In Nov. 1979 a group of young, dynamic, and prominent members of Makati Society, banded together to form an organization which, they envisioned would play an active and continuing role in the premier town's youth development programs.
The result was the Makati Youth Development Foundation Inc. (MYDF), a non-stock, non-profit organization, officially registered with the Securities and Exchange Commission on June 24, 1980. Its founding personalities included the likes of I�igo Zobel of the Ayala clan; Herbert Sy of the Shoemart department store empire; Manolito de Guzman, Carlito B. Castrillo, Nicolas C. Enciso VI, Arthur Aluquin and Nemesio S. Yabut, Jr., who was subsequently voted Chairman of the Board of Trustees and Director General, concurrently.
From early on, the board decided not to require active membership in the MYDF in order to benefit from its programs. One merely had to be legitimate resident of Makati between ages of 16 to 25.
The Foundation's first and most enduring program was, and still is its Responsible Community Leadership Seminar, which to date has accomplished 31 batches of youth of between 1, 500 to 2,000 participants. Other programs included; the computer education scholarship program, which lasted for four years; job placement, livelihood training seminars and various sports development projects.
A voluntary leadership change in 1984 marked the end of the MYDF's infancy. By then its various programs were shifting into high gear and the organization was purring along like the well oiled machine its organizers had hoped it would be.
Unfortunately, less than two years hence, the momentum the organization had been able to build up in its first six years came to a screeching halt when the EDSA Coup of February, 1986 came about. In the wake of this abrupt change, a nation was left largely alone to rediscover itself and its place in the Global Scheme.
By 1987, the Foundation was trying as best it could to maintain whichever programs were still deemed viable. Naturally, its leadership seminars were deemed most relevant given the leadership vacuums created in the grassroots communities as the country emerged from 20 years of authoritarian rule.
In 1988, the MYDF experienced its second leadership change. By this time, only its initial program remained active. The organization struggled to stay alive and for the next four years, the shear will of its members is all that kept it from closing its doors. Indeed, these were its darkest, most difficult and inspiring years.
However, everything comes around, and so it was for the MYDF. By the second half of 1992 it was thrust into the country's new era of social consciousness as a number of its Leadership Graduates found themselves elected to positions of responsibility. Where else would they find a support structure if not in the very entity that developed and nurtured them over the last twelve years.
From 1992-1998, the demands on the Foundation's leadership program were such that it accomplished approximately two-thirds of all its would be leaders in that six year period.
But the MYDF was to endure yet another trial, only this time misfortune struck home. Its Chairman and moving force was diagnosed with colon cancer that was already in its fourth stage when detected.
For the fourteen months that the Chairman battled his disease and an aftermath of just as long, those left behind pulled in all directions, never quite sure of which way best to take the MYDF. But for all its internal turmoil, outwardly, the public viewed the MYDF as an organization in mourning dormant yet sill potent.
By 2002 the Foundations leadership had come full circle. It's founding Chairman and Director General resumed the helm of the MYDF and quickly deemed it appropriate that in the interim, the organization should reflect, assess and, if necessary, re-invent itself in order that its focus be more attuned to that segment of society it is bound to serve. Additionally, the MYDF's 25th foundation day was approaching and how better to proclaim its silver anniversary that with its own re-dedication.
The MYDF officially emerged from its hibernation in November, 2004. Its first event was a blood drive in cooperation with the Philippine National Red Cross and several media personalities from GMA 7 television network. Although the project was miniscule when compared to previous undertakings, it would show that the foundation still possessed the capability and foresight to engage itself with relevance as future events would show.
Due to the success of the foundation's November blood drive, GMA 7 inquired if it could get involved should a December project be in the works. As luck would have it, a Christmas event was already in the final stages of preparation which would benefit some 300 under privileged children from ages 6-10. Once again, the event was an unqualified success as it succeeded in bringing a slice of the yuletide spirit to a few a children who otherwise might not have experienced it.
Unfortunately, the 32nd Responsible Community Leadership Seminar, scheduled for December 20, had to be postponed indefinitely as the two successive typhoons of the previous week had inundated the postponed seminar venue, leaving the operations staff with no time to identify an alternative site. But one trait the foundation has shown over the years is flexibility and it took that inconvenience in its stride.
As it sits at the sunset of 2004, contemplating the challenges of 2005 and beyond, the MYDF is stronger, wiser and more determined that ever before to continue its humble role in the development of the youth of the City of Makati.
