Presentation on theme: "BUILDING AND SUSTAINING DIASPORA PARTNERSHIPS JAMAICAN DIASPORA CANADA HEALTH FORUM 2014 “ CONNECTING WITH VISION 2030 PLAN FOR A HEALTHY JAMAICA” SUNNYBROOK."— Presentation transcript:
BUILDING AND SUSTAINING DIASPORA PARTNERSHIPS JAMAICAN DIASPORA CANADA HEALTH FORUM 2014 “ CONNECTING WITH VISION 2030 PLAN FOR A HEALTHY JAMAICA” SUNNYBROOK HEALTH SCIENCES CENTRE 2075 BAYVIEW AVE SUNNYBROOK, TORONTO PROFESSOR NEVILLE YING EXECUTIVE DIRECTOR, JAMAICA DIASPORA INSTITUTE July 10, 2014
INTRODUCTION This presentation will deal with the following areas: 1.Social Capital and Diaspora partnerships 2.Governance and drivers for effective partnerships 3.Sustainability goals as a framework for Diaspora partnerships 4.Social Dialogue and conversational competencies critical for Diaspora Partnerships
SOCIAL CAPITAL AND DIASPORA PARTNERSHIPS The partnership between Jamaica and its Diaspora is fortunate to have as a driving force Affinity. In simple but profound terms, Jamaicans and their descendants worldwide love their home country.
SOCIAL CAPITAL AND DIASPORA PARTNERSHIPS For partnership between Jamaica and its Diaspora to be a sustainable force we must constantly pay attention to building and nurturing social capital. Chief among these are: trust, communication, team spirit and cooperation.
SOCIAL CAPITAL AND DIASPORA PARTNERSHIPS The new Diaspora policy which is being formulated build on some cardinal principles related to building the social capital necessary for effective partnerships. Seven of these are: – Inclusiveness – Collaboration – Trust – Transparency – Recognition – Accountability – Team spirit and Teamwork
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS The importance of social capital for effective diaspora partnerships is supported by the work of the Jamaica Diaspora Institute (JDI) on Governance related to the Diaspora.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS In examining this area of Governance related to the Diaspora, the JDI (See Ying et al, 2010) made the following comments: The variety of groups in the Diaspora points to the need to address the area of Governance. The approach to governance should motivate and encourage the variety of interest groups and organizations to work in harmony towards two common goals: – maximizing their contributions to the sustainable development of Jamaica – empowering them to exert influence and deal effectively with issues and conditions which affect them in the locations where they reside.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS In relation to these two goals, the JDI has recommended important drivers for effective partnerships. Three of these are (See Ying et al, 2010): 1.Inclusiveness – the widest cross-section of members of the Diaspora should be represented. 2.Value added - each group should add value to what the other groups are doing. 3.Connectivity and Synergy - there should be harmonious and supportive relationships among members of the Diaspora and between the Diaspora and Jamaica.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS In terms of inclusiveness, the new Diaspora Policy stresses the importance of giving more emphasis to the engagement of the 2 nd 3rd and 4 th generation of Jamaicans worldwide. In terms of the need for synergy, it is worth noting that the interest groups in health and education have been the most consistent supporters for social and community development in Jamaica.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS For the purposes of this Health Forum, note that on average there are over 200 health missions annually serving communities and healthcare institutions across Jamaica and the conservative estimate of their dollar value is US$ 9m. However, there is need for greater synergy for the variety of efforts of the Diaspora globally to have greater impact and be sustainable.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS We need to bring together the important initiatives in healthcare support to avoid duplication, i.e. some communities and institutions being over served and supplied while others get none or minimal support.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS Some examples of healthcare initiatives on which we could focus to achieve the benefits of synergy are: 1.Relationships and support of Sunnybrook Hospital, Waterloo University in Canada and the Mayo Clinic and the University of Minnesota in the USA 2.the drive for blood pressure machine in Diaspora locations worldwide especially Canada, USA, and UK 3.the Vincent Hosang Foundation and the Ministry of Health in Jamaica for the acquisition of cancer diagnosis and treatment machines and equipment 4.Contributions of the Issa Trust Foundation and Jamaica Awareness Group out of California to hospitals and clinics in Northeast Jamaica
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS Healthcare initiatives Cont’d: 5.the work and contributions of the Organization for International Development, the Organization for Strategic Development of Jamaica and the Atlanta Montego Bay partnership 6.the plans for contribution of cardiac equipment resulting from the work of Team Jamaica Bickle with the teams and coaches from Jamaica for the Penn Relays.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS There is another type of partnership which is emerging between Health and Education as a result of the Diaspora Education Summit in Jamaica in February, this year, In this case, the plan is for both the Healthcare and Education support groups from the Diaspora to work together to address areas such as immunization and nutrition for school children.
GOVERNANCE AND DRIVERS OF EFFECTIVE DIASPORA PARTNERSHIPS There are also opportunities for partnerships for mutual benefits of the Diaspora and Jamaica in Health Tourism, in areas such as investment in infrastructure development for hospitals and professional services without borders.
SUSTAINABILITY GOALS AS FRAMEWORK FOR DIASPORA PARTNERSHIPS RECOMMENDATION Use social, economic and environmental goals as the framework for partnership activities and initiatives. The following are examples of these goals: SOCIAL GOALS 1.Building Trust - Build Trust through effective Social Dialogue between Jamaica and the Diaspora and among the diverse groups, organizations and interest groups in Diaspora locations. 2.Human capital transfers - Provide opportunities for the utilization of Diaspora skills and knowledge transfers for investment and social development. 3.Political Involvement - Assist the Diaspora to maximize their influence on policies which affect them in countries where they reside and in Jamaica. 4.Protecting Migrant Rights - Assist in the protection of Migrant Rights for members of the Jamaican Diaspora in countries where they reside.
SUSTAINABILITY GOALS AS FRAMEWORK FOR DIASPORA PARTNERSHIPS ECONOMIC GOALS 1.Harnessing Diaspora Wealth - Harnessing the wealth of the Diaspora to support economic growth, job creation, employment and poverty alleviation– through remittances, Capital Market and Investments, Venture Capital and Diaspora Tourism. ENVIRONMENTAL GOALS 1.Engaging the Diaspora in the development and implementation of Disaster preparedness and mitigation plans and to assist in the creation of green industries and green jobs.
SOCIAL DIALOGUE AND CONVERSATIONAL COMPETENCIES CRITICAL FOR DIASPORA PARTNERSHIPS We will have to focus more on Social Dialogue rather than mere talking. We have to focus more on conversations which place emphasis on sharing vision, promoting creativity, driving effective implementation, accommodating contending points of view, and encouraging continuous learning and the sharing of lessons derived from our initiatives and actions in Jamaica and the Diaspora.
SOCIAL DIALOGUE AND CONVERSATIONAL COMPETENCIES CRITICAL FOR DIASPORA PARTNERSHIPS Social Dialogue and Conversational competencies for effective Diaspora partnerships can be facilitated by a variety of communication mechanisms including ICT for example web portals and web sites, as well as think tanks, summits, town hall meetings, faith-based services, community functions, meetings forums and conferences.
CONCLUSION Effective partnerships are critical to the value and sustainability of both the Diaspora movement as well as the contributions of the Diaspora to Jamaica.
CONCLUSION In building and maintaining Diaspora partnerships focus must be on human relations. This will require the use of emotional competencies with emphasis on understanding and appreciating our own needs as well as the needs of others.
CONCLUSION Respect for self and others are necessary and key driving forces. There will be need to spend time on understanding and resolving conflicts as partnerships move from gestation to a settled stage of maturity.
CONCLUSION The charge is to commit ourselves to investing the time, energy, and commitment to this human development process as we move towards achieving the mission of a harmonius, prosperous and productive global Jamaican family.