President - Mr Deron Gordon
Vice President - Mr Leighton Maxwell

I am particularly delighted to see in my life-time that yet another community has formed a Jamaica Ex-Soldiers Association (JESA), this one being the Florida Chapter. It is my hope that you will grow from strength to strength by way of adopting the positives from those established before, such as the Toronto, Canada Chapter, and in due course give the Chapter in New York, USA a helping hand, as they seem to be existing in a state of limbo for a number of years.

The success or failure of organizations is as a result of the performance, or, lack thereof, of the individuals and groups that comprise their structures. In that respect the Jamaica Defence Force (JDF) is no different from JESA. Tonight I'll therefore give you an update on where the JDF stands today and liken this to the developmental path that you have all embarked upon in Florida, since the advent of your organization in 1995.

The JDF has continued over the years of its existence, to be an organization that displays high degrees of leadership and management, resulting in a level of credibility that is directly related to stability within our country. In doing this it has continued to enjoy the respect of governance, the people of the nation and foreign interests. Such achievements do not come easy and are really the outcomes or products of a number of initiatives that have been taken and continue to be observed. Here I'll highlight a few:

1. The Development of a Military Education Policy (MEP)

• All service members can avail themselves of tertiary educational opportunities once they meet the criteria. Opportunities to improve ones education are available at the Certificate, Diploma, and Degree levels, either at the expense of the service, or, at the individuals' expense.  
• The acceptance of these opportunities has raised, considerably, the performance levels of service members and this has been reflected in the achievement of greater efficiencies within the work environment. Additionally, the serviceman or servicewoman now feels far more comfortable, confident and marketable as an individual and this has led to a reduction in the attrition rate of personnel that the organization would normally seek to retain
• Under the MEP we will be seeking to have standard military courses accredited to Degree programmes, through the University Council of Jamaica, in the near future.
• Of note too is the fact that we have not excluded our Civilian Staff from opportunities under this Policy as they too have benefited, for example, in the Secretarial and Industrial Relations fields.

2. Technological Competence

• In this area we have sought to keep abreast of new and essential technological developments in keeping with global organizational or business trends and practices. Internally, our Pay and main Inventory Systems are computerized and we are working feverishly to have the rest of the Force up and running, however, we are hampered by the lack of readily available funding. Notwithstanding our shortfalls, we have ensured that all key personnel throughout the organization are technologically enabled, thus allowing us to maintain real time connectivity internationally.

3. Eradication of the Non-Tradesman

• The "non-tradesman" has been finally eradicated. In today's JDF all service members are tradesmen of one type or another. So now the Infantry man is a tradesman and rightly so.

4. Training and Development Opportunities

• We have moved away from accepting courses of instruction and other developmental opportunities from traditional states only. Having done our own Needs Analysis as a result of what we deemed to be our threats, or, threats to the nation, a conscious effort was made to source what was needed to have us achieve the required competencies from wherever the required courses are available. Today therefore, the JDF has personnel on Courses in the USA, Canada, United Kingdom, Trinidad and Tobago, and as far a-field as the Peoples Republic of China, to name a few countries.

5. Strategic Defence Review

• Recently, meaning, in November 2004, the first phase of the first ever Strategic Defence Review (SDR) to be conducted by the JDF was completed. Since our inception in 1962 nothing like this was ever contemplated, much less done.
  



• The aim of the SDR is to try and ensure that the JDF is structured, shaped and correctly sized, with all the required resources and competencies needed to deal effectively with the threats that confront our nation and its interests in today's global environment. The SDR deals with those issues of today and those that are perceived up to ten years down the line. Essentially, once this exercise is completed you are guaranteed to see a new and more efficient, capable and viable organization, working in the interest of our nation. The review will be completed by February 2005.

The path we have embarked upon is nothing new as far as progressive organizational development is concerned. What is critical is that we saw the need to ensure that the JDF remains a viable entity and were bold enough to take the steps to ensure just that, and also its survival in an environment of limited resources and ever increasing demands. It is this sort of a thought process, one based upon team work, unity and a collective focus that I wish to commend to you tonight, because in developing JESA, you have commenced your journey of a thousand miles. The first step therefore speaks to the "Dynamics of the Embryonic Stages of Development".  

Organizational Growth in Comparison - The Dynamics of the Embryonic Stages of Development

Johnson and Johnson (1975) in their work entitled JOINING TOGETHER (ALLYN & BACON) proposed seven stages of development for cooperative learning groups and these I'll compare to JESA's journey, so far.

1.  Defining and structuring Procedures and Becoming Oriented

• Essentially there is a need to ensure that your memberships has clear, concise guidelines concerning what is expected of them, what are the goals and objectives of the organization and how does JESA intend to conduct its business. All of this is best achieved by establishing a proper Constitution that governs the functions of the organization and its membership. This document then becomes the guiding influence from which stems the very life of the organization. No proper organization can survive without its Constitution.

2.  Conforming to Procedures and getting Acquainted

• The establishment of a Constitution will naturally see the subsequent development of rules and regulations. This is a team effort, the desired end result being the establishment of valid and acceptable procedures by which the membership conforms and abides. It therefore becomes mandatory that members acquaint themselves with these procedures and the standards of behaviour required. Naturally in developing this charter, there will be disagreements but it's essential that you stick to the task to see the project through in the interest of the organization.

3.  Recognizing Mutuality and Building Trust

• If you subscribe to the saying "no man is an island, no man stands alone" then it is absolutely clear that in the building of JESA there can be no one man that has all the say. There must be a collective approach, an approach that allows each and everyone to air their thoughts, ideas, emotions and disgust, amongst the membership, in an acceptable format, and not have repercussions. The way to do this, is to allow the airing of comments in an objective manner and not have your discussions deteriorate into subjectivity. In this way members will gain mutual respectability and trust, critical ingredients to the development of this association.

4.  Rebelling and Differentiating

• In this world we are all unique as individuals and as such there are no two individuals that are exactly alike in their behavioural patterns. It is wishful thinking if the leadership of JESA believes that everyone is going to be in agreement with everything that they say or do. There will be disagreements and conflicts, some mild, some moderate and some severe. There will be those who want to hold on to power or authority, those who want to split power and authority and those who will have nothing to do with either. Then there is yet another category, those who are just down-right destructive.


• The leadership of JESA must accept all these behaviours as challenges to the achievement of the organization's goals and objectives. They are not challenges to be destroyed by any means available, but rather they are challenges whose energies must be harnessed and properly routed towards organizational development.


• You must recognize rebelliousness and difference in individuals, but negotiate and meditate within a procedural framework in order to establish the unified team that will see to continued organizational development. Remember, that a house divided amongst itself cannot stand, it will fall. Remember also that there is greatness in humility.

5.  Committing and taking ownership of the Goals, Procedures and other Members  

• At this stage of your journey, the membership is expected to be fully engrossed in the organization, it has become a part of their lives, in other words they own the organization and fully identify with it.
• It is important that the value of this milestone not be lost upon the membership and as such there should be certain checks and balances put in place to ensure that the status quo remains and is sustainable.
• For you the membership of JESA, this is the stage at which you confirm that the true spirit of VOLUNTEERISM really exists amongst yourselves. Put in the true Jamaican context this is where "you put yu money where yu mout is".
• Those persons amongst you who will continue to build JESA are the ones who never expected monetary returns for the investment of their time; never sought self-aggrandisement; are not involved in status building; you are now the true volunteers in service for the betterment of others.

6.  Functioning Maturely and Productively

• Your goals and objectives are easily achieved once you are able to harness all the knowledge, skills and abilities available to you as an organization. I urge the membership therefore to give willingly of their expertise when called upon to do so, remembering at all times that, "when man on earth has done his best, the angels in heaven can do no better".

7.  Terminating

• Terminating is the final stage. In my opinion, however, it does not construe the end of JESA but rather the end of its initial journey towards development. At this stage I see you as being rid of all the teething pains mentioned earlier, I see you as a fully recognized entity in the State of Florida, the Caribbean Region and, in particular, our homeland, Jamaica. This is the organizational status that has to be maintained.

Value and Acceptability

It is important that you understand that JESA must not be seen as just another ex-serviceman's association. That is not good enough. You, the members, your leadership and management, must by your actions bring added value to your immediate community, the State of Florida and also to your homeland, Jamaica. You must be a shining example to other charitable ethnic organizations throughout Florida and the USA. You must maintain a high degree of credibility and acceptability to merit the continuous recognition of organizations in your present environment and also in Jamaica.

I must charge you therefore to:

1. Develop clearly defined leaders and leadership roles.
2. Establish clear and concise, goals and objectives.


3. Formulate and implement effective communication structures within JESA and the community at large.
4. Introduce immediately, proper mechanisms for resolving issues and or conflicts of all types.
5. Be willing to share your knowledge, skills and abilities in the achievement of organizational objectives and the fostering of espirit-de-corps.
6. Maximize your participation in the associations activities.
7. Take ownership of your organization.
8. Strive for continuous harmonious relationships, unity and mutual respectability, amongst the membership and the leadership of the association.These are awesome challenges and responsibilities and so tonight I wish to remind you of the JDF's Core Values which once served you well while in uniform, or working as a civilian employee, and beseech you to continue applying them in you present capacities. They are:
   1. Discipline
   2. Integrity
   3. Honour
   4. Commitment
   5. Courage, and Loyalty"They are the guiding beliefs and principles that give us strength, influence our attitudes and regulate our behaviour". Perhaps they too should become the "cornerstone" and "heart" of JESA.
      
      Mr President, ladies and gentlemen, thank you very much.