Jamaica Diaspora Task Force Playbook & Startup Guide   A Practical guide for launching and managing a Diaspora Task Force – a successful tool for Diaspora engagement

1. Jamaica Diaspora Task Force
Playbook & Startup Guide
A Practical guide for launching and managing a
Diaspora Task Force – a successful tool for Diaspora engagement

2. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 2
Jamaica Diaspora Task Forces have added a new, proactive dynamic to Diaspora
engagement. They serve as an effective way for individuals and organizations in
the Diaspora and Jamaica to join forces around key goals and projects and play a
more direct and proactive role in Jamaican nation building.
The Diaspora Task Forces fulfill an unmet need. When operated correctly, they
serve as a useful mechanism to organize quickly and achieve results in a systematic
and orderly fashion without the bureaucracies that can be associated with other
entities.
This guide aims to provide a road map to establish, maintain, and grow a Taskforce
to influence change. It is a reference/resource tool to help interested individuals
and teams develop a plan of action, pave the way forward, and ultimately optimize
success!
The Jamaica Education Task Force
(JDET) was the first to launch in 2014
and has served as a model for successive
Task Forces. Additional Task Forces are
now operating and follow a similar path,
making progress towards their stated
goals:
● Agriculture
● Technology
● Crime Intervention and Prevention
● Immigration & Deportation Prevention
To this end, the following chapters offer
a step-by-step guide for individuals,
groups, and organizations interested in
replicating this model.
WHO IS THIS DOCUMENT BY AND FOR?
This guide was created by early leaders
in the Jamaica Diaspora Task Force
movement and was created for
• Anyone interested in paying it
forward and giving back to
Jamaica
• Ministries, consuls and missions
• Teaching institutions interested in
diaspora engagement
• International agencies
• Libraries

3. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 3
Table of Contents
Ø Chapter 1: A TASK FORCE VS AN ORGANIZATION .................................................... 4
Ø Chapter 2: GETTING STARTED................................................................................ 5
Ø Chapter 3: RECRUITING AND BUILDING YOUR TEAM ............................................... 6
Ø Chapter 4: ESTABLISHING PRIORITIES ................................................................... 7
Ø Chapter 5: CREATING PARTNERSHIPS..................................................................... 8
Ø Chapter 6: FINANCING YOUR TASK FORCE .............................................................. 9
Ø Chapter 7: RESOURCES ........................................................................................ 10
Ø Chapter 8: CURRENT TASK FORCES ...................................................................... 11
Ø Chapter 9: CONCLUSION ...................................................................................... 12
Ø Chapter 10: ACKNOWLEDGEMENTS....................................................................... 13

4. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 4
CHAPTER 1: WHAT IS A TASK FORCE VS AN ORGANIZATION
Diaspora Task Forces have added a new, proactive dynamic to Diaspora engagement. They serve
as an effective way for individuals and organizations in the Diaspora and Jamaica to organize
around key goals and projects. It is a small group that exists for a very specific purpose and
brings together a specific set of skills to accomplish a specific set of projects and tasks.
Task Forces are by definition less administrative, it does not require 501c3 status and supports the
development of many short and long term projects because the expertise is there and anyone can
lead a project of their choice It facilitates global teams which means projects can start and
progress from any country.
TASK FORCE
• Flexible Structure
• Custom Leadership Model
• Free Open Membership
• Designed around projects
• Easily Global
501C3 ORGANIZATION
• Legal Entity with Fixed Structure
• Dictated Leadership Model
• Defined Membership requirements, generally with a fee
• Designed around a mission
• Limited by Regional specific entity based rules

5. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 5
CHAPTER 2: GETTING STARTED
1. Don’t reinvent the wheel — if a group is already attempting to do this work, join
them. If no such group exists, create a new Task Force.
2. Decide you are going to start when you are convinced that there are potential gaps
to fill and challenges to address with a group of like minds. It makes sense that this
need is aligned with the government's plans/initiatives. When that is the case, the
Government of Jamaica (GOJ) can easily make the choice to support the task force.
3. Identify additional co-founders who are interested in participating and recruiting
others. Ideally, these are people who have different social networks from you so that
you can maximize your reach.
4. Email your contacts and post a message on your Facebook page, on any local
Facebook groups that you are a member of, and/or other social media channels you use
regularly.
5. Invite everyone who has expressed interest to a kickoff meeting. Use this
meeting to agree on the name and principles for your group, as well as the roles for
leadership, mode of communication, and a strategy
6. Manage the meeting: Keep people focused. Other attendees may have other ideas —
or may be coming to share other concerns and it is important to affirm their concerns
and feelings. However, redirect the energy to ensure that the conversation stays
focused on developing a group and a plan of action dedicated to the mission of the Task
Force.
7. Agree on principles: This is your chance to finalize what the Task Force stands for.
8. Volunteer for roles: Figure out how to divide roles and responsibilities among your
group. This can look very different but at a minimum, you probably want 1-2 people in
charge of overall group coordination, as well as a designated media/social media
contact. In addition to these administrative roles, ask attendees how they want to
contribute.
9. Adopt means of communication: You need a way of reaching everyone in your
group in order to coordinate actions. This can be through a Facebook group, email list
or What’s App group— whatever people are most comfortable with.
10. Expand! Enlist your members to recruit across their networks. Ask every member to
send out the same outreach emails/posts that you did.

6. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 6
CHAPTER 3: RECRUITING AND BUILDING YOUR TEAM
» Most people are moved to take action through individual conversations. Here are some tips
for having successful conversations to inspire people to take action with your group.
» Get the story. What issues does the other person care about?
» Imagine what’s possible. How can your group improve the situation on the ground and
make an impact?
» Skill set analysis, do the individuals interested have the have the necessary skills if it’s a
Knowledge Network or Skills based Task Force. Keep in mind generalists are always
valuable to help with the Operations of the Task Force.
» Commitment and ownership. What work needs to be done that they can take on? When
will you follow up?
» Ask open-ended questions! People are more likely to take action when they articulate what
they care about and can connect it to the action they are going to take. A good rule of
thumb is to talk 30% of the time or less and listen at least 70% of the time.
THINGS TO CONSIDER
• Leverage your networks to find those with like minds who are passionate, committed,
willing and available.
• Leverage Social Media and existing Diaspora networks
• Start small and grow as you go

7. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 7
CHAPTER 4: ESTABLISHING PRIORITIES
1. Needs Identification. Plan a fact-finding trip including discussions with key
stakeholders. Ensure you have a current and accurate view of the needs on the ground.
Despite your passion and commitment, as a member of the Diaspora (i.e. you have left
Jamaica some time ago), it is important that you connect with the people directly
impacted by the areas you hope to support.
2. Needs Analysis. After you have identified all the needs, (which could be a long list) the
next step is to determine which of these needs are feasible given your remote location
and the resources you have available via your team’s networks. Based on this analysis,
divide the needs into short term (low hanging fruit) and long-term goals.
3. Establish a 3 to 5 year plan. Prioritize the goals you have identified in the Needs
Analysis, determine what is out of scope and what is in scope. How will you structure
your team and projects to meet the short and long terms goals you have identified?
Ensure your goals are SMART (Specific, Measurable, Achievable, Realistic and Timely).
Publish this plan and circulate with your partners and stakeholders. Review it routinely
to assess progress. It will be critical that you identify a project manager who will keep
your initiatives on track. The Convener of the Task Force is not necessarily the project
manager. It is vital to appoint a project manager to ensure the Task Force delivers on
it’s stated goals.
4. Formalize your partners and sponsors. Talk, Talk and Talk. Convince Ministries,
Agencies and the Private Sector to support the Task Forces objectives.
5. Execute. Make reasonable commitments, deliver on them and report on your progress
to your partners and supporters. If you do not, your Task Force will lose credibility
quickly.

8. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 8
CHAPTER 5: CREATING PARTNERSHIPS
Partnerships are important in Task Force development. The easy partners are the ones that are
already stakeholders and are already doing tremendous amount of work in the area of choice for
the task force. They will come onboard upon contact. Partners who have just recently entered
the arena will have some reservation, but if the stench of the structure includes them they will join
you in the capacity they choose. Partners such as non-profit groups or private sectors are
sometimes the hardest to convince. That is because they already have a set way of organizing
and have their set system of delivery. These potential partners need to know:
• How will they benefit?
• How will they fit in?
• Who are the members of the task force?
• What is your role?
• Who are beneficiaries etc.?
These are normal questions that --and if you have an organized structure, these types of
barriers will typically breakdown.
• They don't understand what you do
• They will immediately think you are stomping on their ground
• They don't want competition
• They don't trust you
Remain calm and focused and show how your partnership will be mutually beneficial.
THINGS TO CONSIDER
• Find Partners who already working in your area of focus that are supportive and open t
to collaboration and will benefit from the objectives of the Task Force
• Always create a formal Memorandum of Understanding (MOU) before beginning work.
• Establish a diverse group of Partners in Jamaica and the Diaspora and communicate with
them regularly

9. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 9
CHAPTER 6: FINANCING YOUR TASK FORCE
Financing a Task Force might be easier than you think. However, one must adopt the "out-of-the-
box" thinking to accomplish this. If you are accustomed to operating a non-profit organization, you
may be a great candidate to start a task force. However, the concept of the successful task force
requires you to become creative with the partnership you build with stakeholders. If your plans
are developed organically then all partners will feel they have a part to play (financially and
operationally) in all projects attempted. If a partner does not buy into the project, it may be that
they are out of the loop and they may need to be fully engaged. This implies that partnerships
that are established must be nurtured.
Develop a financial plan outlining various options available to strengthen your income streams. In
order to secure substantial and long term funding, sponsorship or contribution you must create a
budget for your project. Investors want to see that you have thought through your idea and
counted the cost. This will be used to measure your level of capabilities and scalability from year
to year.
Financing a project will happen when all partners are engaged, your Partners will want to see a
budget. Don't think always that a project must include equipment, supplies, donation of money.
Your team has skills and expertise that can be explored and donated as intellectual remittances. A
workshop, seminar, training, Professional Development, are all key resources that can be used to
enhance the task force, the project and our country. The team will also help to break down
personal barriers and enhance special relationships among individuals and stakeholders, a
component that is the greatest asset is collaboration.
On the Contrary, if a financing partner does not buy into a project, it may mean that something
essential is missing from your proposal. For example, a missing financial sponsor or the benefits or
goals of your Task Force is not clear or sufficient. Go back to your team and make changes as
required, and not be afraid to ask the financing partner for feedback.
Once you get to the point of fundraising, the fiscal sponsor is used to manage funding, spending,
and deposits to allow the task force to grow seamlessly.
A strong task force structure will include grant writing, and partnerships at all levels.
THINGS TO CONSIDER
• Partner with a 501c3 who will act as your Fiscal sponsor because Task Forces do not
have a legal entity structure
• Ideally partner with a Diaspora non-profit organization or a general fiscal Partner
• Always create a formal Memorandum of Understanding (MOU) before beginning work.

10. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 10
CHAPTER 7: RESOURCES
RESOURCE HOW TO USE IT
Ministry of Foreign Affairs – Diaspora Affairs
Department (DAD)
mfaft.gov.jm
Contacts, Introductions and Support
Jamaica Diaspora Institute
Neville Ying, neville.ying@gmail.com
History, Archives, Contacts, Information
Jamaican Embassies and High Commissions
http://mfaft.gov.jm/wp/about-us/jamaican-
representatives-overseas/high-commissions-2/
Regional Diaspora Support
Calling All Jamaicans Blog
www.callingalljamaicans.org
diaspora@callingalljamaicans.org
Free website and email for your Task
Force
National Education Trust
https://www.net.org.jm/
Help with Customs Clearance
Task Force Playbook Team
taskforceguide@callingalljamaicans.org
Help getting started
Jamaicans.com
www.jamaicans.com
Help publicizing your Task Force
Power 106 Diaspora Live
Dervan Malcom
Help getting the word out

11. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 11
CHAPTER 8: CURRENT TASK FORCES
The Jamaica Diaspora Education Task Force (JDET)
JDET was the first established Task Force, and was born out of recommendations from the 2013
Diaspora Conference. The JDET started with seven individuals: Leo Gilling, Hansel Fletcher,
Karlene Largie, Lesleyann Samuel, Akelia Lawrence Maitland, Dr. Sue (Suzanne Lysette Davis),
and Joan White. JDET was established to:
- Broaden the engagement of the Diaspora with Jamaica through education. It is an action
oriented unit for engagement to encourage everyone in the Diaspora who wishes to give back
to Jamaica and advance education, to join and offer their expertise to help our homeland
- Open opportunities for collaboration with Ministries, unions, agencies, private sector,
individuals and businesses both in Jamaica and in the Diaspora
- Assist in capacity building through professional development training, workshops, seminars, for
educations and student teachers
- Upgrade the Infrastructure of early childhood schools through fundraising initiatives
The Jamaica Diaspora Agriculture Task Force (JDAT)
JDAT, launched in 2015 after the Biennial conference, and aims to join forces with Individuals and
Organization in the Diaspora and Jamaica who have a passion for Agriculture; in order to mobilize
Sustainable Farming, Organic Food, Food Security and new markets for Jamaican farmers.
The Jamaica Diaspora Technology Task Force (JDTT)
The Jamaica Diaspora Technology Task Force in partnership with the Palisadoes foundation is
committed to supporting Jamaica as a hub for virtual software development talent and a source for
virtual offshore resources for Diaspora owned tech firms and small businesses.
The Jamaica Diaspora Crime Intervention and Prevention Task Force (JCIT)
JCIT leverages the Diaspora network of Criminal Justice practitioners to support and key agencies
in developing the best methods of dealing with and preventing every aspect of crime.
The Jamaica Diaspora Immigration and Deportation Prevention Task Force (JDIDPTF)
JDIDPTF assists Jamaicans in the Diaspora navigate the immigration laws to their benefit, to
increase the numbers of naturalized Jamaicans, to reduce the numbers of Jamaicans deported
from their host countries, and to assist in returning Jamaicans who have been wrongfully
deported.
Jamaica Diaspora Youth and Female Empowerment Task Force (JDYAFET)
aka the Nuh Guh Deh (In Translation: “Don’t go there”) Campaign.
The JDYAFET is committed to serving as a facilitator and conduit for the holistic development of
children and women in Jamaica. It is currently focused on strategies and interventions to combat
Female Sexual Abuse in partnership with the Eve for Life foundation in Jamaica. The Task Force
has raised awareness and funds from the Diaspora community to assist in accomplishing its goals.

12. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 12
CHAPTER 9: CONCLUSION
We wrote this guide because we believe that Task Forces are an effective tool that
facilitates Diaspora engagement in Jamaican nation building. The mere fact that you have
made it to this last page means that are interested in giving back and paying forward to
your country. It means you have a heart for the people who are in need. The children, the
aged, the unemployed and the unemployable. We applaud you! If this guide has inspired,
you to take action please do! Find others with like minds, look for passion, willingness,
commitment. That is all it takes. Before you know it you will be helping others who really
need you in our beloved country. Whatever you have to offer it will help.
In Conclusion:
» The Task Force model is easily adaptable for any area of development work. The success of
the Task Force model for engagement is attributable to a number of factors including:
Sound leadership, the ability to successfully partner, collaborate and gain buy-in from key
stakeholders as well as maintain the commitment from members of the Diaspora.
» The ease at which a Task Force is established provides the underpinnings for a team to
work effectively around an established and co-created set of clear and measurable goals
and commitment to enhancing Jamaica’s development. This has undoubtedly enabled the
Diaspora to be more visible, involved and impactful in its contribution to nation building.
» We hope that you now have all the ammunition that is required to starting your own Task
Force; how to recruit and build your team, how to establish partnerships, how to finance
your Task Force, and how to obtain the right resources. However, should you desire to join
a Task Force instead, there are many options. Choose the one that is most aligned with
your passion.
» We strongly urge you to marry the strategy in this guide with a broader commitment to
provide a road map to establish, maintain, and grow a Taskforce to influence change. It
should be used as a reference/resource tool to help with optimizing success!
» We are happy to offer support to anybody interested in building upon the tactics outlined in
this guide, and we hope that if you find it useful or put any of the tactics described above
into action, you will let us know how it goes.
» This Guide will be a living document and always a work in progress that will be updated
over time. Please provide us with your feedback on how this guide has benefited you in
your endeavors on starting your Task Force at: taskforceplaybook@callingalljamaicans.org
Good Luck and Walk Good!

13. JAMAICA DIASPORA TASK FORCE PLAYBOOK AND GUIDE
Jamaica Diaspora Task Force Playbook and Startup Guide 13
CHAPTER 10: ACKNOWLEDGEMENTS
Thanks are in order to the small group who put this guide together:
CO-AUTHORS
» Leo Gilling – Former Diaspora Advisory Board Member US West/Midwest and Convener,
Education Task Force
» Kimone Gooden – Outgoing Diaspora Advisory Board Member US West/Midwest and
Convener, Agriculture Task Force
EDITORS
» Keisha Tingling – Election Committee Chair for the US West/Midwest and President of the
Jamaica Diaspora Excellence Award Foundation
» Shauna-Kay Cassell – Canada Regional Lead for the Agriculture Task Force and PR
Secretary
CONTRIBUTORS
» Rupert Francis – Diaspora Advisory Board Member Elect for US West/Midwest and
Convener Crime Intervention Task Force
» Tanesha Westcarr – UK Future Leader on the Diaspora Advisory Board
We are happy to offer support to anybody interested in building upon the tactics outlined in this
guide. You can contact us at: taskforceplaybook@callingalljamaicans.org. As you embark on this
journey we would like to leave you with some words of inspiration:
------------------
“It is not the critic who counts; not the man who points out how the
strong man stumbles, or where the doer of deeds could have done them
better. The credit belongs to the man who is actually in the arena,
whose face is marred by dust and sweat and blood; who strives
valiantly; who errs, who comes short again and again, because there is
no effort without error and shortcoming; but who does actually strive to
do the deeds; who knows great enthusiasms, the great devotions; who
spends himself in a worthy cause; who at the best knows in the end the
triumph of high achievement, and who at the worst, if he fails, at least
fails while daring greatly, so that his place shall never be with those cold
and timid souls who neither know victory nor defeat.”