly accepted as

a valuable tool for assessing their well-being and health needs, highlighting the

importance of incorporating their perspectives in healthcare decision-making

(Schneiderman et al., 2016). Investing in adolescent and young people's health has been
 21

recognized as a beneficial strategy that not only improves individual health outcomes but

also contributes to broader societal and economic development (Chandra-Mouli et al.,

2018).

Relative to Adolescent Health-related Facilities and Services, in India, the

Ministry of Health has taken steps to operationalize adolescent health services at primary

healthcare levels, extending these services to district and sub-district hospitals (Joshi et

al., 2017).

In Rwanda, private health facilities offer free HIV testing for adolescents but refer

them to public health facilities for treatment and other services (Ndayishimiye et al.,

2020). Primary healthcare facilities are essential in providing initial contact with the

healthcare system for underserved populations, offering services like sexual and

reproductive health education, family planning, and HIV prevention and treatment, all of

which contribute to the comprehensive well-being of adolescents (Amenah, 2024). In

Ghana, efforts have been made to assess the availability and readiness of adolescent

sexual and reproductive health services in primary healthcare facilities across selected

districts (Amenah, 2024). These facilities are equipped with trained staff capable of

addressing adolescent-specific reproductive health issues and providing appropriate

services and commodities (Ibrahim & Silva, 2022).

Access to Adolescent-Friendly Health Services (AFHS) is crucial for adolescents

to improve their health outcomes (Arifah et al., 2020). Studies in Nepal have highlighted

the importance of adolescents utilizing friendly health services to meet their sexual and
 22

reproductive health needs effectively (Giri et al., 2020). Health service providers in

Zimbabwe play a significant role in shaping and implementing policies and programs that

address adolescent sexual health issues within the health system (Nunu et al., 2022).

Engaging adolescents in community-based programs, such as those in rural areas in

Yogyakarta, Indonesia, has shown promise in promoting non-communicable disease

prevention and management (Kusumaningrum et al., 2021).

In Indonesia, the government has implemented Youth Care Health Services

(YCHS) as part of adolescent health programs in public schools and religion-based

schools (Muthmainnah et al., 2021). However, there is a need for a more comprehensive

approach to adolescent health programs in India, as current initiatives are fragmented and

do not address all the needs of adolescents adequately (Mahobia & Choudhari, 2022).

Mental health promotion among adolescents is crucial, as it helps them achieve positive

mental well-being and ensures timely access to appropriate support when facing

psychological challenges (Santre, 2022).

A Lancet commission on adolescent health and well-being emphasizes the

importance of multifaceted approaches to promoting adolescent health, including literacy

about health, community engagement, competent service providers, facility

improvements, equity promotion, data collection for quality enhancement, and involving

adolescents in policy decisions (Patton et al., 2016). Despite initiatives like the Rashtriya

Kishor Swasthya Karyakram (RKSK) National Adolescent Health Program in India,

there are challenges in service delivery and utilization that need to be addressed (Sharma
 23

et al., 2022). Global experts recommend transforming traditional healthcare models to

create adolescent-responsive health systems that cater to the specific needs of adolescents

(Lane et al., 2018).

Improving late-adolescent immunization rates presents a significant public health

opportunity, with revised immunization schedules and preventive care platforms offering

unique chances to enhance immunization coverage in this population (Clark et al., 2018).

Collaborative efforts involving school nurses, families, educators, and community

members are crucial in promoting positive health practices among urban minority

adolescents (Mahat et al., 2022). Programs that involve peer educators, parents, and the

wider community have shown effectiveness in improving sexual health outcomes among

adolescents (Crocker et al., 2019).

Maintaining a healthy weight among adolescents is essential for their overall

health, and programs aimed at helping them manage their weight are necessary (Park,

2023). Adolescent health promotion programs should incorporate broader aspects of

well-being to address various problem behaviors and promote overall health effectively

(Kemppainen et al., 218). Initiatives like the Ahead of the Game protocol aim to increase

mental health literacy, reduce stigma, and improve intentions to seek help for mental

health issues among adolescent males (Vella et al., 2018). Comprehensive sexual health

care programs for intellectually disabled adolescent girls are essential to address their

unique needs and promote reproductive health (Goli et al., 2018).

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Educational interventions for oral health are critical in identifying and intervening

in risk factors for oral health issues among adolescents (Bica et al., 2018). Adolescents

prefer sexual health education programs that provide honest, comprehensive content

delivered by well-educated health professionals in a nonjudgmental and comfortable

environment (Corcoran et al., 2020).

In conclusion, adolescent health-related facilities and services are vital in

promoting the well-being of adolescents worldwide. These services need to be

comprehensive, accessible, and tailored to the specific needs of adolescents to ensure

their physical, mental, and reproductive health needs are met effectively.

The study Ngag et al. (2022) delves into the role of the community in organized

health and physical activities for youth, emphasizing the importance of community

engagement in promoting health awareness among young individuals. This underscores

the significance of community support and involvement in implementing health-related

programs for the youth as mandated by RA 10742.

Moreover, the research by Mills (n.d.) highlights the positive effects of universal

health promotion programs on youth, emphasizing the impact of programs focusing on

social, emotional, and behavioral health on the well-being of young individuals. This

underscores the potential benefits of integrating health promotion initiatives within the

framework of RA 10742 to enhance the overall health outcomes of the youth population.

By incorporating mindfulness interventions and other mental health support mechanisms,

the Act can contribute to the holistic development of young individuals.

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Additionally, Espinoza (2023) discusses the role of youth in spreading health

information during public health crises like the COVID-19 pandemic. This underscores

the importance of equipping young individuals with the necessary knowledge and skills

to act as messengers of health information within their communities. By aligning health-

related programs with the objectives of RA 10742, there is a potential to leverage the

youth as advocates for health promotion and disease prevention initiatives.

Weist (2001) presents a strategic framework for mental health promotion and

intervention systems for youth, emphasizing the need for a comprehensive continuum of

programs ranging from prevention to treatment. This framework aligns with the goals of

RA 10742 in promoting the overall well-being of the youth population through structured

programs and interventions. By adopting a systematic approach to mental health

promotion, the Act can address the diverse needs of young individuals and ensure

comprehensive support for their mental well-being.

Furthermore, Rosenblatt et al. (1998) discuss the support provided by

governmental and private foundations for coordinated systems of care for children with

emotional disorders. This highlights the importance of external support and funding in

implementing effective health-related programs for youth. By leveraging external

resources and partnerships, initiatives under RA 10742 can enhance their reach and

impact, ultimately benefiting a larger segment of the youth population.

In a similar vein, Kim & Kim (2022) emphasize the impact of primary care

physician counseling programs on promoting health behaviors among the youth. By

 26

focusing on stress management, healthy eating, exercise, and regular health screenings,

such programs align with the preventive health measures advocated by RA 10742.

Integrating counseling and health promotion initiatives can empower young individuals

to take charge of their well-being and make informed health decisions.

Moreover, Machado et al. (2022) highlight the influence of social drivers and cash

transfer programs on the mental health of young individuals. This underscores the

importance of addressing social determinants of health and socioeconomic factors in

promoting mental well-being among the youth. By considering the broader social context

in which health-related programs operate, initiatives under RA 10742 can adopt a more

holistic approach to youth health promotion.

The Society for Adolescent Health and Medicine "International Youth Justice

Systems: Promoting Youth Development and Alternative Approaches: A Position Paper

of the Society for Adolescent Health and Medicine" (2016) advocates for a paradigm

shift in the justice system concerning youth treatment, emphasizing the importance of

positive youth development and well-being. This aligns with the underlying principles of

RA 10742, which seeks to empower the youth and promote their holistic development.

By reframing the role of the justice system in supporting young individuals, the Act can

contribute to creating a more supportive and nurturing environment for youth health

programs.

In conclusion, by integrating insights from various scholarly works on youth

health promotion, community engagement, mental health interventions, and positive

 27

youth development, initiatives under Republic Act 10742 can be enhanced to better cater

to the health needs of the youth population. By leveraging community support, external

resources, and evidence-based interventions, health-related programs for the youth can

align with the objectives of the Act and contribute to the overall well-being and

development of young individuals.

The "Teen Center Ordinance of the City of San Fernando" is a comprehensive

policy aimed at promoting adolescent health and development through the establishment

and operation of Teen Centers across the city. This ordinance reflects a proactive

approach to addressing the multifaceted needs of youth and adolescents in the

community.

The ordinance is officially titled the "Teen Center Ordinance of the City of San

Fernando." It underscores the city’s commitment to supporting the Adolescent Health and

Development Program Strategy, aiming to promote and protect the human rights of

adolescents, especially concerning sexual and reproductive health. The ordinance seeks to

provide comprehensive information to adolescents to prevent early and unintended

pregnancies, enhancing their overall well-being. The policy highlights the importance of

collaboration among various stakeholders, including families, schools, government

entities, churches, and media, indicating a holistic approach to adolescent development.

By aiming to establish both a central City Teen Center and multiple barangay-based SK

Teen Centers, the ordinance ensures widespread access to vital services and information.
 28

The purpose of a Teen Center is to provide youth with access to health-related

information and services through a dedicated facility. Specific goals include engaging

adolescents in initiatives, identifying their needs, making appropriate referrals, providing

educational workshops, and promoting a supportive learning community. The essential

components and characteristics for effective implementation include strong support from

key decision-makers, accessible and private facilities, community recognition of the

centers’ value, a comprehensive range of health and socio-economic services, competent

service providers, and equitable and non-discriminatory service provision.

The barangay-based SK Teen Centers offer youth-care services through a Youth

Desk, E-Library and Workstation, Audio-Visual Information Space, and Chat Hub. These

services include community-based HIV screening, educational and employment

assistance, personality enhancement, free internet access, study spaces, comprehensive

sexuality education, family planning, leadership skills development, and peer support.

Establishing teen centers in every barangay ensures that services are accessible at the

community level and cater to different aspects of adolescent life, promoting well-rounded

development. Utilizing existing SK frameworks enhances the feasibility and

sustainability of the centers.

To ensure effective management, the ordinance designates specific roles for Teen

Center coordinators. The City Head Coordinator (CHC) leads the main Teen Center,

monitors barangay centers, and prepares training programs, while the City Assistant Head

Coordinator (CAHC) assists the CHC and takes charge in their absence. The Barangay
 29

Head Coordinator (BHC) manages the barangay centers and leads program

implementation, supported by Barangay Peer Facilitators (BPF) who assist in running the

centers and implementing activities. Clear roles and responsibilities ensure effective

management and implementation, and training coordinators and facilitators enhance the

quality of services provided.

Youth and adolescent-friendly facilities must ensure service providers are non-

judgmental and skilled, provide comprehensive services or appropriate referrals, and

create an appealing environment that ensures confidentiality. Creating a welcoming and

respectful environment encourages adolescents to seek help and engage with the services,

while protecting privacy is essential in building trust.

In conclusion, the "Teen Center Ordinance of the City of San Fernando" is a well-

rounded policy aimed at improving adolescent health and development. By establishing

Teen Centers at both the city and barangay levels, the ordinance ensures that

comprehensive, youth-friendly services are accessible to all adolescents in the

community. The emphasis on collaboration, inclusivity, and respect for human rights

makes this policy a commendable effort in addressing the needs of young people.

Role of SK Teen Center Manager and Peer Facilitators in the Teen Center

Ordinance of San Fernando City

The "Teen Center Ordinance of the City of San Fernando" outlines the

establishment and operation of Teen Centers, with specific roles assigned to various
 30

individuals to ensure effective management and implementation of the centers' programs

and services. This discussion focuses on the SK Teen Center Manager for the barangay

and the roles and identities of the SK Peer Facilitators, as specified in the ordinance.

The SK Teen Center Manager for the barangay is officially designated as the

Barangay Head Coordinator (BHC). According to the ordinance, the BHC is the

Sangguniang Kabataan (SK) Chairperson. In the absence of the SK Chairperson, the

responsibility falls to the Task Force on Youth Development or the Committee Head on

Youth and Sports Development. This hierarchical structure ensures that there is always a

designated leader to oversee the operations of the SK Teen Center.

The Barangay Head Coordinator (BHC) plays a crucial role in the successful

implementation of the Teen Center's objectives at the barangay level. The specific duties

and functions of the BHC include: Managing the SK Teen Center: The BHC is

responsible for the day-to-day management and operation of the Teen Center. Leading

the SK Peer Facilitators: The BHC convenes and directs the activities of the Barangay

Peer Facilitators (BPFs), ensuring that they work collaboratively to achieve the center's

goals. Formulating and Implementing Programs: The BHC takes the lead in developing

and executing the Projects, Programs, and Activities (PPAs) covered by the Annual

Investment Program (AIP) of the SK Teen Center.

The SK Peer Facilitators (BPFs) are members of the Sangguniang Kabataan (SK)

who assist the BHC in various capacities. In the absence of designated SK officials, these

roles may be filled by other youth leaders within the barangay. The BPFs play a
 31

supportive yet vital role in the functioning of the SK Teen Center. Their specific duties

and responsibilities include: Assisting in Management: The BPFs help the BHC in

managing the SK Teen Center, ensuring smooth and effective operations. Supporting

Program Implementation: They assist the BHC in formulating and implementing the

Projects, Programs, and Activities (PPAs). This includes helping to organize events,

workshops, and other initiatives that are part of the center's offerings.

The SK Peer Facilitators are typically youth leaders and members of the SK

council who are actively involved in community and youth development activities. Their

engagement and enthusiasm are crucial for the success of the Teen Center's programs, as

they often have direct contact with the youth in their communities. By working closely

with the BHC, the BPFs help to ensure that the services and programs offered by the

Teen Center are relevant, accessible, and effectively address the needs of the youth and

adolescents in the barangay.

Problem Area

This study aims to understand and explore best practices employed by Teen

Center Managers in the City of San Fernando to optimize the functionality and impact of

SK Teen Centers, as mandated by City Ordinance 2020-15.

 32

Research Question

What are the best practices employed by Teen Center Managers in the City of San

Fernando to optimize the functionality and impact of SK Teen Centers, as mandated by

City Ordinance 2020-15?

Assumption

Significant variation exists among Teen Center Managers in San Fernando in

implementing practices aimed at optimizing SK Teen Centers, reflecting differing

strategies and local adaptations to effectively fulfill the objectives outlined in City

Ordinance 2020-15.

Importance of the Study

The study holds significant importance for various stakeholders involved in youth

development and public administration in San Fernando, La Union particularly to:

The City Government of San Fernando, La Union, as the findings of this study

are crucial for the City as it strives to optimize youth and adolescent health-related

programs and services in accordance with City Ordinance 2020-15. By understanding the

best practices identified in SK Teen Centers, Sangguniang Panlungsod members can

make informed decisions on resource allocation and program development. This ensures

that youth in San Fernando receive comprehensive support in education, health,

employment, and personal development, aligning with the city's strategic goals for

community welfare and sustainable development;

 33

The City Youth Development Office, since this study provides actionable

insights into enhancing their role in youth empowerment. It offers practical

recommendations on how to refine existing Local Youth Development Plans or introduce

new initiatives that better address the evolving needs of young people. By implementing

evidence-based practices from the study, the office can foster a more inclusive and

supportive environment for youth, promoting their active participation in civic life and

social activities;

Similar local youth development offices in neighboring local government

units can benefit from the study's findings by adopting successful strategies and practices

observed in San Fernando. This cross-regional learning facilitates collaboration and

knowledge-sharing among youth development professionals, ultimately improving the

effectiveness and reach of youth services across different communities. It serves as a

benchmark for local governments aiming to enhance their youth development

frameworks while respecting unique local contexts and challenges;

The Panlungsod na Pederasyon ng mga Sangguniang Kabataan ng San

Fernando, La Union. The members of the federation play a pivotal role in advocating

for youth interests and welfare. This study equips them with empirical evidence on

effective practices within SK Teen Centers, empowering them to lobby for policies that

prioritize youth development. By leveraging the study's findings, the federation can

strengthen its advocacy efforts and collaborate more effectively with local authorities and

stakeholders to improve youth-related policies and services.

 34

Local SK officials who are directly responsible for overseeing the operations of

SK Teen Centers in their respective barangays. The study's insights into best practices

enable these officials to enhance their managerial skills and decision-making processes. It

offers practical guidance on how to better engage with youth, address community needs,

and leverage resources effectively. By implementing evidence-based strategies, SK

officials can elevate the quality and impact of their services, fostering a more supportive

environment for youth development and empowerment.

Teen Center Managers for they are at the forefront of implementing youth

programs and services within SK Teen Centers. This study provides them with a

comprehensive analysis of successful operational practices, offering practical solutions to

challenges they may face in day-to-day management. By adopting best practices

identified in the study, managers can improve service delivery, enhance program

effectiveness, and maximize the utilization of center resources. This ultimately results in

better outcomes for youth participants, promoting their holistic development and well-

being.

For scholars and practitioners in public administration, the study serves as a

valuable case study in effective governance and policy implementation at the local level.

It highlights the intersection of public policy, youth development, and community

engagement, offering insights into how local governments can address societal challenges

through targeted youth initiatives. By examining the practical applications of public

 35

administration principles in youth services, the study contributes to academic discourse

and informs future research on governance strategies and public service delivery.

As part of the Master of Public Administration (MPA) program, the study

enriches students' understanding of public policy and administration in a real-world

context. It provides MPA students with empirical evidence and practical examples of

effective governance practices in youth development. This prepares them to apply

theoretical knowledge to practical challenges, equipping future public administrators with

the skills needed to design, implement, and evaluate youth-focused policies and programs

effectively.

Conducting this study allows the researcher to make a meaningful contribution to

the field of youth development and public administration. By collecting and analyzing

data on SK Teen Centers in San Fernando, the researcher gains valuable insights into the

complexities of managing youth services and the impact of local policies. This

experience not only enhances the researcher's academic credentials but also positions

them as a knowledgeable advocate for evidence-based policymaking and community-

driven development initiatives.

The study lays a solid foundation for future research endeavors in youth

development and public administration. It provides a comprehensive overview of SK

Teen Centers as a case study for evaluating the effectiveness of youth services over time.

Future researchers can build upon this study by conducting longitudinal analyses,

comparative studies across different municipalities, or exploring innovative approaches to

 36

youth empowerment and civic engagement. By expanding the body of knowledge in this

field, future researchers can contribute to ongoing efforts to improve youth policies and

programs globally.

Definition of Terms

The following are the key terms used in the study, they are defined operationally

as to how they are used in the paper.

Best Practices. These refer to the most effective and efficient methods identified

through research and experience to achieve optimal results in a specific field (Romero et

al., 2015). In the context of this study, best practices are essential for standardizing SK

Teen Center operations to ensure consistent delivery of high-quality services to

adolescents across all centers.

Teen Centers. These pertain to a one-stop-shop facility where adolescents and

youth can easily access a wide range of information and services to ensure their health

and well-being.

San Fernando Teen Center. It refers to a safe space located in the city proper

for the adolescents and youth. This will be the head office of all the established SK Teen

Centers in every barangay.

 37

SK Teen Center. It refers to a comfortable and fun barangay-based environment

center for adolescents and youth. The purpose of the said facility is to enable adolescents

and youth to have access of learning resources, develop social skills, and to develop a

mentally and physically healthy lifestyle.

 38

CHAPTER II

METHOD AND PROCEDURES

This part discussed the research design and procedures used in the study. It also

included the study's respondents, site, and ethical considerations. The instruments utilized

for gathering the data and the data analysis were also covered in this chapter. This chapter

helped the researcher to determine and analyze the data provided by the participants.

Research Design

In this study, Transcendental Phenomenology (TPh) was employed, a method that

focuses on the lived experiences of participants to uncover the essence of a phenomenon.

This approach is particularly effective in qualitative research as it emphasizes rich,

textural, and structural descriptions of experiences (Turhan, 2023). Creswell (2014) and

Moustakas (1994) have laid foundational principles for TPh, highlighting its focus on the

intentionality of consciousness and the dual aspects of experience—outward appearances

and inward consciousness. Recent studies further validate this approach, demonstrating

its capacity to elucidate participants' perceptions and experiences in various contexts,

such as the mental health impacts during the COVID-19 pandemic (Dagdag, 2023).

Moreover, the application of TPh in this research allows for a comprehensive

understanding of the operational functionality of the SK Teen Centers from the

perspectives of the managers. By prioritizing participants' voices and experiences, the

study aims to uncover the central meanings underlying their operational challenges and
 39

successes, thus contributing to a deeper understanding of the social dynamics at play

within these centers (Turhan, 2023). This methodological choice not only aligns with

contemporary qualitative research standards but also enhances the validity and richness

of the findings.

Study Site and Selection of Participants

The study was conducted in the City of San Fernando, La Union, with a focus on

barangays that had established SK Teen Centers. San Fernando was selected due to its

diverse demographic and socio-economic profile, which provided a representative sample

of the challenges and successes in implementing youth development programs in urban

and semi-urban settings. This city's proactive stance in addressing youth issues through

City Ordinance 2020-15 made it an ideal site for exploring the operational effectiveness

and best practices of SK Teen Centers.

The inclusion criteria for this study were designed to ensure that the data collected

was both relevant and insightful. First, only SK Centers that had been established

between 2020 and June 2022 were included. This time frame ensured that the centers had

had at least two years to implement their programs and develop best practices. Lastly, the

study included Teen Center Managers who had been facilitating or operating the centers

for more than six months. This ensured that the managers had sufficient experience and

knowledge of the center's operations, allowing them to provide comprehensive insights

into their management practices.

 40

The barangays selected for this study were Poro (established August 12, 2020),

Catbangen (August 12, 2020), Ilocanos Sur (August 12, 2020), Cabaroan (August 19,

2020), Tanqui (August 19, 2020), Biday (October 2, 2020), Dallangayan Oeste

(November 4, 2020), Pias (November 6, 2020), Ilocanos Norte (November 19, 2020), and

Namtutan (December 7, 2020). By focusing on these barangays, the study aimed to

identify and analyze best practices in a variety of contexts, contributing to a more

nuanced understanding of effective youth center management under City Ordinance

2020-15.

Data Measure

To gather pertinent data, the researcher developed interview questions using an

interview development guide (IDG). The interview questions focused on the learning

experiences of the Teen Centers' Managers. The interview questions were internally

validated by the members of the reading panel.

The researcher conducted one-on-one interviews with the Teen Centers' Managers

to determine their actual experiences in the center. The data was analyzed using an

intelligent verbatim transcript to provide a more adequate and sound transcript. The

collected transcripts were placed in the dendrogram for thematic analysis.

Data Gathering Procedure

To gather the necessary data, the researcher employed the four phases of the

Interview Protocol Refinement Framework established by Castillo-Montoya (2016). In

 41

the first phase, the researcher ensured that the interview questions aligned with the

research objectives. Questions were formulated based on the a priori codes provided by

the interview development guide (IDG), which served as a guide during the conduct of

the interviews.

In the second phase, an inquiry-based question was constructed from the codes. In

addition to the main guide questions, probing questions were also formulated. According

to Castillo-Montoya (2016), these probing questions organized themselves following the

social rules of ordinary conversations, which included a variety of questions and a script

to likely follow-up and prompt further discussion.

The third phase involved receiving feedback on the interview protocol. The

interview guide questions (IDG) were presented to members of the reading panel for

internal validation to establish their reliability as a research instrument. Their feedback

allowed the researcher to fine-tune the interview protocol (Castillo-Montoya, 2016).

The fourth phase piloted the interview protocol. This phase was conducted based

on the availability of the participants and examined each question for clarity, simplicity,

and answerability (Castillo-Montoya, 2016).

Furthermore, to gather the necessary data, the researcher wrote a permission letter

addressed to the SK Teen Center Manager before the interview. The interviews were

aided by a voice recorder along with anecdotal reports to capture the essence of
 42

participants' answers. The one-on-one interviews were conducted face-to-face inside their

respective SK Teen Centers.

Mode of Data Analysis

In transcendental phenomenological research, the researcher discovered that

simple thematic analysis was an effective approach for identifying and interpreting the

core themes emerging from the lived experiences of SK Teen Center Managers. The

process began with bracketing (epoche), where the researcher set aside personal biases

and preconceived notions related to the phenomenon. This step allowed for a fresh

perspective and an open-minded approach to the data, as the researcher meticulously

documented any assumptions to prevent them from influencing interpretation.

Following this, the researcher engaged in data immersion by thoroughly

reviewing the data, which included reading and re-reading interview transcripts, field

notes, and audio recordings. This deep immersion helped the researcher become

intimately acquainted with the participants' descriptions of their experiences, allowing for

the identification of salient statements relevant to the phenomenon.

The next stage involved horizontalization, where the researcher treated each

statement from the data with equal significance. By compiling all notable statements,

sentences, or phrases, this process ensured that no potential meaning was overlooked,

thus avoiding the prioritization of any single segment of text.

 43

Afterward, the researcher proceeded to coding, developing initial codes by

identifying recurring ideas, emotions, or concepts present throughout the data. This phase

involved labeling significant statements in a manner that encapsulated their essence,

focusing on the participants' articulated experiences.

Next, the researcher organized similar codes into overarching themes that

represented common experiences among the participants. This step of clustering codes

into themes reflected the essence of the lived experiences and provided meaningful

insights into the core significance of the phenomenon.

The researcher then crafted textural descriptions that conveyed what the

participants experienced, emphasizing the direct and concrete details they shared.

Subsequently, structural descriptions were formulated to interpret how these experiences

unfolded, taking into account the context, emotions, and meanings associated with the

participants' experiences.

Finally, the researcher synthesized the textural and structural descriptions into a

composite description that encapsulated the essence of the experiences shared among the

participants. This final step distilled the themes into a cohesive understanding of the

phenomenon, capturing its core meaning while remaining true to each participant's lived

experiences.

By employing these steps in thematic analysis, the researcher adhered to the

transcendental phenomenological approach, concentrating on the experiences of SK Teen

 44

Center Managers as they explored best practices for optimizing the functionality of their

Teen Center. This process revealed the deeper, shared essence of the phenomenon.

Ethical Considerations

The researcher strictly followed the SLC Guidelines on Research Ethics to

establish and maintain ethical standards while conducting this study. Proper coordination

with the relevant authorities and focal persons was ensured. A communication letter, duly

signed and acknowledged by the appropriate authorities, was prepared to facilitate the

conduct of this study.

Participants were briefed on the nature and purpose of the study, and assurances

were given that their names and personal information would not be mentioned in any part

of the research. Consent letters were provided to participants prior to the interview, and

permission to record the interview was sought. All gathered information was kept with

utmost confidentiality and used solely for research purposes.

The identity of respondents, including their names, was kept anonymous. Any

photos used for documentation were only utilized within this study and not elsewhere.

The researcher maintained scholarly treatment of the data, avoiding biases and employing

bracketing techniques to ensure objectivity. Proper referencing of materials was

conducted to uphold copyright laws and prevent instances of plagiarism. To further

 45

ensure the integrity of the study, the Turnitin application was utilized for plagiarism

detection, with sources properly cited and acknowledged.

Informed consent was obtained from all participants, as approved by the SLC

Research Ethics Committee. This process ensured that participants were fully aware of

their rights and the study's requirements, reinforcing the ethical framework guiding the

research.
 46

CHAPTER III
FINDINGS AND DISCUSSION

This chapter presents the findings and discussion on the best practices employed by SK

Teen Center Managers to optimize the functionality and impact of their centers. Additionally, it

explores the themes and sub-themes identified in the data analysis, which are illustrated using a

thematic map.

BEST PRACTICES OF SK TEEN CENTER MANAGERS IN OPTIMIZING THE

CENTER’S FUNCTIONALITY AND IMPACT

This study inductively explores best practices in managing SK Teen Centers in the City

of San Fernando, uncovering approaches that significantly optimize these centers' functionality

and impact on youth. Analyzing the approaches taken by SK Teen Center managers, four

overarching themes emerged: Collaborative Governance, Continual Operational Enhancement,

Curating Impactful Learning and Development Initiatives, and Proactive Management

Approaches. These themes reflect a unified framework of youth-centered practices that transcend

simple service provision, underscoring SK Teen Centers as dynamic and adaptive community

spaces. Aligned with the GO-FAR (Good Practices in Local Governance: Facility for Adaptation

& Replication) framework, these best practices reflect sustainable models that build on

community resources, partnerships, and flexible management strategies to meet the ordinance-

mandated functions of the centers.

Across all centers, managers have adopted methods that address the ordinance’s broad

requirements, such as providing a Youth Desk for youth guidance, E-Library and Workstation for
 47

academic and vocational support, Audio-Visual Information Spaces for personal development

and citizenship, and Chat Hubs for peer and emotional support. Collectively, these services

ensure that SK Teen Centers serve as inclusive, supportive, and safe environments for youth

development. Additionally, by embedding these practices in a replicable, responsive framework,

SK Teen Centers in San Fernando stand as potential models for other local government units

(LGUs) seeking to establish or enhance youth-centered services. Through this thematic analysis,

the practices discovered illustrate the complex layers of governance, adaptive management, and

community engagement, positioning SK Teen Centers as pivotal institutions in fostering

sustainable youth development.

Collaborative Governance for the Delivery of Services across its Corners

Collaborative governance is foundational to the success of SK Teen Centers, weaving

together the skills, resources, and networks of a broad range of stakeholders to deliver

comprehensive services to youth. Recognizing that the multifaceted needs of the centers—from

health screenings to digital literacy support—cannot be met by a single entity alone, SK Teen

Center managers actively build partnerships across sectors. These partnerships extend beyond

traditional governmental collaborations, tapping into the resources and expertise of private

organizations, non-governmental organizations (NGOs), and local community groups to fill

critical service gaps.

Collaborative governance as practiced by SK Teen Centers demonstrates a scalable

model of service delivery that is flexible, resourceful, and resilient. By bridging public and

private sectors and engaging NGOs, centers effectively create a networked approach to youth

support that can withstand and adapt to budgetary or personnel limitations. This model suggests

that LGUs aiming to replicate or standardize youth support services could benefit from adopting a
 48

similar approach, leveraging local partnerships to maximize resource allocation and service

provision. Moreover, collaborative governance allows Teen Centers to adapt quickly to emerging

community needs, making them responsive and resilient models for sustainable, community-

driven youth services. The implication is clear: successful youth-centered governance is

inherently collaborative, requiring the sustained engagement of all sectors to create an accessible,

adaptive, and inclusive foundation for youth empowerment.

Enhancing Core Service Delivery through Partnership with Public Administration

Experts

The establishment of partnerships with public administration experts is a

cornerstone of the operational strategy for SK Teen Centers (SKTCs). These

collaborations are particularly crucial for SKTCs to fulfill their specialized mandates

effectively, especially in areas such as health and social services that require technical

expertise, professional training, and access to resources often beyond the skill sets of the

youth managers. Given the limited capacity of SKTC managers, who are often student

leaders without formal training in specialized health services, partnerships with entities

like health agencies, law enforcement, and social welfare organizations ensure that the

centers maintain high standards of quality, safety, and effectiveness in their service

delivery.

By engaging in partnerships, SKTCs not only address the inherent resource and

skill limitations of their own staff but also harness the broader network of community

services to create a holistic support system for the youth they serve. This collaborative

approach underscores a broader principle of networked governance, wherein community

organizations work interdependently to achieve shared goals. Such a model is particularly

 49

effective in addressing the complex, multifaceted needs of young people, ranging from

health screenings to safety interventions and educational resources. This analysis delves

into the impact of these partnerships, the types of services they enable, and the broader

implications for sustainable and inclusive governance in youth services.

A critical mandate of many SKTCs is to provide HIV screening—a task that

demands technical medical training and understanding of health protocols, areas often

outside the professional capacity of youth managers. SKTC Manager 1 highlighted this

gap in expertise, stating, “When I first took on this role, I didn’t realize the extent of

services we were expected to provide. For example, we’re mandated to offer HIV

screening, but as a student, I’m not qualified to conduct these screenings. So, we

partnered with the City Health and Wellness Office to provide this service” (“Nung una

ko itong tinanggap na role, hindi ko na-realize ang dami ng serbisyong kailangan

naming i-provide. Halimbawa, mandated kaming mag-offer ng HIV screening, pero

bilang estudyante, hindi ako qualified para sa mga screenings na ito. Kaya nakipag-

partner kami sa City Health and Wellness Office para maibigay ang serbisyong ito”).

This partnership not only enables the SKTC to offer essential health services like HIV

testing but does so with the assurance that procedures meet established health and safety

protocols, a priority in preventing possible risks to both service providers and youth

clients.

Collaborations with public health experts extend beyond basic service provision;

they also bring a layer of professional accountability and updated information to the

SKTCs. In today’s dynamic health environment, accurate and current information is

essential for any health-related service. As SKTC Manager 2 explained, “We

collaborated with health experts from ITRMC to ensure accurate and up-to-date
 50

information. The DOH Regional Office also provided brochures and pamphlets on

HIV/AIDS and teenage pregnancy, while the City Health Office supplied contraceptives”

("Nakipag-collaborate kami sa health experts from ITRMC para siguradong tama at

updated ang information. Nagbigay rin ang DOH Regional ng mga brochure at

pamphlets about HIV/AIDS, Teenage Pregnancy, tas sa CHO naman ket nagbigay sila

ng mga contraceptives”). In this collaboration, resources from both the Ilocos Training

and Regional Medical Center (ITRMC) and the Department of Health (DOH)

significantly enhance the centers’ capacity to offer accurate and preventive health

education on topics such as HIV/AIDS and teenage pregnancy. The City Health Office's

provision of contraceptives further demonstrates a holistic approach to health, equipping

youth with resources that address both preventative and educational needs.

These partnerships exemplify best practices in aligning youth services with

public health standards. By accessing specialized expertise and resources from health

agencies, SKTCs can offer comprehensive and medically sound services to youth,

fostering greater trust and credibility. This collaborative approach also highlights the

adaptability of SKTCs, demonstrating their ability to integrate external expertise to meet

evolving community health needs.

Beyond the technical aspects of health service delivery, partnerships play an

essential role in addressing the social barriers that often prevent young people from

accessing health services. Social stigma, particularly surrounding issues like HIV testing,

remains a significant obstacle. Many young people may feel uncomfortable seeking HIV

testing due to societal prejudices or a lack of supportive environments. SKTCs have

strategically leveraged partnerships to foster inclusivity and reduce stigma, creating a

safer space for youth to access these critical health services.

 51

SKTC Manager 1 recounted the center’s approach to tackling stigma, noting,

“Many were hesitant to get tested, so we first conducted a symposium on HIV/AIDS

awareness...we invited LGBT youth to participate, which made everyone more

comfortable. Eventually, 17 attendees agreed to get tested” (“Marami ang nahihiyang

magpa-test, kaya nag-conduct muna kami ng symposium on HIV/AIDS awareness...

inimbitahan namin ang mga LGBT youth na sumali, na nagpagaan sa loob ng lahat. Sa

huli, 17 participants ang pumayag magpa-test”). By organizing an awareness

symposium that included marginalized groups like LGBT youth, SKTCs effectively

demonstrated how inclusive programming can dismantle stigma and create an

environment of acceptance and trust. This strategy exemplifies how SKTCs go beyond

basic service delivery, actively working to reshape social attitudes and encourage open

discussions around sensitive health topics.

The collaboration with public health experts and advocacy groups enables

SKTCs to address both the educational and emotional aspects of health services. Through

awareness-raising events, they create a supportive environment that reassures youth,

fostering a climate of openness and safety. This approach not only fulfills health

mandates but also promotes youth empowerment, allowing young people to make

informed health decisions in a judgment-free setting. Such efforts underscore the SKTCs’

commitment to inclusivity and trust-building, which are foundational to encouraging

youth engagement in health services.

Public administration partnerships also extend to areas beyond health,

particularly in promoting youth safety and welfare. For SKTCs, collaborations with law

enforcement and social welfare agencies are crucial for addressing sensitive issues such

as youth and gender-based abuse. These partnerships provide a clear procedural

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framework for SKTCs to respond to cases of abuse or violence, ensuring timely

interventions that prioritize youth protection and recovery.

An illustrative example comes from SKTC Manager 3, who recounted a

collaborative response to a case of youth abuse: “When I heard this, ni-report ko sa

BCPC namin then inaction’an nila agad. Iyong suspect, dinampot ng police and

nagbigay kami ng intervention through the CSWD” ("When I heard this, I reported it to

our BCPC and they immediately acted. The suspect was arrested, and we provided

intervention through the CSWD"). This collaboration with the Barangay Council for the

Protection of Children (BCPC) and the Department of Social Welfare and Development

(CSWD) enables SKTCs to ensure swift and effective interventions in situations where

youth safety is at risk. Such partnerships are pivotal in establishing SKTCs as safe

havens, providing young people with trusted avenues for reporting and resolving issues

related to abuse.

The significance of these partnerships cannot be overstated; they not only address

immediate threats to youth safety but also reinforce the SKTCs’ role as integral parts of

the community’s protective infrastructure. By coordinating with law enforcement and

social services, SKTCs establish a systematic response protocol, which is essential in

addressing the psychological and social needs of abused youth. This approach reflects a

deep commitment to the centers’ protective mandate, emphasizing proactive measures in

youth safety and underscoring the centers’ holistic role in community welfare.

On the other hand, the support provided by various government officials and

offices significantly expands the resources available to SKTCs, enabling them to enhance

and diversify their program offerings. As SKTC Manager 5 explained, “We realized that

support from various government offices was essential, so we sought sponsorship from
 53

Congressman Paolo Ortega, Councilor Macky Ducusin, and PPSK President Kirk

Andrew Agulan” ("Naisip namin na kailangan talaga ng suporta mula sa iba’t ibang

government offices kaya humingi kami ng sponsorship mula kina Congressman Paolo

Ortega, Councilor Macky Ducusin, at PPSK President Kirk Andrew Agulan”). By

seeking sponsorship, SKTCs secure resources such as educational tablets, sports

equipment, and financial assistance, which are crucial for creating a vibrant and engaging

environment for youth development.

Such partnerships go beyond mere financial assistance; they symbolize the

centers’ proactive approach to community engagement and highlight the importance of

resource mobilization in maintaining diverse, high-quality programming. Through these

sponsorships, SKTCs are better equipped to meet the varied needs of youth, from

educational support to recreational activities, which fosters a well-rounded environment

conducive to positive youth development. This capacity for resource expansion through

partnerships exemplifies a model of public administration that is both responsive and

adaptable, allowing centers to continuously evolve in alignment with the changing needs

of the communities they serve.

The collaborative model employed by SK Teen Centers reflects an innovative

and sustainable approach to youth service provision, characterized by integration,

responsiveness, and adaptability. By partnering with health agencies, local government

offices, law enforcement, and social service agencies, SKTCs successfully address

specialized mandates and deliver high-quality services that would otherwise be

challenging for youth leaders to provide independently. This networked approach

emphasizes that Teen Centers operate not as isolated entities but as essential components

within a broader community support network.

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For Local Government Units (LGUs) aiming to replicate the success of SK Teen

Centers, the partnership model serves as a best practice framework for youth governance.

These collaborations underscore that effective youth services require engagement across

multiple sectors, allowing centers to leverage the full scope of community resources and

expertise. This approach exemplifies how partnerships can bridge resource gaps and

enhance service quality, providing a replicable model of governance that is inclusive,

sustainable, and deeply attuned to the unique needs of young people.

Furthermore, these partnerships set a standard for community-oriented

governance, promoting a service model that is not only capable of addressing the

immediate needs of youth but is also resilient and adaptive to future challenges. In this

model, SKTCs emerge as dynamic youth support hubs that combine professional

expertise, community resources, and inclusive practices to fulfill their mission

comprehensively. The implication is clear: for youth services to be effective and

sustainable, LGUs should prioritize partnerships with public administration experts,

creating a robust, integrated support system that adapts to the changing landscape of

youth needs.

This approach to governance emphasizes a community-centered perspective,

where the well-being of young people is addressed through strategic alliances, shared

resources, and mutual accountability. By adopting this model, SK Teen Centers not only

enhance their operational capacities but also establish a high standard for inclusive,

resilient, and community-based governance that other regions can adapt to their unique

contexts. In doing so, SKTCs set a powerful example of youth-focused public

administration, illustrating the transformative potential of partnerships in creating a

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support system that is responsive, trusted, and deeply aligned with the welfare of the

community’s youth.

Forging Synergistic Partnerships with Private Entities and NGOs for Enhanced

Service Delivery

To overcome operational challenges and expand their scope of services, SK Teen

Centers (SKTCs) have also developed strategic partnerships with private entities and

non-governmental organizations (NGOs). These collaborations are particularly

instrumental in addressing financial limitations and fulfilling service mandates that might

otherwise strain the capacities of the Teen Centers, which often rely on limited budgets

and resources. By tapping into the resources, expertise, and technical support offered by

private businesses and NGOs, Teen Centers enhance their service delivery, making

essential programs sustainable and accessible to the youth. This strategic approach as

well aligns closely with the principles of the GO-FAR framework, which advocates for

adaptable governance models that maximize local resources. Through these partnerships,

SKTCs establish a sustainable, community-centered model of youth service provision

that leverages external support to fulfill critical needs.

One of the primary benefits of collaborating with private entities is the ability to

reduce operating expenses, particularly in areas like digital infrastructure and

connectivity, which are essential for the Center’s e-library and other resource hubs.

SKTC Manager 1 highlighted the role of such partnerships in lowering operational costs,

explaining, “During our SK Fed Meeting, maraming mga private business ang

pumupunta para mag-offer ng mga services nila in relation sa aming services sa Teen

Center. Isa sa mga kinuha namin bilang partner ang Converge. Very affordable siya
 56

which is malaking tulong para makatipid kami sa operating expenses ng Teen Center”

("During our SK Fed Meeting, many private businesses came to offer their services in

line with our Teen Center’s services. We partnered with Converge, which was very

affordable and helped us cut down on our operating expenses"). This partnership with

Converge, a private internet service provider, allowed the Teen Center to secure reliable

and cost-effective internet services, a critical component of the Center’s operations that

supports the digital needs of youth accessing online learning and other educational

resources.

The impact of these partnerships goes beyond financial savings; they enable the

Centers to maintain a consistent, reliable service infrastructure that youth can depend on.

SKTC Manager 3 elaborated on the decision to switch internet providers to save costs,

noting, “Nagshift kami from PLDT to Converge kasi mas mura siya pero reliable naman,

and parang iyon kasi gamit ng halos karamihan din, so grab ko na iyong discount nila”

("We switched from PLDT to Converge because it’s cheaper but still reliable, and it’s

what most people use, so we took advantage of their discount"). This shift not only

exemplifies cost-efficient decision-making but also reflects an adaptive approach that

prioritizes operational stability without sacrificing quality. In choosing providers that

offer both affordability and reliability, the Centers ensure that limited financial resources

are strategically allocated, enhancing the sustainability of their services.

From a governance perspective, this practical approach to selecting private sector

partners illustrates an innovative and resource-conscious strategy that other LGUs could

replicate. By capitalizing on discounts and affordable service options from private

entities, SKTCs optimize their resources to maintain essential digital services—a growing

necessity in today’s youth service landscape. This strategy illustrates a model of

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governance that leverages public-private synergies to sustain operational capacity and

underscores the Center’s commitment to maximizing community resources to benefit

youth services.

In addition to private sector partnerships, SK Teen Centers have established

collaborations with NGOs that provide specialized resources and support for social and

health-oriented programs. These partnerships enable the Centers to address complex

social issues such as teenage pregnancy, environmental awareness, and mental health,

which require a depth of expertise and resources that may not be available within the

Center’s internal structure. SKTC Manager 4 illustrated the impact of these

collaborations, sharing, “Recently, nag-partner kami sa Molte Ares Incorporated para sa

teenage pregnancy awareness… at sa LINK para sa environmental awareness and

advocacy” ("Recently, we partnered with Molte Ares Incorporated for teenage pregnancy

awareness… and with LINK for environmental awareness and advocacy"). Such

partnerships not only provide the Teen Centers with access to specific knowledge and

materials but also allow them to host educational workshops and community activities

that address pressing social issues.

By engaging with NGOs that specialize in particular areas, SKTCs benefit from

expert-led programs that enhance the depth and quality of their service offerings. For

instance, Molte Ares Incorporated’s support for teenage pregnancy awareness programs

equips the Centers with the resources needed to inform youth about sexual health,

reproductive rights, and preventive measures, creating a safe space for youth to learn and

ask questions. Similarly, the partnership with LINK, an NGO focused on environmental

advocacy, enables the Centers to incorporate sustainability education into their

programming, aligning youth services with broader social goals and fostering community
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responsibility among young people. This layered approach to program delivery not only

diversifies the range of services provided by the Centers but also aligns with the holistic

model of youth development, addressing multiple facets of youth welfare—from health to

environmental stewardship.

The value of these NGO partnerships lies in their ability to empower Teen

Centers to provide responsive and relevant programs without overburdening their internal

staff or finances. By drawing on the expertise and resources of NGOs, SKTCs can engage

in a collaborative model that amplifies their impact while remaining cost-effective. This

strategy demonstrates how resource-pooling and knowledge-sharing with specialized

organizations can expand service offerings and provide more nuanced, impactful

programming, underscoring a best practice for LGUs looking to enhance youth services

sustainably.

In addition to private and NGO partnerships, Teen Centers rely on volunteer

support from local educational institutions, which provide both human resources and

specialized knowledge for program delivery. The involvement of volunteers, especially

those with academic and professional training, allows the Centers to enhance the quality

of their services significantly. SKTC Manager 2 described the positive impact of

educational partnerships, noting, “Tapos, mayroon noong December, mga fresh graduates

from DMMMSU, UCC, and SLC at students na nag-volunteer. Pinili nila ang barangay

namin para sa mga extension services nila. Malaki talaga ang tulong ng partnership kasi

kung kami kami lang, mahirap talaga” ("Then, in December, there were fresh graduates

from DMMMSU, UCC, and SLC, and student volunteers who chose our barangay for

their extension services. These partnerships were really helpful because if it was just us, it

would be very difficult"). By engaging recent graduates and student volunteers, Teen
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Centers gain access to a pool of motivated individuals who bring current knowledge,

specialized skills, and energy to program implementation.

Educational partnerships, particularly those involving universities and vocational

institutions, enable Teen Centers to run programs that require specific expertise, such as

mental health counseling, academic tutoring, and skill-building workshops. These

volunteers not only fill crucial staffing gaps but also introduce innovative approaches and

techniques that enhance service quality. For instance, recent graduates from health-

related fields can support wellness programs, while education majors can provide tutoring

services in the Centers’ e-libraries. This model of utilizing volunteer support underscores

a best practice in community-based service delivery, demonstrating how partnerships

with academic institutions can strengthen and diversify youth services in a cost-effective

manner.

From a broader governance perspective, the inclusion of educational institutions

in SKTC programming represents a replicable model for LGUs aiming to maximize local

resources for youth development. These partnerships allow the Centers to enhance

service offerings without incurring significant personnel costs, illustrating an efficient

allocation of resources that prioritizes the youth community’s needs. The mutual benefit

of these collaborations—where students gain practical experience and Centers gain

valuable manpower—fosters a symbiotic relationship that aligns with GO-FAR’s

principles of sustainable, resource-oriented governance.

The collaborative strategies adopted by SK Teen Centers provide a compelling

model for other LGUs seeking to optimize youth services. By forging partnerships with

private entities, NGOs, and educational institutions, SKTCs exemplify a resource-driven

approach to sustainable governance. These partnerships offer a replicable framework for

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supporting youth services through external resources, highlighting the Centers’ resilience

in addressing financial constraints while maintaining service quality and breadth.

From a researcher’s perspective, these partnerships emphasize the adaptability of

the SKTC governance model, which leverages local networks to maximize resource

utilization and extend service reach. This approach aligns with the GO-FAR framework’s

focus on sustainability and inclusivity, demonstrating that local partnerships can

significantly enhance community-based services by combining financial efficiency with

social responsiveness. By adopting a governance model that relies on multi-sectoral

partnerships, SKTCs create a dynamic, interdependent support system for youth,

reducing dependency on limited internal budgets while fostering a network of resources

that can adapt to evolving community needs.

This collaborative model serves as a blueprint for LGUs, showcasing how

localized partnerships can mitigate resource limitations and sustain essential services. For

instance, partnerships with private entities for technical support allow Teen Centers to

maintain critical infrastructure affordably, while NGO collaborations enable them to

address complex social issues with specialized expertise. Educational partnerships further

extend this model by providing manpower and knowledge that enhance program delivery,

creating a robust framework for service provision that is community-oriented and cost-

effective.

SK Teen Centers’ approach to forging partnerships with private entities, NGOs,

and educational institutions exemplifies a best practice in local governance that can be

adapted and scaled to various regions. By creating a diversified support network, these

partnerships ensure that SKTCs can sustainably fulfill their mission of youth

development, fostering an inclusive and resourceful environment that meets the needs of
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the community’s young population. Through this partnership-based model, SK Teen

Centers not only enhance their operational capabilities but also set a high standard for

community-driven governance that is financially sustainable, socially responsive, and

adaptable to future challenges. This model serves as a powerful example for LGUs,

providing a clear path for creating youth services that are impactful, resilient, and deeply

integrated into the fabric of the community.

Continual Enhancement of the Operational Management to Meet Youth Needs

A proactive, adaptive approach to operational management stands out as a hallmark of

best practices in SK Teen Centers. This dynamic approach ensures that the Centers remain

responsive to the diverse and evolving needs of the youth they serve, continually refining their

offerings to stay relevant and impactful. Teen Center managers consistently assess and adjust

programs, facilities, and resources to align with the interests and demands of young people,

recognizing that flexibility is key to effectively supporting this demographic.

This commitment to continual enhancement manifests in various ways. Managers

regularly solicit feedback from youth participants, enabling them to identify emerging needs and

preferences directly from the target audience. For instance, by gathering input on popular

programs or identifying gaps in services, managers gain valuable insights that guide decision-

making and resource allocation. Additionally, they monitor trends within the community and

larger social context, ensuring that programming reflects current issues relevant to youth, such as

mental health support, digital literacy, and vocational training. This responsiveness to social

dynamics demonstrates a best practice in operational management that prioritizes youth

engagement and empowerment.

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Moreover, operational flexibility allows Teen Centers to leverage partnerships and

collaborations more effectively. Managers work closely with public agencies, private sector

partners, and NGOs to access resources that enhance service delivery, adjusting their operational

strategies to incorporate these external resources in ways that maximize impact. For instance,

when a partner organization provides materials or expertise on health education, managers adapt

the Center’s programming to integrate these new offerings seamlessly, ensuring that services

remain robust and comprehensive. This agile approach not only broadens the scope of available

services but also strengthens the Teen Center’s role as a responsive community hub.

Ultimately, this commitment to continuous improvement underscores a deep

understanding among Teen Center managers that youth needs are neither static nor uniform. By

embracing a proactive operational strategy, SK Teen Centers exemplify a model of youth service

provision that is adaptive, sustainable, and attuned to the shifting landscape of youth needs. This

focus on continual enhancement ensures that Teen Centers remain vital resources in their

communities, capable of supporting the holistic development of young people in a rapidly

changing world.

Re-engineering the Digital Infrastructure for Optimal Learning and Working

Experience

In the context of today’s digital world, connectivity has become essential not

only for educational access but also for overall youth development and empowerment.

Recognizing this, SK Teen Centers have undertaken a strategic re-engineering of their

digital infrastructure to support the diverse learning and working needs of the youth they

serve. This modernization of digital resources and connectivity is not merely a technical

enhancement but a core component of the Centers' mission to bridge digital divides and
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create equitable, accessible environments for education, skill development, and

community engagement. By ensuring digital accessibility and integrating technology-

driven resources, Teen Centers embody GO-FAR’s emphasis on replicable, adaptable

governance and community-based educational models.

A key objective in re-engineering digital infrastructure within SK Teen Centers

has been to mitigate the digital divide affecting many youth in the communities they

serve. For instance, a manager explained the significant impact of upgrading internet

connectivity and expanding Wi-Fi coverage: “We upgraded the center’s internet and set

up additional Wi-Fi zones around the Barangay Hall, allowing youth without internet at

home to access online resources”. This initiative to create public Wi-Fi hotspots around

the Barangay Hall reflects a commitment to digital equity, providing young people with

access to essential online resources regardless of their home internet situation. This

improvement enables the Centers to support youth in their academic pursuits, vocational

training, and access to other online resources critical for modern educational and

employment opportunities.

By establishing connectivity zones accessible to those without home internet, the

Centers also reflect an understanding of their community’s socioeconomic challenges.

This digital infrastructure allows youth to engage in online learning, access academic

materials, and participate in remote work and collaborative projects. In this way, the

Centers play an instrumental role in leveling the educational playing field, demonstrating

a best practice in community-focused, inclusive digital access. This strategy is an

exemplar of socially responsive management, effectively bridging the gap between

technology availability and the economic realities faced by many young people.
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To maximize the benefits of improved connectivity, SK Teen Centers have also

expanded their digital resource offerings, positioning themselves as hubs for education

and skills development. The Centers have strengthened their digital libraries and

organized structured programs to promote the use of these resources. As one manager

noted, “The e-library has become a study haven. We’ve increased our collection of digital

books and organized ‘digital library days’ to introduce new materials”. This focused

approach to digital resource management not only enriches the range of materials

available for youth but also actively engages them in academic and personal growth

activities.

The e-library expansion includes an updated collection of digital books,

academic journals, and other relevant learning resources that can be accessed within the

Center’s digital ecosystem. By curating high-quality content and introducing new

materials through events like "digital library days," the Centers promote a culture of

academic engagement and resource-sharing. Such programs not only enhance digital

literacy among youth but also foster a sense of ownership and enthusiasm for learning, as

youth are introduced to valuable resources and encouraged to use them. The initiative

aligns with GO-FAR’s principles by offering accessible, high-quality educational

resources within the community, underscoring the Centers' role as educational and

developmental hubs.

This emphasis on digital literacy also prepares youth for increasingly digital

academic and professional landscapes, equipping them with skills necessary for success

in a technology-driven world. The inclusion of structured events and curated content in

the e-library demonstrates a proactive and future-focused management strategy that

ensures Teen Centers remain relevant and impactful as community learning institutions.
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Looking toward the future, Teen Centers continue to prioritize technological

upgrades as part of their operational planning. For instance, SKTC Manager 1 shared that

as part of the 2025 budget, the Center plans to procure additional desktop computers and

establish more Wi-Fi zones in the vicinity of the Barangay Hall to support youth

connectivity. “Our goal is to make these resources as accessible as possible, especially

for those who have devices but no internet connection at home,” the manager explained,

reflecting the Center’s proactive commitment to scaling up its digital infrastructure in

response to demand. This forward-thinking investment strategy underscores a

commitment to long-term, sustainable digital engagement, ensuring that as technology

and youth needs evolve, the Centers remain well-equipped to support their community.

The addition of desktop computers and further expansion of Wi-Fi hotspots

enhances the capacity of Teen Centers to serve as fully equipped digital learning and

working spaces. With these upgrades, the Centers can offer a range of digital services that

support everything from online learning to vocational training programs. This investment

in digital infrastructure reflects a sustainable governance model that recognizes

technology as an essential resource for educational equity and community development,

thus establishing Teen Centers as essential components of the digital ecosystem within

their communities.

Beyond traditional digital resources, SK Teen Centers have introduced

multimedia spaces that further enhance engagement through interactive and dynamic

learning tools. The creation of an Audio-Visual Information Space, as highlighted by

SKTC Manager 2, is a prime example: “Look, we have this big TV! It’s great because we

use interactive methods like video presentations and role-plays.” This multimedia setup

enables Teen Centers to implement more diverse teaching methods that cater to different
 66

learning styles, particularly those of young people who benefit from visual and

interactive content. By using tools like video presentations, role-plays, and interactive

discussions, the Centers create immersive learning environments that hold the attention of

youth and encourage active participation.

This shift toward multimedia engagement highlights a significant evolution in the

educational approach taken by Teen Centers. Traditional methods of teaching and

resource sharing are complemented by technology-driven tools that facilitate a more

engaging, participatory learning experience. Such an approach is particularly valuable in

catering to the diverse needs of youth, many of whom are increasingly accustomed to

digital media and benefit from a variety of learning modalities. The integration of

multimedia resources illustrates a model of adaptive educational management that

enhances the Center’s value as a learning hub and ensures that youth services remain

relevant and accessible to a tech-savvy generation.

The re-engineering of digital infrastructure within SK Teen Centers offers a

replicable and sustainable model for other Local Government Units (LGUs) aiming to

provide equitable, technology-supported youth services. By upgrading connectivity,

expanding digital resources, and incorporating multimedia learning tools, SK Teen

Centers exemplify a governance model that responds to modern educational needs in an

inclusive and community-oriented way. This approach not only fulfills immediate digital

access needs but also aligns with broader social goals of fostering digital literacy,

educational equity, and community empowerment.

From an academic perspective, the SK Teen Centers' strategy demonstrates the

transformative impact of digital inclusion on community-based youth services. By

adopting a proactive, resource-focused approach to digital infrastructure, the Centers

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ensure that even youth from economically challenged backgrounds can access the

educational and vocational resources necessary for success in a digital society. This

strategy contributes to social capital within the community, empowering youth through

increased digital literacy and access to quality learning materials, which can enhance

their academic performance, career prospects, and overall confidence.

Furthermore, the continual enhancements in digital infrastructure underscore an

adaptive governance model that can evolve alongside technological advancements and

shifting youth needs. By planning for future digital demands and aligning their

infrastructure goals with budgetary considerations, SK Teen Centers exemplify a

sustainable, long-term commitment to youth empowerment. The Center’s adaptive and

forward-thinking approach creates a responsive framework that other LGUs can adopt to

foster inclusive, community-focused digital engagement, serving as a blueprint for

sustainable youth development initiatives.

In conclusion, the digital re-engineering of SK Teen Centers illustrates a

powerful model of equitable, technology-driven community governance. By prioritizing

connectivity, expanding digital and multimedia resources, and investing in scalable

infrastructure, the Centers address the digital divide and provide youth with essential

tools for learning, growth, and engagement. This model not only strengthens the role of

Teen Centers as critical educational and social resources within their communities but

also establishes a standard for inclusive, sustainable governance that empowers young

people through accessible, community-based digital services.

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Modifying Operating Hours to Accommodate Youth Clientele

In an effort to improve accessibility and inclusivity, SK Teen Centers have made

significant adjustments to their operating hours, recognizing that young people’s

schedules vary greatly. This operational flexibility is a hallmark of responsive,

community-centered management, ensuring that Teen Centers remain accessible to youth

regardless of their commitments during traditional business hours. By extending hours

into the evening and opening on weekends, SK Teen Centers demonstrate a commitment

to aligning their services with the lifestyles of their young constituents, fostering an

environment where all youth feel welcome and supported. These adjustments illustrate a

practical application of GO-FAR’s best practices, which emphasize inclusivity and

adaptability in service provision.

Many young people, especially students, have limited availability due to school

and extracurricular activities. Recognizing this, Teen Center managers have adjusted their

hours to accommodate the peak times when youth are most likely to seek services. For

instance, SKTC Manager 1 observed that “more youth tend to visit the Center in the

afternoon and evening, so we informed the Barangay Captain that we would keep the

Teen Center open until 8 PM.” Extending hours to 8 PM specifically targets students who

cannot visit during standard hours, making the Teen Center a viable space for after-

school activities, study sessions, and social engagement. This adaptation reflects a deep

understanding of youth schedules and priorities, transforming the Center from a

traditional service provider to a responsive community resource that meets youth on their

terms.

The consideration given to extended hours reflects the Centers’ proactive

approach to operational management. Rather than adhering to a rigid schedule, the

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Centers have taken a flexible stance, adjusting their hours in ways that maximize

accessibility. SKTC Manager 2 noted a similar approach, explaining, “We expanded our

operating hours—from 8 AM to 6:30 PM—and sometimes even later, especially on

weekends from the afternoon until evening to accommodate students who are busy in the

mornings.” This weekend availability further enhances accessibility by providing

alternative times for youth with weekday commitments. Such responsiveness to

constituent needs aligns with the core principles of community-based governance, where

public services adapt based on the lived experiences of the communities they serve.

Beyond adjusting weekday hours, several Teen Centers have recognized the

importance of weekend access, particularly for students with limited availability during

the week. For example, SKTC Manager 4 shared that their Teen Center operates from 4

PM to 10 PM on weekdays and from 8 AM to 10 PM on weekends. Similarly, SKTC

Manager 5 explained, “Our Teen Center is open from 9 AM to 6 PM during the week and

from 8 AM to 10 PM on weekends. We set this schedule to allow more young people to

come, especially those who are busy with school during weekdays.” By offering extended

hours on weekends, Teen Centers accommodate youth who may have school obligations

or part-time jobs during the week. This weekend availability exemplifies a commitment

to inclusivity, ensuring that the Center is accessible even to those with the most

restrictive schedules.

Weekend operations further highlight the Centers’ role as accessible community

hubs, welcoming youth from diverse backgrounds and lifestyles. This flexible scheduling

serves not only as a practical means of accessibility but also as a signal to the community

that the Teen Center prioritizes the needs and constraints of its young users. For youth

who may face challenges in accessing support services due to conflicting commitments,
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this accessibility framework reinforces the Teen Center’s commitment to reducing

barriers, thus fostering a more inclusive environment for learning, recreation, and

personal development.

The strategic extension of operating hours within SK Teen Centers offers a

replicable model of inclusive, youth-centered service delivery. This flexibility

exemplifies a management philosophy that places constituent needs at the forefront,

allowing for a tailored approach to youth service provision. By implementing adaptable

hours, Teen Centers align their operations with the realities of youth schedules, which

can be demanding and varied. This flexibility is a powerful demonstration of how public

institutions can create more equitable access to services by responding to community-

specific needs.

From an academic perspective, these adjustments in operating hours highlight an

adaptive governance model that other Local Government Units (LGUs) could emulate to

maximize community impact. By aligning hours of operation with the availability of their

target audience, Teen Centers ensure that no young person is excluded from their services

due to scheduling conflicts. This operational responsiveness serves as an example of best

practices in public administration, wherein community services are flexible, community-

oriented, and reflective of constituent lifestyles. Such a model underscores the

importance of accessibility in fostering a supportive and inclusive environment where

young people feel valued and engaged.

Additionally, the extended hours reinforce the Teen Centers’ roles as safe,

welcoming spaces for youth, particularly during evening hours when few community

resources may be available. By staying open later, the Centers offer a safe, supervised

environment for young people who may otherwise have limited evening options. This
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approach not only enhances accessibility but also contributes to community safety,

providing youth with structured activities and support during critical after-school hours.

The inclusion of evening hours thus serves dual purposes: addressing youth needs for

accessible resources and contributing positively to the community by offering a safe

alternative space.

In conclusion, the flexible operational model adopted by SK Teen Centers

embodies an inclusive, responsive approach to youth service provision. By extending

hours and opening on weekends, the Centers reflect a deep commitment to understanding

and meeting the varied needs of their young constituents. This adaptability strengthens

the Centers’ roles as integral community resources, aligning with GO-FAR’s emphasis

on accessible, community-driven governance. As a replicable model, this approach

encourages other LGUs to consider the value of flexibility and responsiveness in service

design, ultimately fostering environments that prioritize inclusivity, accessibility, and the

holistic well-being of youth.

Curating and Converging with Impactful Learning and Development Initiatives to

Capacitate Youth

In advancing a sustainable model of youth empowerment, Teen Center managers employ

a robust, multi-dimensional strategy that emphasizes continuous skills development for both

administrators and youth constituents. Recognizing that effective public service requires ongoing

professional refinement, managers engage in a rigorous cycle of professional development that

fortifies their capacity to lead adaptive, community-responsive programs. This commitment to

self-improvement in public administration aligns with broader principles of adaptive governance,

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positioning Teen Centers as dynamic institutions capable of addressing the nuanced and evolving

challenges faced by today’s youth. Complementing this managerial dedication to growth is a suite

of structured, youth-centered initiatives aimed at fostering peer support, emotional resilience, and

community leadership. By curating environments that prioritize skill-building, knowledge

transfer, and mental health, these programs equip young people not only with practical

competencies but also with the resilience and agency necessary to navigate and impact their

communities. Collectively, this two-pronged approach highlights an advanced framework for

youth development—one where professionalized, responsive public management intersects with

community-centered initiatives, creating a foundation for long-term societal impact and

intergenerational empowerment.

Consistent Participation in Skills Development by Teen Center Managers

In the realm of public service management, continuous professional development

is essential for ensuring that services remain effective, adaptive, and aligned with

community needs. SK Teen Center managers exemplify this commitment through their

participation in skills development, a process that enhances their capacity to deliver high-

quality, relevant programs to youth. Their dedication to ongoing learning directly impacts

the quality and adaptability of the services offered, positioning Teen Centers as dynamic,

responsive entities that can address the evolving challenges faced by young people. This

strategic approach to skills development aligns with best practices in public

administration, where adaptive leadership and community-centered service provision are

essential.

Teen Center managers view skill-building as an integral part of their role,

understanding that professional development enhances both individual competencies and

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the overall efficacy of the Center. For instance, SKTC Manager 3 explained, “Isa sa mga

best practices ko ay ang pag-attend ng iba’t ibang training at seminar tungkol sa youth

development at peer facilitation.” By prioritizing foundational training in areas such as

youth development, peer facilitation, and service management, managers equip

themselves with the practical tools and theoretical knowledge needed to foster inclusive,

supportive environments for youth. This foundational training reflects a proactive

approach to public service management, where core competencies are refreshed and

updated to align with evolving best practices and trends in youth work.

This commitment to structured training demonstrates a form of adaptive

governance, where managers gain targeted skills that directly inform their operational

practices. As SKTC Manager 4 noted, “Last time, nag-attend kami ng capacity building

na initiated ng LYDO. Grabe, ang dami kong natutunan doon sa Teen Center

Functionality Monitoring and Assessment Workshop sa San Fernando, La Union.” Such

workshops not only build capacity but also reinforce operational consistency across the

Teen Centers by providing managers with standardized tools for assessment and

monitoring. These programs align closely with the GO-FAR framework’s emphasis on

sustainable, adaptable governance, positioning continuous learning as an essential aspect

of effective youth services.

The true value of skills development lies in its application to real-world practice.

Teen Center managers actively translate acquired knowledge into programmatic and

operational improvements that directly benefit youth. SKTC Manager 3 reflected on the

impact of one such experience, sharing, “Isa sa mga remarkable experiences ko ay yung

participation ko sa Youth Hour 2023 sa Dumaguete City… Isa sa mga dinala ko pabalik

sa aming SKTC ay ang Peer Facilitation Networking.” By bringing back insights from
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professional development events and implementing them in their Centers, managers

ensure that their training translates into enhanced service quality and relevance.

Another manager emphasized the importance of this knowledge application,

explaining, “I regularly attend trainings on youth development and peer facilitation…

This knowledge transfer is key to implementing effective programs for our youth”.

Through active knowledge transfer, managers ensure that the Teen Centers remain

adaptive to emerging trends and responsive to the needs of the youth they serve. This

capacity to integrate new learning into practice demonstrates an ongoing commitment to

programmatic excellence, where each learning experience becomes an opportunity for

service improvement. The practice of continuous refinement fosters a culture of

professional excellence and adaptive management, ensuring that the Teen Centers are

equipped to support youth in ways that are informed, current, and impactful.

In addition to formal training, Teen Center managers engage in peer learning as a

critical aspect of their professional growth. By sharing insights with fellow managers and

drawing on each other’s experiences, they create a collaborative ecosystem that

reinforces shared goals and enhances service quality across Centers. SKTC Manager 2

highlighted the importance of peer learning, recalling, “Parang last week lang diba

magkakasama tayo sa training sa J&V about sa SK Teen Center Management. Tapos

ikaw nga ulit kagroup ko sa Peer Facilitators’ Training HAHAHA. Bibo kid ka naman.

Char. Mahalaga rin na makinig sa feedback ng mga kabataan at staff para alam ko kung

ano pa ang dapat i-improve.” Through this interaction, managers benefit from practical

insights into common challenges and solutions, while maintaining a sense of camaraderie

and shared commitment.

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Feedback from youth and staff further enhances this collaborative learning

approach. Managers actively seek and incorporate feedback from their teams and from

youth participants, creating a feedback loop that continuously informs and improves

program delivery. As SKTC Manager 2 noted, “Mahalaga rin na makinig sa feedback ng

mga kabataan at staff para alam ko kung ano pa ang dapat i-improve.” This feedback-

driven approach ensures that services remain relevant and that program adjustments align

with youth needs, exemplifying a participatory model of public service management. By

incorporating feedback, managers foster a culture of responsiveness and accountability,

strengthening their roles as community-oriented leaders dedicated to service

improvement.

Teen Center managers further their skills development through partnerships with

local and national agencies, such as the Local Youth Development Office (LYDO),

which provide structured training tailored to the specific needs of Teen Center managers.

These partnerships are instrumental in enhancing managerial competencies, providing

access to resources and frameworks that support effective service delivery. SKTC

Manager 4 reflected on one such experience, “Grabe, ang dami kong natutunan doon sa

Teen Center Functionality Monitoring and Assessment Workshop sa San Fernando, La

Union.” This workshop not only equipped managers with practical tools for monitoring

Center functionality but also reinforced standardized approaches that ensure operational

effectiveness across the network of Teen Centers.

These partnerships foster inter-organizational collaboration, allowing managers

from different municipalities to network, share best practices, and establish consistent

standards for service provision. By engaging in capacity-building programs, Teen Center

managers collectively strengthen the quality of youth services, creating a unified

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approach to operational management that benefits youth across the region. The structured

support from organizations like LYDO underscores a governance model where public

institutions actively invest in local leadership, empowering managers to fulfill their roles

with greater competency and confidence.

This collaborative model aligns with principles of decentralized governance,

enabling local leaders to develop skills while adhering to broader policy frameworks. By

equipping managers at the community level, these programs contribute to a sustainable,

decentralized system of youth services that maintains both local responsiveness and

consistency across regions.

The emphasis on continuous skills development among SK Teen Center

managers presents a replicable model for effective youth service management. This

dedication to professional growth reflects a governance approach that values adaptability,

knowledge-sharing, and alignment with community needs. By engaging in regular

training, knowledge transfer, peer learning, and capacity-building partnerships, managers

embody an adaptive governance model that aligns with GO-FAR’s best practices in local,

inclusive service provision.

From an academic perspective, this model highlights how skills development can

elevate service quality by embedding a culture of continuous improvement and

professional resilience. The managers’ commitment to refining their competencies

ensures that they remain responsive to emerging youth needs, contributing to a

sustainable model of service provision that other Local Government Units (LGUs) could

emulate. This model of adaptive management creates a continuous cycle of development

and feedback, where services are continuously evaluated and enhanced in response to the

needs of the community. For LGUs, the integration of skills development into youth
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services provides a pathway for replicable, high-quality governance that is both flexible

and deeply aligned with community priorities.

Furthermore, the professional growth of Teen Center managers fosters a broader

culture of empowerment and lifelong learning within the community. As managers model

a commitment to learning, they inspire youth to pursue their own personal and

professional development, fostering a culture of resilience and growth. By investing in

their own capabilities, Teen Center managers not only enhance the services they provide

but also serve as role models for young people, demonstrating the importance of

continuous improvement and adaptability. This commitment to professional development

has a ripple effect, encouraging youth to adopt a mindset of continuous learning, which

strengthens the social fabric of the community and contributes to long-term resilience.

In conclusion, the consistent participation of SK Teen Center managers in skills

development programs reflects a strategic approach to youth service management that is

adaptive, inclusive, and rooted in community engagement. By engaging in continuous

learning, peer collaboration, and structured capacity-building programs, managers create

a sustainable model of public service excellence that aligns with adaptive governance

principles. This focus on skills development ensures that Teen Centers remain vital

community resources, equipped to meet the unique needs of youth with professionalism,

innovation, and care. As a best practice, this model provides a framework for other

LGUs, demonstrating that continuous skills development is not merely a means of

improving service quality but a cornerstone of resilient, community-centered public

administration.
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Regular Facilitation of Capacity-Building and Knowledge Transfer Initiatives among

Youth Constituents

Capacity-building initiatives directed at youth are fundamental to developing

resilient, self-sustaining communities. Managers have demonstrated a comprehensive

commitment to these programs, which serve as the backbone for fostering adaptability,

mutual support, and community-oriented leadership among young constituents. By

establishing structured programs and peer support systems, these initiatives create a

multi-layered approach to youth empowerment that extends beyond individual growth,

aiming instead to cultivate a collaborative culture of resilience and community problem-

solving aligned with GO-FAR's mandate.

A central feature of these capacity-building efforts is the creation of peer support

networks, where trained youth leaders facilitate discussions and provide emotional and

social support to their peers. Manager 2 explains, “Nag-train kami ng peer leaders na

nagbibigay ng emotional at social support,” demonstrating an intent to create an

accessible support system embedded in peer relationships. Through regular group

discussions and mindfulness exercises, these peer leaders help address the often-

overlooked mental and emotional well-being of youth, which is increasingly critical in

today’s complex social landscape. According to one manager, “youth feel relieved and

supported,” highlighting the emotional relief these sessions bring and underscoring the

peer support system as a vital tool in promoting resilience and mental health. These

networks help to normalize open dialogue around emotional issues, thereby reducing the

stigma around mental health challenges.

Complementing peer support are structured training programs that address

diverse life challenges young people face, such as educational, mental health, and social
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concerns. Manager 3 describes a comprehensive approach: "Trinain namin ang mga SK

Members na mag-handle ng peer issues tulad ng educational problems, mental health

issues, at iba pang concerns ng kabataan." By equipping youth with skills to support one

another, these programs not only foster interpersonal support but also develop young

people’s capacity to tackle complex issues independently. This peer-led structure

empowers youth to become effective first responders to the everyday struggles within

their social circles, which is instrumental in fostering long-term resilience. The

integration of mindfulness and structured group discussions positions these young leaders

as mentors, creating a culture where peer engagement is a proactive step toward mutual

support and community-driven problem-solving.

Incorporating spiritual growth into these capacity-building programs further

enriches the emotional support systems. Manager 3, an active church member,

emphasizes the value of spiritual development and moral guidance in youth programs,

noting that these sessions include “Bible sharing and cell group,” which provide a

reflective space where young people can grow morally and spiritually. In these settings,

youth engage in collective prayer, discussions, and problem-sharing, thereby creating a

space for spiritual reflection that fosters a sense of purpose and moral integrity. This

approach not only enhances moral values among youth but also supports their ability to

navigate personal challenges with a grounded perspective, which is essential for holistic

well-being.

Another cornerstone of these initiatives is the emphasis on skill-building

sessions, encompassing a variety of recreational and intellectual pursuits, such as art

workshops, chess lessons, and sports training. By diversifying the types of skills offered,

youth have multiple avenues to explore their interests and develop talents in
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environments that encourage teamwork, discipline, and personal growth. These activities

are pivotal for fostering cognitive and social skills and help establish a well-rounded

foundation for lifelong learning. These sessions are especially beneficial in areas where

traditional educational resources may be lacking, as they offer alternative avenues for

intellectual and personal growth.

The focus on personality development, leadership skills, and life skills training

reinforces the emphasis on youth empowerment and self-efficacy. Manager 4 highlights

the regularity and thematic variety of these workshops, stating, “Monthly, may seminar

kami na nagfo-focus sa iba't ibang issues concerning youth development.” Such

workshops enable young people to acquire critical skills in communication, conflict

resolution, and decision-making, all of which are integral to leadership. Furthermore,

these monthly seminars reflect a commitment to continuous learning, where each session

builds on previous knowledge, thus fostering a progressive and sustainable skill-building

model. This continuity ensures that youth are not only learning skills in isolation but also

understanding their practical application over time, which is crucial for their long-term

personal and professional development.

Health education is another critical component of these programs. Manager 4

notes the establishment of a community-based comprehensive health program, which

includes regular HIV screenings, mental health support, and health education sessions.

By integrating health initiatives into youth programs, managers address both the physical

and mental aspects of well-being, reducing barriers to health resources and promoting

preventive care among young people. In a community context, such health-focused

initiatives are transformative as they enable early intervention and education on essential

health matters, contributing to the overall wellness and longevity of youth. This proactive
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approach not only promotes a healthy lifestyle but also educates youth on critical health

issues, encouraging them to make informed decisions and take responsibility for their

health.

In addition, the peer-to-peer tutoring system and study groups provide vital

academic support, especially for those who may be struggling or lack access to adequate

educational resources. By implementing a peer-tutoring model, these initiatives leverage

the knowledge and strengths of youth within the community, fostering an environment

where learning is collaborative and accessible. Manager 4 further incentivizes this

academic support by offering community service credits to tutors, reinforcing the

importance of educational mentorship and creating a culture where knowledge-sharing is

valued. This system is particularly impactful as it addresses educational inequities within

the community and strengthens bonds among peers, thereby enhancing both academic

and social capital.

Finally, the use of information, education, and communication (IEC) materials

further underscores the community’s commitment to awareness and advocacy. Manager 5

explains that their center provides “iba’t ibang pamphlets at brochures tungkol sa

environmental awareness, HIV/AIDS infographics,” which were outputs from an

infographics competition among youth. This approach demonstrates the program's

commitment to not only educating but also engaging youth in the process of advocacy

and information dissemination. By creating and displaying these materials, young people

are actively involved in the process of knowledge creation and community education,

which bolsters their sense of agency and ownership over social issues impacting their

community. This participatory model shifts youth from passive recipients of information
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to active agents of change, who are both informed and capable of raising awareness

within their networks.

In conclusion, the regular facilitation of these capacity-building and knowledge

transfer initiatives exemplifies a holistic approach to youth development. Through a

multi-faceted framework of peer support, skill development, health education, and

leadership training, these programs address the diverse needs of youth in a way that

promotes resilience, adaptability, and community engagement. The involvement of youth

in both receiving and delivering these services strengthens their capacities and fosters a

self-reliant community, in alignment with GO-FAR’s mandate to cultivate adaptable,

community-driven solutions. The cumulative impact of these efforts is a well-rounded

development approach, where young people are not only prepared to address their own

challenges but also empowered to support their peers, advocate for their community, and

foster a culture of shared responsibility and growth.

Change-Oriented and Proactive Management Approaches in Teen Center Service Delivery

SK Teen Center Managers consistently demonstrate resilience and a forward-looking

approach, addressing challenges with resourceful strategies that improve service quality and

accessibility.

Implementing Integrative Multi-Area Services in the Teen Center

Teen Centers have evolved into comprehensive service hubs, integrating a

variety of community-oriented programs to meet the multidimensional needs of youth.

Through initiatives that address public safety, environmental sustainability, mental

health, and social inclusivity, these Centers have adopted a multi-area service model that
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maximizes community impact and resource efficiency. This approach not only optimizes

limited resources but also reflects a governance model where public services adaptively

respond to evolving youth needs, establishing a replicable framework for other local

government units (LGUs). Each program underscores how Teen Centers can serve as

dynamic community anchors, fostering civic responsibility, social awareness, and

proactive youth engagement in local issues.

One of the Teen Center’s most innovative programs, the ECO-PRINT-

INITIATIVE, directly addresses budget constraints while promoting environmental

sustainability. SKTC Manager 1 explains the initiative: “So ang ginawa namin para sa

free printing services namin ay kada 10 bond papers na ipi-print, kailangan nilang

magbigay or magdala ng plastic bottles. Iniipon namin ang mga plastic bottles at ibebenta

para pambili ng bond papers and ink.” This creative solution, which offsets the cost of

printing supplies by requiring youth to bring recyclable materials, demonstrates the

Center’s commitment to fostering environmental responsibility and a circular economy

mindset. By engaging youth in sustainability practices, the ECO-PRINT-INITIATIVE

reinforces a culture of ecological stewardship and resourcefulness, teaching young people

to view waste as a valuable resource. This model not only sustains the Center’s

operational needs but also educates youth on sustainable practices, which they can carry

into their personal lives and future endeavors. For LGUs facing similar budget

constraints, the initiative offers a replicable model of resource optimization, where

ecological and operational goals intersect to yield broad community benefits.

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Similarly, the BIDA Youth Patrol initiative expands the Center’s function to

encompass public health and safety, with a focus on creating a drug-free community. As

SKTC Manager 3 describes, “Our BIDA Youth Patrol trains young volunteers with PNP

and PDEA to promote a drug-free barangay, using the center’s internet for advocacy

outreach.” By collaborating with the Philippine National Police (PNP) and the Philippine

Drug Enforcement Agency (PDEA), the Teen Center engages youth directly in anti-drug

advocacy, training them to become proactive leaders in community health. This

partnership not only strengthens community ties but also enables youth to take ownership

of public health issues, fostering a strong sense of civic duty. The program’s integration

of technology—leveraging the Center’s internet for advocacy campaigns—further

enhances its reach, making it a comprehensive approach to drug prevention that educates,

empowers, and mobilizes young people. For communities with limited resources, the

BIDA Youth Patrol exemplifies how youth programs can support public health

initiatives, encouraging future generations to contribute actively to local safety and

health.

Inclusivity is a central value in the Center’s integrated approach, as demonstrated

by the Gender Sensitivity Corners and SOGIESC Caravan. These programs establish the

Teen Center as a safe, supportive environment for LGBTQIA+ youth, who may lack

access to such spaces elsewhere. SKTC Manager 6 explains, “Ang Teen Center ay isang

safe space para sa LGBTQIA+ community. Regular kaming nag-oorganize ng mga

activities para ma-promote ang inclusivity at understanding sa iba't ibang gender

identities.” These initiatives foster inclusivity through educational activities and

awareness-building, creating a community where diverse identities are respected and

valued. By institutionalizing gender sensitivity and hosting regular inclusivity events, the
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Teen Center not only supports LGBTQIA+ youth but also promotes broader social

acceptance. This model of inclusivity has important implications: in traditional or

conservative settings, the Center’s stance on diversity helps shift community perceptions,

fostering greater understanding and reducing stigma. This inclusive framework can be

replicated by other Centers or LGUs seeking to promote equity and acceptance, making

public spaces more accessible to all youth.

The Structured Peer Support Network in the Chat Hub addresses a different but

equally critical need: mental health support. Manager 2 reflects on its success, noting,

“Isa pang proud ako ay ang Structured Peer Support Network namin sa Chat Hub. Nung

una, di ko akalaing magiging successful siya.” This peer support system provides a

digital platform where youth can discuss personal challenges and access guidance from

trained peers, offering a vital resource in communities where mental health services may

be limited. By normalizing conversations around mental health, the Teen Center’s Chat

Hub reduces stigma and promotes mental wellness among youth, helping them build

resilience. The success of this program highlights the value of peer networks in fostering

emotional support and well-being. Moreover, the Chat Hub demonstrates how digital

platforms can expand the reach of youth services, providing accessible mental health

resources in a way that is scalable for other regions.

Collectively, these integrative programs represent a forward-thinking approach to

youth development, positioning the Teen Center as a multi-functional hub that addresses

diverse community needs. By encouraging active youth participation in environmental,

safety, mental health, and inclusivity initiatives, the Center fosters a generation of

engaged, socially responsible leaders who are prepared to contribute meaningfully to

their communities. This participatory model of service delivery empowers young people,
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making them co-creators of community change rather than passive recipients of services.

Through their involvement in these programs, youth not only gain practical skills but also

cultivate a sense of agency, responsibility, and social consciousness that will inform their

roles as future citizens and leaders.

The Teen Center’s integrative approach also establishes a scalable model for

adaptive governance, demonstrating how local services can maximize limited resources

while meeting the varied needs of their constituents. Each initiative reflects a strategic

use of resources that aligns with GO-FAR’s emphasis on sustainable and inclusive

community models. For other LGUs, the Teen Center’s model offers a framework for

replicating multi-area services that promote resilience, inclusivity, and civic engagement.

By establishing itself as a central community resource, the Teen Center illustrates how

public services can respond dynamically to evolving social challenges, ensuring that

youth are supported holistically across multiple facets of their development.

Ultimately, these programs signify a reimagined role for public service centers,

where adaptability, resourcefulness, and inclusivity drive impactful community

engagement. Through its integrated services, the Teen Center not only addresses

immediate needs but also builds a foundation for sustained youth empowerment and

community resilience, shaping a proactive and supportive environment that other regions

can adopt to achieve long-term social impact.

Resilience Amidst Adversities and Challenges

SK Teen Center managers have consistently turned limitations in budget, space,

and resources into opportunities for innovation, translating potential weaknesses into
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strengths through creative, community-driven solutions. These adaptations not only

sustain the Center’s operations but also establish replicable best practices that address

both immediate and long-term community needs. In doing so, the Teen Centers have

created a model of resilience that reflects GO-FAR’s emphasis on adaptive governance,

where challenges are transformed into foundations for sustainable, inclusive service

delivery.

The Eco-Print Initiative provides a prime example of how financial constraints

can propel innovative solutions. Faced with limited funds for supplies, SKTC Manager 1

implemented a circular economy model where youth bring in plastic bottles in exchange

for printing services. “So ang ginawa namin para sa free printing services namin ay kada

10 bond papers na ipi-print, kailangan nilang magbigay or magdala ng plastic bottles.

Iniipon namin ang mga plastic bottles at ibebenta para pambili ng bond papers and ink,”

they explained. This initiative does more than alleviate budgetary pressures—it instills

environmental awareness among youth and demonstrates the value of sustainable

resource management. By turning financial limitations into an educational opportunity,

the Eco-Print Initiative has become a best practice, illustrating how budget constraints

can encourage community participation in environmental responsibility. This model

serves as a replicable framework for other LGUs, showing how financial challenges can

catalyze innovative solutions that benefit both the Center and the community.

Similarly, a lack of formal training in areas such as health screening prompted

SKTC Manager 1 to establish partnerships rather than view this as an operational

limitation. While reviewing the Teen Center Ordinance, Manager 1 noted the mandate for
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community-based HIV screening. Lacking the medical qualifications to perform such

screenings, Manager 1 sought assistance from the City Health and Wellness Office:

“Nakipag-partner kami with the City Health and Wellness Office para magconduct ng

HIV screening,” they explained. This collaboration allows the Center to provide essential

health services, expanding its scope without additional training costs. The solution

highlights how skill gaps can lead to valuable partnerships, enabling Teen Centers to

deliver comprehensive health services and meet critical community needs. This approach

exemplifies the adaptability that GO-FAR advocates, transforming skills limitations into

opportunities for collaboration and extended service reach.

Spatial constraints have similarly driven Teen Centers to redefine accessibility.

Manager 1 explains, “Iyon space ng teen center namin, tulad naman nito, chair, nakikita

mo maliit. So mina-maximize na lang namin iyong space para makapagbigay ng services

sa teen center.” Recognizing the limited availability of youth during weekday hours, the

Center now stays open until 8 PM and on weekends to accommodate students’ schedules.

As Manager 1 states, “Dapat maging inclusive, accessible, and safe space ang Teen

Center.” By extending operational hours, the Center makes itself more accessible,

transforming the limitation of physical space into a practice of greater inclusivity. This

solution demonstrates that infrastructure constraints can encourage more thoughtful,

responsive service delivery, turning spatial limitations into a best practice that prioritizes

youth accessibility and maximizes community impact.

For SKTC Manager 2, the breadth of responsibilities initially felt overwhelming,

yet this challenge became a driving force for professional growth. They describe their
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journey as “parang pag-navigate sa isang maze,” and emphasize the importance of being

“bukas ka sa learning at hindi natatakot sumubok ng bago.” By participating in regular

trainings and actively seeking feedback from youth and staff, Manager 2 has built a

responsive approach to service improvement. “Parang last week lang diba magkakasama

tayo sa training sa J&V about sa SK Teen Center Management,” they noted, reflecting on

the value of shared learning and continuous adaptation. This commitment to ongoing

learning has since evolved into a foundational best practice, where training and feedback

loops are central to the Center’s ability to adapt and improve services. By viewing skill

limitations as an invitation to grow, Teen Center managers cultivate a culture of

professional development that not only enhances service quality but also reinforces

resilience in public service.

The Teen Center’s role as a safe space has been strengthened by the development

of practices around sensitive cases, transforming initial vulnerabilities into a responsive

support system. Manager 3 recounts an incident during a cell group session where

children disclosed incidents of abuse: “Na-shock kami ni Ate *** kasi ang babata nila - 7,

9, and 11 sila.” Acting quickly, Manager 3 reported the issue to the Barangay Council for

the Protection of Children (BCPC), leading to immediate intervention. “Iyong suspect,

dinampot ng police and nagbigay kami ng intervention through the CSWD,” they explain,

reflecting on the fulfillment of helping vulnerable youth. The Center’s approach to these

cases has since become a proactive model for handling sensitive issues, underscoring the

importance of creating safe, responsive environments for youth. This practice serves as a

replicable protocol for other Teen Centers, showing how service limitations in handling
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sensitive cases can be addressed through strong inter-agency collaboration and a focus on

child protection.

Similarly, the spatial and budgetary constraints of Manager 4’s Teen Center

prompted a rethinking of community engagement. “Dahil dito, nagco-conduct kami ng

ibang programs sa covered court,” Manager 4 explains, adapting to spatial limitations by

hosting programs in accessible community areas. By expanding programming outside the

Center’s physical boundaries, Manager 4 not only maximizes available resources but also

strengthens community ties, making Teen Center activities visible and inclusive.

Additionally, Manager 4 has secured sponsorships from local businesses to overcome

budgetary shortfalls, describing a recent workshop as “grabe, ang dami kong natutunan

doon sa Teen Center Functionality Monitoring and Assessment Workshop sa San

Fernando, La Union.” This proactive approach to sourcing support demonstrates how

limitations in space and budget can inspire creative solutions that increase engagement

and community involvement, providing a blueprint for resource optimization in youth

services.

Manager 5, despite being new to the role, has also effectively leveraged external

support to address resource gaps. With the Teen Center’s limited equipment, they

partnered with private sponsors to provide sports gear and recreational materials.

“Nakabili kami ng mga sets ng board games, tapos may mga sports equipment din dito sa

center na pwedeng hiramin ng mga kabataan,” they explain, highlighting how budget

constraints can encourage valuable partnerships that enhance youth programming. This

approach has since become a standard practice, reinforcing the Teen Center’s role as a
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community-supported resource where partnerships expand service offerings despite

limited funds. This practice sets an example of how resource constraints can promote

creative partnerships, underscoring the Center’s commitment to accessible, enriching

youth engagement.

For SKTC Manager 6, a health background enabled them to incorporate regular

HIV screenings at the Center, turning a personal skill into a community asset. By

conducting screenings without relying on external resources, Manager 6 integrates

essential health services into the Center’s offerings. “Dahil qualified ako sa field na ito,

nagawa naming mag-conduct ng screenings na hindi na kailangan pang umasa sa external

resources,” they note, demonstrating how individual strengths can fill service gaps and

meet community needs directly. This practice not only enhances the Center’s

functionality but also models how personal skills can be leveraged to maximize

community impact, positioning the Center as a self-reliant, adaptable resource.

In conclusion, these SK Teen Center managers exemplify how limitations

traditionally seen as threats—such as limited budget, space, and skills—can be

transformed into strengths that foster resilience, creativity, and community engagement.

Each challenge has led to the development of best practices that sustain and enhance the

Center’s mission, establishing the Teen Center as a vital, inclusive community resource.

By reimagining constraints as catalysts for innovation, Teen Centers align with GO-

FAR’s vision of adaptive, sustainable governance, providing a replicable model that

redefines public service resilience.

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4Cs Model of Integrated Adaptive Governance Model for Youth Empowerment

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The 4Cs Model of Best Practices for Teen Center Managers—Collaborative Governance,

Continual Enhancement, Curating and Converging, and Change-Oriented Approaches—offers a

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nuanced and dynamic framework for optimizing the operations of barangay-based SK Teen

Centers. Grounded in principles of organizational theory, adaptive management, and participatory

governance, this model synthesizes critical approaches that have proven effective in addressing

the diverse needs of youth while ensuring operational sustainability. It provides a pragmatic yet

conceptually rich guide for public administrators and managers tasked with balancing resource

constraints, stakeholder engagement, and the complexity of youth-oriented services in local

governance settings.

At the heart of the model lies Collaborative Governance, which emphasizes the

importance of collective action and shared accountability among various stakeholders. This

principle extends beyond basic cooperation, invoking the theories of network governance and

inter-agency collaboration that underline the capacity of organizations to pool resources,

knowledge, and expertise. Represented by the vibrant orange arc, Collaborative Governance

reflects not only the energy and dynamism necessary for effective partnerships but also the

critical role of trust-building and power-sharing in addressing youth issues holistically. Managers

are tasked with forging synergistic relationships with government agencies, private sector entities,

NGOs, and community organizations, recognizing that the complexity of youth challenges

necessitates multi-stakeholder solutions. This approach also ensures that decision-making

processes are inclusive, creating opportunities for the voices of marginalized youth to be

amplified. Collaborative Governance, therefore, transcends traditional managerial responsibilities

by positioning the SK Teen Center as a nexus of participatory development and social capital

formation.

Equally pivotal is the principle of Continual Enhancement, which advocates for a

relentless pursuit of innovation and responsiveness in center operations. The yellow arc,

symbolizing optimism and forward-thinking, encapsulates the necessity of perpetual

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improvement to ensure that services remain relevant and impactful. Rooted in organizational

learning theory, this principle challenges managers to reimagine operational frameworks by

embracing technological advancements, such as the integration of digital platforms that facilitate

learning, job readiness, and skills acquisition. Moreover, Continual Enhancement underscores the

importance of feedback loops, where youth beneficiaries actively shape program modifications

through participatory mechanisms. This alignment with adaptive management theories ensures

that the center evolves in tandem with the rapidly shifting needs and aspirations of its target

demographic. By institutionalizing systems of evaluation and innovation, this principle secures

the operational resilience of SK Teen Centers while fostering a culture of excellence.

The model’s third component, Curating and Converging, highlights the strategic

integration of programs and initiatives that collectively build the capacities of the youth.

Represented by the yellow-green arc, which symbolizes growth, balance, and vitality, this

principle draws from systems theory, emphasizing the interconnectedness of development

initiatives in achieving synergistic outcomes. Curating and Converging reflects the critical task of

harmonizing fragmented programs into a cohesive ecosystem of youth services. Teen Center

managers are encouraged to adopt a holistic lens in designing interventions, blending educational,

vocational, psychosocial, and leadership development activities to create well-rounded

opportunities for empowerment. This principle also emphasizes the importance of

contextualization, wherein interventions are tailored to the socio-economic and cultural realities

of the barangay while still adhering to broader developmental goals. In this way, Curating and

Converging ensures that the Teen Center becomes not just a service provider but a catalyst for

transformative change, fostering a sense of agency and purpose among its beneficiaries.

Finally, Change-Oriented Approaches speaks to the necessity of adaptability and

resilience in navigating the complex, and often volatile, environment in which SK Teen Centers
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operate. Represented by the green arc, this principle signifies renewal, stability, and growth

amidst adversity. Drawing from resilience theory, this dimension reflects the ability of Teen

Center managers to anticipate, absorb, and adapt to external shocks, such as resource constraints,

public health crises, or shifting policy priorities. Change-Oriented Approaches challenge

managers to remain proactive, implementing innovative solutions that address emerging

challenges while sustaining the continuity of services. This includes adopting integrative, cross-

sectoral strategies that address the multifaceted dimensions of youth issues—ranging from mental

health to employability—while remaining anchored in the unique demands of the barangay

setting. By cultivating an organizational culture that values flexibility and foresight, Teen Centers

can maintain their relevance and effectiveness even under conditions of uncertainty.

The visual representation of the 4Cs Model further underscores its conceptual depth and

practical applicability. The circular design signifies the interconnectedness and cyclical nature of

the four components, reinforcing the idea that governance, enhancement, integration, and

adaptability are not isolated endeavors but mutually reinforcing processes. The placement of the

SK Teen Center at the model’s core reflects its centrality as a hub of youth empowerment, while

the arcs’ progression from collaborative efforts to adaptive strategies illustrates the dynamic flow

of managerial practices. The deliberate use of colors—orange for collaboration, yellow for

enhancement, yellow-green for integration, and green for adaptability—adds a symbolic layer

that communicates the values underlying each principle. Orange conveys dynamism and

teamwork, yellow embodies innovation and growth, yellow-green reflects synergy and vitality,

and green signifies renewal and resilience.

This model serves not only as a practical guide for Teen Center managers but also as a

conceptual framework for replicable and scalable practices in other barangays. Its emphasis on

participatory processes, continuous learning, strategic integration, and adaptability ensures that it
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can be applied across diverse contexts, making it a valuable tool for public administration

scholars and practitioners alike. As a framework grounded in both theory and practice, the 4Cs

Model elevates the discourse on youth service delivery by providing a structured yet flexible

approach to addressing the complexities of local governance and community development. By

centering on the empowerment of young people, it reinforces the critical role of SK Teen Centers

as transformative spaces that nurture the leaders, innovators, and changemakers of tomorrow.
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CHAPTER IV
SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Summary

This study explored and documented the best practices of SK Teen Centers in San

Fernando, La Union, focusing on improving service delivery for youth development. Guided by

the central research question—What are the best practices employed by Teen Center Managers to

optimize the functionality and impact of SK Teen Centers as mandated by City Ordinance 2020-

15?—the research used a qualitative approach grounded in Transcendental Phenomenology to

capture the lived experiences of Teen Center Managers. Structured interviews with six SK Teen

Center Managers from barangays with operational centers for at least two years provided

comprehensive insights into their management practices, challenges, and strategies.

Findings

The findings of this study reveal that Teen Center Managers in the City of San Fernando

have successfully optimized the functionality and impact of SK Teen Centers, as mandated by

City Ordinance 2020-15, through the development and implementation of the 4Cs Model of Best

Practices: Collaborative Governance, Continual Enhancement, Curating and Converging, and

Change-Oriented Approaches. These interconnected pillars collectively represent a

transformative approach to managing youth-oriented spaces. Collaborative Governance ensures

robust partnerships among stakeholders, pooling resources and expertise to deliver inclusive and

responsive services. Continual Enhancement reflects a culture of adaptability and continuous

improvement, driven by feedback and innovation to align with the evolving needs of the youth.

Curating and Converging involves the strategic integration of developmental programs that

holistically address the personal, academic, and social growth of young people. Finally, Change-
 99

Oriented Approaches emphasize resilience and proactive management in navigating challenges

and disruptions.

This model not only exemplifies the Teen Centers' capacity to create safe, empowering,

and resource-rich environments but also highlights a scalable and replicable framework for other

local government units. By embedding these practices in their operations, Teen Centers in the

City of San Fernando have demonstrated how strategic, youth-centered governance can transform

community resources into dynamic hubs for empowerment and development.

Conclusion

In conclusion, this study underscores the profound impact of visionary leadership and

strategic management in optimizing the functionality and relevance of SK Teen Centers in the

City of San Fernando. The identified best practices—collaborative governance, continual

enhancement, curating and converging, and change-oriented approaches—go beyond operational

efficiency; they embody a transformative framework that positions the Teen Centers as vital

catalysts for youth empowerment and community development. By integrating innovation,

inclusivity, and adaptability into their management practices, Teen Center Managers have not

only fulfilled the mandates of City Ordinance 2020-15 but have also created a replicable model of

excellence that redefines the role of local governance in addressing the needs of the youth. This

study amplifies the message that strategic investments in youth-focused spaces are not merely an

administrative duty but a societal imperative that cultivates the next generation of leaders,

problem-solvers, and change-makers. It challenges policymakers, practitioners, and stakeholders

to recognize the unparalleled potential of well-managed youth centers as instruments of social

transformation, urging them to adopt and adapt these best practices to create a future where no

young individual is left behind.

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Recommendations

From the arrived findings and conclusions, the researcher hereby recommends the

following:

1. Institutionalize the 4Cs Framework across the barangay-based SK Teen Centers in

the City of San Fernando, La Union. The City of San Fernando's successful

implementation of collaborative governance, continual enhancement, curating and

converging, and change-oriented approaches should be formalized into a replicable

framework. Local Government Units (LGUs) should adopt these pillars as a standard in

managing youth-oriented facilities, ensuring consistency and sustainability across

barangays.

2. The creation of Standardized Operational Manual and the inclusion of such best

practices as SOPs. To ensure the sustainability and replicability of these best practices,

the study recommends the creation of a Standardized Operational Manual that

incorporates the 4Cs Model of Best Practices as part of the Standard Operating

Procedures (SOPs) for SK Teen Centers. This manual should serve as a comprehensive

guide for Teen Center Managers and stakeholders, outlining the principles, processes, and

strategies that have proven effective in optimizing center functionality and impact.

3. To complement the findings of this study, a counterpart research employing a

quantitative design will be conducted. This approach would allow for a more robust and

empirical validation of the effectiveness and impact of the 4Cs Model of Best Practices

on the functionality and outcomes of SK Teen Centers. Quantitative research could

involve the development of measurable indicators aligned with the core components of
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the 4Cs Model—Collaborative Governance, Continual Enhancement, Curating and

Converging, and Change-Oriented Approaches

4. Continuous professional development should be prioritized for SK Teen Center

Managers. Regular capacity-building workshops, mentorship programs, and peer-learning

platforms must be institutionalized to equip managers with updated skills, adaptive

strategies, and innovative tools necessary to meet the evolving needs of the youth.

5. Partnerships with both public and private stakeholders should be deepened and

diversified. LGUs should encourage Teen Centers to actively collaborate with health

agencies, educational institutions, NGOs, and private sector entities to broaden their

service offerings, secure resources, and integrate technical expertise into their programs.

6. Given the increasing reliance on digital platforms, SK Teen Centers should continue to

upgrade their digital infrastructure and explore new technologies to enhance learning,

communication, and service delivery. Incorporating e-learning modules, virtual peer-

support systems, and mobile apps can amplify their outreach and engagement with youth.

7. Regular monitoring and evaluation mechanisms should be established to assess the

effectiveness of programs and practices. This process will provide actionable insights for

refining services, scaling impactful initiatives, and addressing gaps in operations.

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APPENDIX A

INTERVIEW DEVELOPMENT GUIDE

Research Question

What are the best practices employed by Teen Center Managers in the City of San Fernando to optimize the functionality and
impact of SK Teen Centers, as mandated by City Ordinance 2020-15?

Concept Layer of
A Priori Codes
Human Experience Definition Reference Interview Questions

Optimization of As a science, Lozovaya, O., Strategic, How do you optimize your functionality in
Functionality management Martynushkin, A., Innovative, Anti- strategizing, innovating, and managing
encompasses Polyakov, M., crisis, Financial, finances and crises within your SK Teen
various types, Krasnikov, A., and Production Center?
including strategic, Strokova, E., & management
innovative, anti- Menshova, E. Probing Questions:
crisis, financial, and (2023). A. What are the strategies and innovations you
production. Optimization of employ in these areas?
management B. Can you cite a scenario where you
These types functions and implemented or experienced these strategies or
establish specific business processes innovations?
organizational at Road Transport
Appropriate
What are the appropriate management
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management Enterprises. E3S management principles and goals in your Teen Centers?
vectors, structured Web of vectors
around its Conferences, 371, Probing Questions:
functional or 04012. A. How do you implement these principles and
problem areas. https://doi.org/10.1 goals in your Teen Centers?
051/e3sconf/20233
Functional or What are the functional or problem blocks in
7104012
Problem Blocks: the programs, projects, and activities in your
Teen Center?

Probing Questions:
A. How do you address and manage these
functional or problem blocks?
 115

APPENDIX B

FILIPINO-TRANSLATED INTERVIEW QUESTIONS

Mga Tanong sa Panayam

1. Paano mo ino-optimize/ napaplago o napagbubuti ang iyong kakayahan sa

pagbuo ng estratehiya, paglikha ng inobasyon, at pamamahala ng pananalapi
at krisis sa loob ng iyong SK Teen Center?

Mga Karagdagang Taong:

i. Ano ang mga estratehiya at inobasyon na iyong ginagamit sa

iyong pamamahala sa inyong SK Teen Center?

ii. Maaari mo bang ibahagi ang isang sitwasyon kung saan

ipinatupad o naranasan mo ang mga estratehiyang o inobasyon
na ito?

2. Ano ang angkop na prinsipyo ng pamamahala at mga layunin sa iyong Teen

Centers?

Mga Karagdagang Taong:

i. Paano mo ipinatutupad ang mga prinsipyong at layunin na ito sa

iyong Teen Centers?

3. Ano ang mga suliranin o balakid sa mga programa, proyekto, at mga aktibidad
sa iyong Teen Center?

Mga Karagdagang Taong:

i. Paano mo tinutugunan at pinamamahalaan ang mga suliranin o

balakid na ito?
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APPENDIX C

CODING AND THEMATIC ANALYSIS

Transcripts Coded Responses Sub-themes Main Themes

SKTC Manager 1
Enhancing Core Teen Center
Regarding the optimization ang ginagawa namin is Service Delivery through
of the functionality, I must nakikipag-partnership Partnership with Public Collaborative Governance
admit na first time ko pa lang with other stakeholders, Administration Experts to Ensure the Delivery of
na maging SK Chairman and katulad last month, Teen Center Services
when I check ang mga nakipag-partner kami Forging Synergistic Efforts across its Corners
gagawin sa SK Teen Center, with the City Health and with Private Entities and
ang dami pala. Akala ko dati Wellness Office para Non-governmental
ang SK Teen Center ay para magconduct ng HIV Organizations for Technical
magprovide lang ng mga screening. Support and Resource
printing services and other Acquisition
education services sa mga Patuloy din kaming
youth. Noon binasa ko ang nakikipag-ugnayan sa Continual Enhancement of
Teen Center Ordinance, it is Local Youth Re-engineering the Digital the Teen Center
more than that pala. There Development Office Infrastructure of SK Teen Operational Management
were some challenging para patuloy kaming Centers for Optimal to meet the Needs and
mandates na kailangan i- maging guided sa Learning and Working Demands of the Youth
perform ng isang TC operation ng Teen Experience Constituents
Manager. For example, iyong Center. Regular akong
community-based HIV bumibisita sa LYDO Modification of SK Teen
Screening. Honestly, hindi para mag-tanong at Center Operating Hours to
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ako qualified mag-screen. mag-clarify ng mga Accommodate more Youth-

Student pa lang ako kuya. bagay-bagay lalo na sa Clientele
Tapos hindi pa related sa pag-operate ng Teen
course ko iyong pag-screen Center. Curating and Converging
ng HIV. I am a Public Consistent Participation of with Impactful Learning
Administration student, so Last time, pumunta kami Teen Center Managers in and Development
talagang hindi ako qualified. sa City Library and Skills Development to Initiatives to Capacitating
In this case, ang ginagawa nakausap namin sina Optimize Teen Center’s the Youth
namin is nakikipag- Ms. Aiko, iyong city Functionality
partnership with other librarian and they
stakeholders, katulad last pledged naman to give
month, nakipag-partner kami us reading resources. Regular Facilitation of
with the City Health and Capacity-building and
Wellness Office para Inimbitahan namin Knowledge Transfer
magconduct ng HIV iyong LGBT Initiatives among Youth
screening. Organization sa constituents
barangay para sa Change-Oriented and
Ang naging challenge namin participants. Proactive Management
dito is kung mayroon bang Implementation of Approaches in Teen
willing magpa-test. Marami During our SK Fed Integrative Multi-area Center’s Service Delivery
kasi nahihiya, hesitant ba. Meeting, maraming mga Services in the Teen Center
Pero ang strategy namin is, private business ang
may ginawa muna kaming pumupunta para mag-
symposium at seminar about offer ng mga services
HIV/AIDS sa Teen Center. nila in relation sa aming Resilience Amidst
Inimbitahan namin iyong services sa Teen Center. Adversities and Challenges
LGBT Organization sa Isa sa mga kinuha namin
barangay para sa participants. bilang partner ang
So far, may 40+ na nag- Converge. Very
attend. Tapos may 17 naman affordable siya which is
 118

na nagpa-test. Buti at walang malaking tulong para

nagpositive. Pinaalalahanan makatipid kami sa
naman sila na regular mag- operating expenses ng
pacheck para maiwasan Teen Center. Malaki ang
ang infection. tulong ng pakikipag-
ugnayan ng mga
Iyon space ng teen center businesses sa San
namin, tulad naman nito, Fernando para hindi na
Chair, nakikita mo maliit. So kami mahirapan sa pag-
mina-maximize na lang deliver ng services ng
namin iyong space para Teen Center.
makapagbigay ng services sa
teen center. Noong pag-upo Ang balak ko, since
ko as SK Chaiman, kinausap nagpeprare naman
ko mga officials ko na from naman tayo ng budget
Monday to Sunday dapat for 2025 is magprocure
open ang Teen Center. pa ng additional desktop
Inexplain ko sa kanila na computers, tas mag-set
kabataan ang mga clients up pa ng additional wifi
namin, so mas maraming spots sa baba ng
dadagsa ng weekends. Kaya barangay hall para
need namin sila i- maka-access iyong mga
accomodate. may gamit pero walang
internet connection sa
May mga pumupunta rin mga bahay nila.
kahit weekdays. Napansin
namin na mas maraming Regarding naman sa
pumupunta sa center ng aming e-library, we
hapon at gabi, kaya ang continuously update and
ipinaalam namin kina expand the e-library’s
 119

kapitan, open ang teen center collection with digital

hanggang 8 PM. books, journals, and
other learning
In terms of innovation, siguro resources.
ang maipagmamalaki ko is We organized “digital
iyong ECO-PRINT- library days” to
INITIATIVE ng barangay. introduce new materials
We acknowledge iyong and resources.
scarce resources namin lalo
sa budget, magkano lang Napansin namin na mas
naman kasi IRA ng barangay maraming pumupunta sa
namin chair. Hindi pwedeng center ng hapon at gabi,
out lang nang out sa pera kaya ang ipinaalam
para bumili ng mga namin kina kapitan,
consumables para sa printing open ang teen center
services namin. So ang hanggang 8 PM.
ginawa namin para sa free
printing services namin ay Accessibility-wise, tulad
kada 10 bond papers na ipi- nga ng sinabi ko kanina,
print, kailangan nilang inextend namin ang
magbigay or magdala ng operation ng teen center.
plastic bottles. Iniipon namin Umabot kami ng 8PM
ang mga plastic bottles at para lang may
ibebenta para pambili ng mapuntahan ang teen
bond papers and ink. So far, center.
effective naman siya. Parang
shooting two bird with one Pero ang strategy namin
stone kasi nakakatulong kami is, may ginawa muna
sa mga kabataan at kalikasan, kaming symposium at
na-aachieve rin namin iyong seminar about
 120

sinasabi nilang circular HIV/AIDS sa Teen

economy. Center.

Principle? What do you mean In terms of innovation,

principle chair? Parang sa siguro ang
tingin ko, dapat maging maipagmamalaki ko is
inclusive, accessible and safe iyong ECO-PRINT-
space ang Teen Center. Dito INITIATIVE ng
sa teen center namin, mini- barangay. We
make sure namin na dapat acknowledge iyong
ang services ay dini-deliver scarce resources namin
sa mga kabataan. Wala lalo sa budget, magkano
kaming pinipili. lang naman kasi IRA ng
Accessibility-wise, tulad nga barangay namin chair.
ng sinabi ko kanina, inextend Hindi pwedeng out lang
namin ang operation ng teen nang out sa pera para
center. Umabot kami ng 8PM bumili ng mga
para lang may mapuntahan consumables para sa
ang teen center. printing services namin.
So ang ginawa namin
Patuloy din kaming para sa free printing
nakikipag-ugnayan sa Local services namin ay kada
Youth Development Office 10 bond papers na ipi-
para patuloy kaming maging print, kailangan nilang
guided sa operation ng Teen magbigay or magdala
Center. Regular akong ng plastic bottles.
bumibisita sa LYDO para Iniipon namin ang mga
mag-tanong at mag-clarify ng plastic bottles at
mga bagay-bagay lalo na sa ibebenta para pambili
pag-operate ng Teen Center. ng bond papers and ink.
 121

So far, effective naman

In terms of our goals, gusto siya. Parang shooting
namin ma-increase pa ang two bird with one stone
daily visits ng aming teen kasi nakakatulong kami
center. At average, parang sa mga kabataan at
nasa less than five a day lang kalikasan, na-aachieve
ang bumibisita during rin namin iyong sinasabi
weekdays, tapos kapag nilang circular
naman weekends, parang economy.
nasa 5 to 10. Siguro dahil na
rin sa liit ng space namin
tapos kulang din kami sa
computer at printers.

Ang balak ko, since

nagpeprare naman naman
tayo ng budget for 2025 is
magprocure pa ng additional
desktop computers, tas mag-
set up pa ng additional wifi
spots sa baba ng barangay
hall para maka-access iyong
mga may gamit pero walang
internet connection sa mga
bahay nila.
During our SK Fed Meeting,
maraming mga private
business ang pumupunta para
mag-offer ng mga services
nila in relation sa aming
 122

services sa Teen Center. Isa

sa mga kinuha namin bilang
partner ang Converge. Very
affordable siya which is
malaking tulong para
makatipid kami sa operating
expenses ng Teen Center.
Malaki ang tulong ng
pakikipag-ugnayan ng mga
businesses sa San Fernando
para hindi na kami
mahirapan sa pag-deliver ng
services ng Teen Center.

Regarding naman sa aming

e-library, we continuously
update and expand the e-
library’s collection with
digital books, journals, and
other learning resources.

We organized “digital library

days” to introduce new
materials and resources. Last
time, pumunta kami sa City
Library and nakausap namin
sina Ms. Aiko, iyong city
librarian and they pledged
naman to give us reading
resources. Tamang tama para
 123

sa aming tutorial services na

inooffer.

In terms of problems, ang

pinakaproblema namin sa
functionality ay una, iyong
space. Maliit talaga ang
space ng teen center namin.
Pangalawa, ang budget.
Maliit lang talaga ang budget
namin at wala akong
mahanap na bagong space na
paglilipatan o kung pwede ba
ma-expand ang aming teen
center.

SKTC Manager 2

Alam mo, grabe talaga ang Nakipag-collaborate

journey ko bilang SK Teen kami sa health experts
Center Manager. Nung una, from ITRMC para
di ko inakala na ganito pala siguradong tama at
kalawak ang trabaho. Pero, updated ang
sabi nga nila, andyan na yan, information.
kaya kakayanin! Mahalaga
lang talaga na bukas ka sa Nagbigay rin ang DOH
learning at hindi natatakot Regional ng mga
sumubok ng bago. Alam mo brochure at pamphlets
iyan, chair! Diba? Pak! about HIV/AIDS,
HAHAHAHA eme! Teenage Pregnancy, tas
 124

sa CHO naman ket

Sa totoo lang, natutunan ko nagbigay sila ng mga
na ang pag-optimize ng skills contraceptives.
sa pagbuo ng strategies ay
parang pag-navigate sa isang Nakipag-partner pa
maze, parang maze?! Eme kami sa DMMMSU
lang erch. ‘Di mo alam kung MLUC Circle of Your
ano ang susunod na liko pero Peer Facilitators para
kailangan mong magtiwala sa mas ma-enhance pa
instincts mo, instincts?!. ang program.
Kaya lagi akong nag-a-attend
ng trainings at workshops Ang City Health and
para updated ako sa best Wellness Office,
practices. Parang last week malaking tulong sila sa
lang diba magkakasama tayo amin lalo na sa mga
sa training sa J&V about sa health-related
SK Teen Center programs.
Management. Tapos ikaw
nga ulit kagroup ko sa Peer Parang once every two
Facilitators’ Traning months siguro we invite
HAHAHA. Bibo kid ka resource speakers or
naman. Char. Mahalaga rin learning service
na makinig sa feedback ng providers to share some
mga kabataan at staff para informative talks,
alam ko kung ano pa ang depende sa availability
dapat i-improve. ng resource speakers.

Sa aming Audio-Visual Tapos, mayroon noong

Information Space, look oh, December, mga fresh
ang laki ng TV namin erch! graduates from
 125

HAHAHAH. Anyway, nag- DMMMSU, UCC, and

launch kami ng SLC at students na nag-
Comprehensive Sexual volunteer. Pinili nila
Education Program. Alam ang barangay namin
mo, ang saya kasi gamit para sa mga extension
namin ang mga interactive services nila. Malaki
methods tulad ng video talaga ang tulong ng
presentations at role-plays. partnership kasi kung
Hindi lang basta lecture, kami kami lang,
kundi parang storytelling. mahirap talaga.
Nakipag-collaborate kami sa
health experts from ITRMC Sa aming Audio-Visual
para siguradong tama at Information Space, look
updated ang information. oh, ang laki ng TV
namin erch!
Nagbigay rin ang DOH
Regional ng mga brochure at Alam mo, ang saya kasi
pamphlets about HIV/AIDS, gamit namin ang mga
Teenage Pregnancy, tas sa interactive methods
CHO naman ket nagbigay tulad ng video
sila ng mga contraceptives. presentations at role-
Ang saya nung mga sessions plays.
kasi ang daming tanong ng
mga kabataan, at natutunan Kaya nga in-extend
nila kung paano maging namin ang operating
responsable at informed. hours - from 8AM to
Parang once every two 6:30 PM, minsan nag
months siguro we invite extend pa kami chair.
resource speakers or learning Inoopen ko rin ang TC
service providers to share ng weekends, hapon til
 126

some informative talks, gabi, para mas

depende sa availability ng maraming ma-
resource speakers. accommodate, lalo na
yung mga estudyante na
Tapos, mayroon noong busy sa umaga.
December, mga fresh Parang last week lang
graduates from DMMMSU, diba magkakasama
UCC, and SLC at students na tayo sa training sa J&V
nag-volunteer. Pinili nila ang about sa SK Teen
barangay namin para sa mga Center Management.
extension services nila. Tapos ikaw nga ulit
Malaki talaga ang tulong ng kagroup ko sa Peer
partnership kasi kung kami Facilitators’ Traning
kami lang, mahirap talaga. HAHAHA. Bibo kid ka
naman. Char.
Isa pang proud ako ay ang Mahalaga rin na
Structured Peer Support makinig sa feedback ng
Network namin sa Chat Hub. mga kabataan at staff
Nung una, di ko akalaing para alam ko kung ano
magiging successful siya. pa ang dapat i-improve.
Pero nung makita ko ang
impact sa mga kabataan, Nag-train kami ng peer
talagang worth it lahat ng leaders na nagbibigay
effort. Nag-train kami ng ng emotional at social
peer leaders na nagbibigay support. Imagine mo,
ng emotional at social may mga regular group
support. Imagine mo, may discussions at
mga regular group mindfulness exercises.
discussions at mindfulness
exercises. Nakipag-partner pa Isa pang proud ako ay
 127

kami sa DMMMSU MLUC ang Structured Peer

Circle of Your Peer Support Network namin
Facilitators para mas ma- sa Chat Hub. Nung
enhance pa ang program. una, di ko akalaing
Nakaka-touch kasi may mga magiging successful
kabataan na lumalapit at siya.
nagpapasalamat dahil
nabawasan ang stress nila.

Para sa akin, simple lang ang

prinsipyo na sinusunod ko:
ang Teen Center ay para sa
lahat ng kabataan. Dapat
inclusive, accessible, at safe
space siya - iyon din naman
kasi iyong goal ng SK TC
diba? Kaya nga in-extend
namin ang operating hours -
from 8AM to 6:30 PM,
minsan nag extend pa kami
chair. Inoopen ko rin ang TC
ng weekends, hapon til gabi,
para mas maraming ma-
accommodate, lalo na yung
mga estudyante na busy sa
umaga. Gusto namin na sa
tuwing pumupunta sila sa
Teen Center, feel nila na
welcome sila at may
matutunan sila.
 128

Pero, syempre, di naman

nawawala ang mga
challenges. Unang-una na
talaga ang space. Sobrang liit
lang ng Teen Center namin
kaya ang hirap mag-
accommodate ng maraming
tao. Pero mahalaga na
proactive ka at may
contingency plans. Tulad
nung nagkaroon kami ng
issue sa budget, agad kaming
naghanap ng possible
partners at donors. Ang City
Health and Wellness Office,
malaking tulong sila sa amin
lalo na sa mga health-related
programs.

Ang maganda, kahit

maraming challenges,
marami ring opportunities to
grow and innovate. Sabi nga
nila, kung walang problema,
walang progress. Kaya tuloy-
tuloy lang ang laban!

So ayun, mahalaga talaga na

bukas ka sa mga bagong
 129

ideya at handang matuto.

Ang pagiging SK Teen
Center Manager ay hindi
madali, pero fulfilling siya
lalo na pag nakikita mo ang
impact sa buhay ng mga
kabataan.

SKTC Manager 3

Alam mo, Chair, ang dami Tapos kapag may

kong experiences na talaga tanong ako, nalalapitan
namang nag-shape sa akin ko lang si Former SK
bilang SK Chairman ngayon. Chair kasi magkasama
Dati akong SK Secretary naman kami sa office.
nung ipinatayo lang ang SK
Teen Center namin, kaya Doon ko nakilala ang
exposed na ako sa operations maraming SK
nito. Kaya nung ako na ang Chairpersons at
naging SK Chairman, alam nakapag-share kami ng
ko na kung ano ang mga best practices.
dapat gawin para mapabuti
pa ang ating Teen Center. When I heard this, ni-
Buti na lang ta complete report ko sa BCPC
lahat ng documents na namin then inaction’an
iniwan sa amin ng former SK nila agad. Iyong suspect,
Chairperson namin. Hindi dinampot ng police and
naging mahirap ang nagbigay kami ng
transition. Tapos kapag may intervention through the
 130

tanong ako, nalalapitan ko CSWD.

lang si Former SK Chair kasi
magkasama naman kami sa nagshift kami from
office. PLDT to Converge kasi
mas mura siya pero
Nung umupo ako bilang SK reliable naman, and
Chairman, agad kong parang iyon kasi gamit
inasikaso ang pag-file ng ng halos karamihan din,
supplemental budget para sa so grab ko na iyong
repairs ng Teen Center. discount nila.
Grabe kasi yung mga leaks sa
roofing at sa wall, ammom Nag-iinvite kami ng
ajay agagneb? Iyong guest speakers from
pumapasok iyong tubig various faiths at
through the wall - ket nasisira nagkakaroon ng
iyong mga equipment namin, discussions on ethical
at yung pinto namin halos issues - katulad last
hindi na maisara ng maayos, time, nagkaroon kami ng
nakakatakot ta baka mawala sharing about
iyong mga gamit. Isama mo environmental issues
pa yung upgrading ng and kung paano ito
internet connectivity namin – matutugunan.
essential na talaga ngayon
lalo na sa mga kabataan - Maraming mga
nagshift kami from PLDT to kabarangay’an na
Converge kasi mas mura siya nagsponsor ng mga
pero reliable naman, and tournaments at
parang iyon kasi gamit ng nakikipagpartner sa
halos karamihan din, so grab SKTC.
ko na iyong discount nila.
 131

Isama mo pa yung
Isa sa mga best practices ko upgrading ng internet
ay ang pag-attend ng iba't connectivity namin –
ibang training at seminar essential na talaga
tungkol sa youth ngayon lalo na sa mga
development at peer kabataan
facilitation. Isa sa mga
remarkable experiences ko ay Isa sa mga best
yung participation ko sa practices ko ay ang pag-
Youth Hour 2023 sa attend ng iba't ibang
Dumaguete City. Doon ko training at seminar
nakilala ang maraming SK tungkol sa youth
Chairpersons at nakapag- development at peer
share kami ng best practices. facilitation.
Isa sa mga dinala ko pabalik
sa aming SKTC ay ang Peer Isa sa mga remarkable
Facilitation Networking. experiences ko ay yung
Trinain namin ang mga SK participation ko sa
Members na mag-handle ng Youth Hour 2023 sa
peer issues tulad ng Dumaguete City… Isa sa
educational problems, mental mga dinala ko pabalik
health issues, at iba pang sa aming SKTC ay ang
concerns ng kabataan. Peer Facilitation
Talagang malaking tulong ito Networking.
kasi nagagamit nila ang
helping skills para tulungan Trinain namin ang mga
ang ibang estudyante, adults, SK Members na mag-
at pati na rin ang sarili nila sa handle ng peer issues
pag-explore ng alternatives at tulad ng educational
paggawa ng responsible problems, mental health
 132

decisions. issues, at iba pang

concerns ng kabataan.
Bilang active church
member, naisip ko na isama Bilang active church
ang Spiritual Growth and member, naisip ko na
Moral Values Sessions sa isama ang Spiritual
aming programa. Regular Growth and Moral
kaming nag-oorganize ng Values Sessions sa
sessions na focused sa aming programa.
spiritual development at Regular kaming nag-
moral values. Nag-iinvite oorganize ng sessions na
kami ng guest speakers from focused sa spiritual
various faiths at nagkakaroon development at moral
ng discussions on ethical values.
issues - katulad last time,
nagkaroon kami ng sharing Bible sharing and cell
about environmental issues group din ang isa sa
and kung paano ito mga ginagawa namin -
matutugunan. Bible sharing para siyang small
and cell group din ang isa sa praying group, nagpe-
mga ginagawa namin - para pray kami,
siyang small praying group, nagkakatahan at nag-
nagpe-pray kami, sheshare ng mga
nagkakatahan at nag- problems. Ang saya nito
sheshare ng mga problems. kasi nabibigyan ng
Ang saya nito kasi pagkakataon ang
nabibigyan ng pagkakataon kabataan na mag-reflect
ang kabataan na mag-reflect at mag-grow spiritually.
at mag-grow spiritually.
Mayroon kaming skill-
 133

Siya nga pala chair, share ko building sessions tulad

lang, medyo sensitive ito ng art workshops, chess
pero I will not name names lessons, at sports
na lang ha? May isang cell training.
group session kami tas may
mga bata na nag-open up sa
amin kasama ko si Ate *** -
iyong parang leader ng
group. The kids seemingly
has something to say, so
pinalabas ko muna iyong
ibang SK members, tapos
naiwan kami. Doon nag-open
iyong mga bata na iyong
kasama nilang lalaki sa
bahay nila, pinapanood daw
sila ng porn at pinapakita pa
raw niya pa raw iyong
private part niya. Na-shock
kami ni Ate *** kasi ang
babata nila - 7, 9, and 11 sila.
When I heard this, ni-report
ko sa BCPC namin then
inaction’an nila agad. Iyong
suspect, dinampot ng police
and nagbigay kami ng
intervention through the
CSWD. Grabe stress ko doon
chair kasi first ko pero
fulfilling kasi nakapagligtas
 134

kami ng innocent lives, lalo

na itong mga bata. Chair, I
cannot give you the file ha?
Kasi sensitive siya. Pero
ayon nashare ko lang kasi isa
iyon sa greatest milestone ng
aming SKTC.

Furthermore chair, nag-set up

din kami ng iba't ibang clubs
para sa iba't ibang interests
tulad ng sports, arts, at board
games. Mayroon kaming
skill-building sessions tulad
ng art workshops, chess
lessons, at sports training.
Natuwa ang mga kabataan
kasi nagkaroon sila ng outlet
para ma-express ang kanilang
talents at ma-develop ang
kanilang skills. Maraming
mga kabarangay’an na
nagsponsor ng mga
tournaments at
nakikipagpartner sa SKTC.

Para sa akin, ang Teen

Center ay dapat maging
inclusive at accessible sa
lahat ng kabataan. Gusto
 135

kong lahat ng kabataan sa

barangay namin ay
maramdaman na welcome
sila dito at may matutunan
sila. Kaya naman, lahat ng
activities namin ay nakatuon
sa pagpapalago ng kanilang
kaalaman at pagkatao.

Isa sa mga key problems na

na-encounter ko ay ang
kakulangan ng training para
sa SK Members bilang staff
ng Teen Center. Madalas
kasi, ang mga SK Chairman
lang ang naiimbitahan sa
capacity building activities.
Kaya gumawa kami ng
paraan para ma-train din ang
aming mga SK Members.

At syempre, ang space ng

Teen Center namin, maliit
talaga at di kaya i-
accommodate ang 687
registered youth sa barangay
namin. Hindi pa kasama
diyan ang mga hindi pa
rehistrado. Kaya ginagawa
namin ang lahat para ma-
 136

maximize ang space na

meron kami. Nag-iisip din
kami ng mga paraan para ma-
expand pa ito sa future.

Isa pa, ang inactive SK

Members ay isang malaking
balakid sa operations namin.
Aminado ako na hindi ko
kaya mag-isa, lalo na't
estudyante pa rin ako.
Kailangan ko ang tulong nila,
pero minsan, hirap din silang
mag-commit dahil sa mga
personal na dahilan. Kaya
laging open ang
communication lines namin
para malaman ko kung paano
ko sila matutulungan at ma-
motivate.

Tulad nga ng sabi ko, di

talaga nawawala ang mga
problema, pero mahalaga na
proactive ka at may plano
para sa bawat sitwasyon.
Tuloy-tuloy lang ang laban at
lagi akong bukas sa mga
bagong ideya at learning
opportunities. Ang pagiging
 137

SK Teen Center Manager ay

challenging pero fulfilling,
lalo na kapag nakikita ko ang
positive impact sa mga
kabataan ng barangay namin.

So ayun, maraming salamat

sa pagkakataong ma-share
ang aming kwento. Patuloy
lang tayo sa pagtulong sa
mga kabataan at pagpapalago
ng ating mga programa para
sa kanilang kinabukasan.

SKTC Manager 4
Nakipag-collaborate
Alam mo, sa totoo lang, bago kami sa City Health and
lang talaga ako sa politics. Wellness Office para sa
Pero, na-expose na rin ako sa community-based
iba't ibang volunteer works, HIV/AIDS monitoring
kaya medyo may background and testing.
na rin ako sa paghawak ng
mga proyekto. Isa ako sa Trinain sila ng PNP at
mga miyembro ng Lupon ng PDEA para magbantay
mga Indibidwal na laban sa illegal drugs at
Nangangalaga ng Kalikasan substance abuse. Ang
(LINK), kaya noong naging saya kasi naging
SK Chairman ako, dala-dala aggressive sila sa pag-
ko ang mga experiences na promote ng drug-free
'yun. Pero, inamin ko rin sa barangay gamit ang
 138

sarili ko na iba talaga ang social media at internet

managing an SK Teen Center connection ng Teen
– seryoso ito. Center.

Noong nagsimula ako bilang

SK Chairman, halos parang Recently, nag-partner
hubad ang SK Teen Center kami sa Molte Ares
na naabutan ko. Hindi Incorporated para sa
ganoon ka-functional at teenage pregnancy
kailangan talaga ng awareness
maraming improvements.
Alam kong marami pa akong …at sa LINK para sa
kailangan matutunan, kaya environmental awareness
nag-attend din ako ng and advocacy.
seminars. Last time, nag-
attend kami ng capacity Ang saya kasi nakakakita
building na initiated ng kami ng mga estudyante
LYDO. Grabe, ang dami na nagtutulungan para
kong natutunan doon sa Teen sa kanilang pag-aaral.
Center Functionality
Monitoring and Assessment Limited din ang budget
Workshop sa San Fernando, namin, kaya nagsosolicit
La Union. kami at naghahanap ng
partners para sa
Isa sa mga best practices na sponsorships.
ipinagmamalaki ko ay ang
pag-conduct ng regular Nagse-seek din kami ng
workshops on personality guidance sa mga
development, leadership authority para mas
skills, at life skills. mapalawak pa ang
 139

Ginagamit namin ang aming resources.

interactive methods tulad ng
role-playing at group Last time, nag-attend
activities para mas engaging. kami ng capacity
Monthly, may seminar kami building na initiated ng
na nagfo-focus sa iba't ibang LYDO. Grabe, ang dami
issues concerning youth kong natutunan doon sa
development. Recently, nag- Teen Center
partner kami sa Molte Ares Functionality Monitoring
Incorporated para sa teenage and Assessment
pregnancy awareness, at sa Workshop sa San
LINK para sa environmental Fernando, La Union.
awareness and advocacy.
Isa sa mga best practices
Nag-develop din kami ng na ipinagmamalaki ko ay
comprehensive health ang pag-conduct ng
program na may regular regular workshops on
community-based HIV personality development,
screenings, mental health leadership skills, at life
support, at health education. skills.
Nakipag-collaborate kami sa
City Health and Wellness Monthly, may seminar
Office para sa community- kami na nagfo-focus sa
based HIV/AIDS monitoring iba't ibang issues
and testing. Napakahalaga concerning youth
nito para matulungan ang development.
mga kabataan na maging
aware at safe. Nag-develop din kami ng
comprehensive health
Isa pang highlight ng aming program na may regular
 140

Teen Center ay ang community-based HIV

institutionalization ng BIDA screenings, mental health
Program. Nilikha namin ang support, at health
BIDA Youth Patrol kung education.
saan regular na nagmi-
meeting ang mga kabataan sa Nag-implement din kami
SK Teen Center. Trinain sila ng peer-to-peer tutoring
ng PNP at PDEA para system at study groups
magbantay laban sa illegal para sa academic
drugs at substance abuse. support. Nagbibigay
Ang saya kasi naging kami ng incentives tulad
aggressive sila sa pag- ng community service
promote ng drug-free credits para sa mga
barangay gamit ang social tutors.
media at internet connection
ng Teen Center. Isa pang highlight ng
aming Teen Center ay
Nag-implement din kami ng ang institutionalization
peer-to-peer tutoring system ng BIDA Program.
at study groups para sa Nilikha namin ang BIDA
academic support. Youth Patrol kung saan
Nagbibigay kami ng regular na nagmi-
incentives tulad ng meeting ang mga
community service credits kabataan sa SK Teen
para sa mga tutors. Ang saya Center
kasi nakakakita kami ng mga
estudyante na nagtutulungan
para sa kanilang pag-aaral.

Ang vision ko para sa SK

 141

Teen Center ay maging isang

safe space sa Barangay XXX.
Gusto ko na komportable ang
mga kabataan na mag-open
up ng kanilang concerns
without fear of being judged.
Champion din kami ng
gender equality at inclusivity.
Sa aming barangay, walang
kabataang maiiwan.
Hindi mawawala ang
challenges, syempre. Una na
dyan ang very small space ng
SK Teen Center. Dahil dito,
nagco-conduct kami ng ibang
programs sa covered court,
pero para sa small groups,
ginagawa pa rin namin ito sa
Teen Center.

Limited din ang budget

namin, kaya nagsosolicit
kami at naghahanap ng
partners para sa
sponsorships.

Nagse-seek din kami ng

guidance sa mga authority
para mas mapalawak pa ang
aming resources.
 142

Minsan, napaka-tedious ng
process, at madalang din ang
training at workshop para sa
SK Members. Madalas kasi,
mga SK Chairpersons lang
ang naiimbitahan. Kaya
laging open ang
communication lines namin
para malaman ko kung paano
ko sila matutulungan at ma-
motivate.

At bilang SK Chairman, may

mga estudyante na lumalapit
sa akin asking for support. Sa
spirit of public service,
minsan ginagamit ko na rin
ang personal funds ko para
makatulong. Hindi madali,
pero fulfilling siya lalo na
kapag nakikita ko ang impact
sa mga kabataan.

Sa mga problema, proactive

lang talaga kami. Tuloy-tuloy
ang laban at lagi akong bukas
sa mga bagong ideya at
learning opportunities. Ang
pagiging SK Teen Center
 143

Manager ay challenging pero

fulfilling, lalo na kapag
nakikita ko ang positive
impact sa mga kabataan ng
barangay namin. So ayun,
maraming salamat sa
pagkakataong ma-share ang
aming kwento. Patuloy lang
tayo sa pagtulong sa mga
kabataan at pagpapalago ng
ating mga programa para sa
kanilang kinabukasan.

SKTC Manager 5

Ah, Kuya Kenedy, sa totoo Pero guided naman ako

lang, medyo mahiyain ako ng predecessor ko na
kaya pasensya na kung ngayon ay Barangay
medyo nag-aalangan ako. Kagawad na. Siya ang
Pero, sige, ikukuwento ko na tumulong sa akin para
lang ang mga nagawa namin maunawaan ang gravity
sa SK Teen Center dito sa at importance ng SK Teen
barangay namin. Alam mo, Center.
sa edad kong 18 at bilang
isang Senior High School Naisip namin na
student, medyo mabigat kailangan talaga ng
talaga ang responsibilidad na suporta mula sa iba’t
ito. Pero guided naman ako ibang government offices
ng predecessor ko na ngayon kaya humingi kami ng
ay Barangay Kagawad na. sponsorship mula kina
 144

Siya ang tumulong sa akin Congressman Paolo

para maunawaan ang gravity Ortega, Councilor Macky
at importance ng SK Teen Ducusin, at PPSK
Center. President Kirk Andrew
Agulan. Alam mo naman,
Isa sa mga priority projects Kuya Kenedy, importante
namin sa center ay yung pag- na may solid backing
engage ng mga kabataan. kami para magawa
Naisip namin na kailangan namin ang mga
talaga ng suporta mula sa programa na
iba’t ibang government makakatulong sa mga
offices kaya humingi kami kabataan.
ng sponsorship mula kina
Congressman Paolo Ortega, May mga tablets din kami
Councilor Macky Ducusin, at na sponsored ni Senator
PPSK President Kirk Imee Marcos.
Andrew Agulan. Alam mo
naman, Kuya Kenedy, na-refer sa CSWD para
importante na may solid sa proper intervention.
backing kami para magawa
namin ang mga programa na Close collaboration kami
makakatulong sa mga ngayon ng barangay
kabataan. Ayon, nakabili kagawad na ex-SK Chair
kami ng mga sets ng board din at siya rin ang
games, tapos may mga sports committee chairperson
equipment din dito sa center para sa child protection
na pwedeng hiramin ng mga at VAWC.
kabataan - bola ng basketball,
volleyball, racket at Kahit maliit lang ang
shuttlecock. Gusto nga nila teen center namin, kaya
 145

ng table tennis eh, pero wala nitong mag-accommodate

pang budget. ng 4-6 na kabataan na
HAHAHAHAAHA sabay-sabay gumagamit
ng tatlong desktop
Kahit maliit lang ang teen computers at isang
center namin, kaya nitong printer.
mag-accommodate ng 4-6 na
kabataan na sabay-sabay Ang teen center namin ay
gumagamit ng tatlong bukas mula 4 PM
desktop computers at isang hanggang 10 PM tuwing
printer. May mga tablets din Lunes hanggang
kami na sponsored ni Senator Biyernes. Tuwing
Imee Marcos. Malaking weekends naman, mula 8
tulong ito lalo na sa mga AM hanggang 10 PM.
estudyante na walang sariling Ginawa namin itong
gadgets sa bahay. schedule na ito para mas
maraming kabataan ang
Sa center din namin makapunta lalo na yung
matatagpuan ang iba’t ibang mga busy sa school
pamphlets at brochures tuwing weekdays.
tungkol sa environmental
awareness, HIV/AIDS Sa center din namin
infographics, at iba pa. Itong matatagpuan ang iba’t
mga IEC materials ay outputs ibang pamphlets at
ng mga kabataan sa barangay brochures tungkol sa
namin noong nagkaroon environmental
kami ng infographics awareness, HIV/AIDS
competition. Nakakatuwa infographics, at iba pa.
kasi sobrang creative nila at Itong mga IEC materials
informative talaga yung mga ay outputs ng mga
 146

nagawa nila. kabataan sa barangay

namin noong nagkaroon
Isa sa mga kami ng infographics
pinakamahalagang legacy ng competition.
predecessor ko ay ang
pagiging champion niya para
sa mental health. Sa logbook
namin, nabasa ko yung
excerpt ng journal na
nagsasabing may apat na
kabataan (isang 14-year-old
girl at tatlong unidentified
minors) ang na-refer sa
CSWD para sa proper
intervention. Meron kasing
case ng depression at yung
teen center namin ang naging
safe place nila lalo na noong
kasagsagan ng COVID-19
pandemic. Grabe, Kuya
Kenedy, ang bigat sa dibdib
pero fulfilling kasi alam
mong nakakatulong ka.

Sobrang challenging talaga

sundan ang yapak ng
predecessor ko, pero
ginagawa namin ang lahat
para ipagpatuloy ang
nasimulan niya. Close
 147

collaboration kami ngayon

ng barangay kagawad na ex-
SK Chair din at siya rin ang
committee chairperson para
sa child protection at VAWC.

Ang teen center namin ay

bukas mula 4 PM hanggang
10 PM tuwing Lunes
hanggang Biyernes. Tuwing
weekends naman, mula 8
AM hanggang 10 PM.
Ginawa namin itong schedule
na ito para mas maraming
kabataan ang makapunta lalo
na yung mga busy sa school
tuwing weekdays.

Tulad ng iba, maliit lang din

talaga ang space ng SK Teen
Center namin. Sa tingin ko,
mas mae-optimize pa namin
ang functionality ng center
kung may sapat na space para
magamit ang bawat corner
nito. Limited din ang budget
kaya kailangan naming
magtipid at maghanap ng
ibang paraan para masustain
ang mga programa. Rarity rin
 148

ng trainings ang isa pang

challenge kasi ako mismo,
Kuya Kenedy, still walking
on waters pa rin sa kung
paano properly manage ang
center. Kaya nagpapasalamat
ako sa research na ito kasi
malaking tulong talaga para
sa improvement ng SK Teen
Centers.

Ang vision ko para sa SK

Teen Center ay maging isang
safe space para sa lahat ng
kabataan sa Barangay XXX.
Gusto kong maging
komportable sila na mag-
open up ng kanilang
concerns nang walang takot
na ma-judge. Gusto rin
naming maging champion ng
gender equality at inclusivity.
Sa aming barangay, walang
kabataang maiiwan.

Kaya sana, Kuya Kenedy,

magkaroon pa ng mas
maraming suporta mula sa
higher LGUs para ma-
maximize ang opportunities
 149

at maging mas effective ang

mga programa namin para sa
kabataan. Sobrang ganda ng
hangarin ng SK Teen Centers
at sana tuloy-tuloy lang ang
support para sa ikauunlad ng
mga kabataan.

SKTC Manager 6

Hello, Kuya Kenedy. Ang teen center namin ay

Salamat sa pag-imbita para bukas mula 9 AM
makapagbahagi ng aming hanggang 6 PM tuwing
mga karanasan dito sa SK Lunes hanggang Biyernes.
Teen Center ng Barangay Tuwing weekends naman,
XXX. Bilang isang health- mula 8 AM hanggang 10
allied practitioner at graduate PM. Ginawa namin itong
ng BS Nursing, isa sa mga schedule na ito para mas
malaking advantage ko ay maraming kabataan ang
ang kakayahan kong mag- makapunta, lalo na yung
conduct ng HIV screening. mga busy sa school tuwing
Sa tingin ko, malaking edge weekdays.
ito para sa functionality ng
aming SK Teen Center. In-upgrade namin ang
connectivity para mas
Noong nagsimula ako bilang maraming kabataan ang
SK Teen Center Manager, makagamit ng internet.
alam kong kailangan kong i- Pina-reinforce din namin
maximize ang mga skills ko ang e-library na puno ng
sa health care para mapabuti resources para sa thesis
 150

ang aming serbisyo. Kaya writing. Ang saya kasi

bukod sa regular na HIV marami kaming
screening, nag-focus din natutulungan na thesis
kami sa pagbuo ng mga writing students, providing
estratehiya para sa holistic them a conducive
development ng kabataan environment to focus and
dito sa barangay. study.

Isa sa mga pangunahing

programa namin ay ang Isa sa mga pangunahing
regular na HIV screening. programa namin ay ang
Dahil qualified ako sa field regular na HIV screening.
na ito, nagawa naming mag- Dahil qualified ako sa field
conduct ng screenings na na ito, nagawa naming
hindi na kailangan pang mag-conduct ng screenings
umasa sa external resources. na hindi na kailangan pang
Nakakatulong ito na mas umasa sa external
mabilis naming na-a-address resources. Nakakatulong
ang mga health concerns ng ito na mas mabilis naming
mga kabataan. na-a-address ang mga
health concerns ng mga
Para naman sa cultural kabataan.
development, nag-procure
kami ng art materials para sa Isa pa sa mga best
Teen Center. Ang mga practices namin ay ang
estudyante at local artists ay pag-streamline ng Gender
maaaring pumunta dito para Sensitivity Corners at pag-
gamitin ang mga materials conduct ng SOGIESC
tuwing leisure time nila. Caravan. Ang Teen Center
Yung mga outputs nila, ay isang safe space para sa
 151

ipinapakita namin dito sa LGBTQIA+ community.

SKTC, kaya nagiging art Regular kaming nag-
gallery na rin ang space oorganize ng mga activities
namin. para ma-promote ang
inclusivity at understanding
Sa aspeto ng edukasyon, sa iba't ibang gender
ginawa naming haven for identities.
learning and development
ang Teen Center. In-upgrade
namin ang connectivity para
mas maraming kabataan ang
makagamit ng internet. Pina-
reinforce din namin ang e-
library na puno ng resources
para sa thesis writing. Ang
saya kasi marami kaming
natutulungan na thesis
writing students, providing
them a conducive
environment to focus and
study.

Isa pa sa mga best practices

namin ay ang pag-streamline
ng Gender Sensitivity
Corners at pag-conduct ng
SOGIESC Caravan. Ang
Teen Center ay isang safe
space para sa LGBTQIA+
community. Regular kaming
 152

nag-oorganize ng mga
activities para ma-promote
ang inclusivity at
understanding sa iba't ibang
gender identities.

Ang prinsipyo namin dito sa

Teen Center ay maging
inclusive, accessible, at
supportive para sa lahat ng
kabataan. Gusto naming lahat
ng kabataan sa barangay
namin ay maramdaman na
welcome sila dito at may
matutunan sila. Sinisigurado
namin na lahat ng activities
ay nakatuon sa holistic
development ng kabataan.

Ang teen center namin ay

bukas mula 9 AM hanggang
6 PM tuwing Lunes
hanggang Biyernes. Tuwing
weekends naman, mula 8
AM hanggang 10 PM.
Ginawa namin itong schedule
na ito para mas maraming
kabataan ang makapunta, lalo
na yung mga busy sa school
tuwing weekdays.
 153

Tulad ng ibang barangay, isa

sa mga challenges namin ay
ang budget restrictions at ang
scarcity ng equipment.
Halimbawa, ang ratio ng
computers sa population ng
kabataan ay hindi aligned.
Kulang talaga ang mga
resources, kaya naghahanap
kami ng paraan para
masuportahan ang mga
programa. Regular kaming
nagso-solicit ng tulong mula
sa private sponsors at
government offices.

Isa pang challenge ay ang

kakulangan ng training at
capacity development
activities para sa SK
Members. Madalas kasi, SK
Chairpersons lang ang
naiimbitahan sa mga training.
Gusto naming ma-train din
ang SK Members bilang peer
facilitators para kahit wala
ako, tuloy-tuloy pa rin ang
operations ng Teen Center.
 154

Ang vision ko para sa SK

Teen Center ay maging isang
safe space para sa lahat ng
kabataan sa Barangay XXX.
Gusto kong maging
komportable sila na mag-
open up ng kanilang
concerns nang walang takot
na ma-judge. Gusto rin
naming maging champion ng
gender equality at inclusivity.
Sa aming barangay, walang
kabataang maiiwan.

Kuya Kenedy, sana

magkaroon pa ng mas
maraming suporta mula sa
higher LGUs para ma-
maximize ang opportunities
at maging mas effective ang
mga programa namin para sa
kabataan. Sobrang ganda ng
hangarin ng SK Teen Centers
at sana tuloy-tuloy lang ang
support para sa ikauunlad ng
mga kabataan. Maraming
salamat sa pag-imbita at sa
pagkakataong maibahagi ang
aming kwento.
155
156