Roadmap Toward Repositioning University of Makati Educational Development Foundation, Inc. (UMEDFI) as a Globally-Recognized Industry-Responsive Institution

1. Introduction

The University of Makati Educational Development Foundation, Inc. (UMEDFI) is at the stage of repositioning itself as a viable partner of the University of Makati (UMak), in the promotion of educational programs in building human capital towards global sustainable development. It requires an aggressive develop- mental perspective responsive to the needs of UMak attuned to the demands and challenges of the 21st century. Faculty excellence as the core strategy for development requires financial stability to be able to promote a culture of scholarship, innovation and leadership to be able to achieve its vision and mission.

The UMEDFI, in partnership with UMak has a great role in developing professionals through a strong cadre of faculty members in the areas of instruction, research and community service. The continued search for an array of opportunities for faculty’s growth and development is underway to be able to provide them options for academic scholarships, training, research, community service, observation tours, benchmarking activities and other modalities which faculty members can take advantage of in the development of their competencies and linkages around the globe. Eventually, the outcomes will redound to the development of employable graduates, otherwise known as the builders of the land, both here and abroad who will serve as multipliers in pursuit to the economic and social growth of the society in general.

The roadmap is aimed at organizational and program expansion inclusive of tested traditional and non-traditional or emerging strategies. Factors considered in crafting this roadmap: (1) a by-product of the Board of Directors meetings as influenced by the dynamics of an evolving environment with the advancement of technology, knowledge explosion and globalization, among others; (2) the vision and mission of the University of Makati; (3) the January 2025 Strategic Planning Session that provided a 3D analysis of strengths and weaknesses of factors impinging into the operations of the UMEDFI; and (4) commitment to standards of practices in the management of the Foundation.

II. Global Context: Collaborative Partnership Between Business and Industry, and Educational Institutions, a Powerhouse in the Attainment of Sustainable Development Goals (SDGs)

A.The quest for quality education is a continuing aspiration and effort for global development

B.Technology is revolutionizing the delivery of quality education

C.Lifelong Learning, a mechanism in coping with the demands of the 21st century

D.Quality Assurance, the way to move forward

E.Alignment of efforts between business and industry, and educational institutions

produce responsive quality graduates

F.Providing unlimited opportunities for manpower resources’ growth, a country’s bedrock for progress and development

G.Establishment of accredited educational development foundations has its own role and share in propelling efforts towards advancement in the attainment of SDGs

III. The Internal Context: UMEDFI’s Capabilities and Limitations

A.Strengths, Assets and Opportunities UMEDFI is a partner of UMak in the growth and development of its faculty members:

●UMEDFI is headed towards a stronger global orientation and has a well-defined Vision and Mission developed collaboratively by the Board of Directors with a strong sense of commitment and accountability to its envisioned directions.

●UMEDFI is composed of members which aims to work towards developing further faculty members’ culture of scholarship, innovation and leadership.

●UMEDFI officers and members are recognized in their respective fields representing business and industry, and educational institutions backed up by their competence, dedication and exposure to quality education and management of educational foundations.

●Despite limited resources, UMEDFI has demonstrated its capability to meet organizational challenges to meet its expected role and functions.

●UMEDFI has a vast potential for further building strong and effective linkages/collaborative partnerships/networking with international and national business and industry, and educational institutions’ connections as demonstrated in its existing linkages, programs, projects and activities locally and internationally.

UMEDFI is working its way to be a globally-recognized institution through accreditation, among other mechanisms ---meeting standards of operations demonstrative of local and international educational development foundation’s best practices.

B.Limitations

●Presently, UMEDFI has defined a broader target area in the delivery of its programs, projects and activities, thus, structural and organizational developments are taking place to achieve its potential as a globally-recognized industry-responsive institution. There is a need to expand its organizational structure and continue to provide a wider latitude of opportunities in the following areas to assist the University of Makati in achieving its vision and mission:

1.Fostering faculty excellence

2.Offering quality innovative academic programs

3.Developing capacity for research and development, and publications

4.Strengthening quality of community service

5.Promoting financial stability

6.Strengthening collaborative partnerships

7.Developing a culture of scholarship, innovation and leadership

IV. The UMEDFI’s 5-Point Agenda

The quality of manpower resources cannot be overestimated. This defines the strategic directions needed for UMEDFI to be a globally-recognized industry-driven institution. UMEDFI will further develop what it has started and capitalize on the programs, projects and activities that already were started. The 5- point agenda for action constitutes these strategic directions: 1. Governance and Management (Growth, Efficiency and Accountability)

1.1. Expansion of organizational structure

1.2.Broader target clientele

1.3.Offer additional relevant programs/projects/activities

1.4.Gearing up towards resource generation and mobilization

1.5.Using facilities, technology and systems for fast tracking

processes

2.Competitiveness

3.Developing Human Capital 3.1. Faculty Excellence – provide opportunities for faculty training and development; faculty exchange; faculty scholarships and grants, observation tours and other modalities 3.2.Partner with UMak in terms of curriculum development and offering of quality innovative programs; internship towards workforce development for various communities 3.3.Providing opportunities for presenting research papers and publications in local and international fora/conferences 3.4.Providing support for research and development outputs/products

4.Resource Generation Thru Partnership and Collaboration – Act as financial conduit of funds for different faculty development programs as it has the capacity to receive and manage funds; grantees of funds by accredited institutions.

5. Community Service Improving of the quality of lives of people through the engagement and involvement of faculty in community concerns.