Last we I started to share the valuable lessons my team and I learned from our MC&A-led Re-Birth Project. Read below for Part 2.
4. Not to be so judgmental
Admittedly,
we began the Re-Birth Project with certain assumptions. Our request
was children who are brilliant but troubled. We expected the issues.
What we didn’t expect was to meet children who genuinely wanted to
do and be better; but lacked the motivation and support to achieve
it.
5. There is a need for good parenting education
There
was never a truer statement spoken. As early as the the Press Launch,
two things were painfully apparent. One, these parents loved their
children, and the other, they were at their wits end. During the
briefing session, a week before the first workshop, the parents
almost brought us to tears as they relayed their struggles and
frustration in dealing with their children. They had been anxious for
help.
During
the Project the parents eagerly participated in their sessions, asked
questions, took notes and shared openly about their failures and
progress. Recognizing the parents’ genuine desire to do more for
their children, Parent Places - a NPSC initiative - were implemented
at the Tivoli Gardens and Norman Manley High Schools.
 |
| Kelly Tomblin, President and CEO, JPS group facilitator at The Re-Birth Project |
6. Need to break generational cycle
Almost
all parent participants were adamant that they do not want their
children to have the life they now have. Living in low-socioeconomic,
violent communities, the parents all want better for their children.
This, many times was the root of their frustration. The children
refused to see that their current lifestyle was leading to a road the
parents were all too familiar with. The stories of their mothers and
relatives having children during teenage years, absent baby fathers,
relatives who died in their prime and constant child-parent conflict
were common debilitating struggles. These are cycles that must be
broken if these children, and many like them are to grow up to become
productive citizens.
7. Leadership is important
Working
with both schools underscored the value of good leadership. After
being referred by the Ministry of Education we made contact with both
schools. Immediately, Norman Manley High School set itself apart. The
Guidance Department was present, concerned, engaged, more organised
with information being processed and feedback communicated in a
timely manner. At least one teacher attended every session - with
apology rendered ahead of time for absence. One of the school’s
Deans of Discipline was even assigned to the Project attending many
of the sessions on Saturdays and showed great hospitality when the
Project relocated to the school.
8. Change takes time
 |
| Marcus Steele, Managing Director, Carreras Group, at The Re-Birth Project |
After
working with the students for nine weeks, with regular assessments
from the teachers and parents, regrettably, some children have shown
no signs of change. Two fell out along the way, and refused to
re-enter despite overtures made. There were weeks we were ready to
throw in the towel as we just couldn’t see our efforts making a
difference. On occasions Carol Narcisse, with far more years of being
involved with social intervention had to console us. But, slowly,
change started. No big leaps, but tiny, sometimes microscopic steps.
Still, change was made and continues to happen. Parents report that
children are more obedient, relate better with siblings, are more
respectful, spend less time on the streets where much of the
temptation lurks and are paying more attention to their school work.
They haven’t transformed, but slowly, steadily, change occurs.
There
were at least three, all boys, who were referred to the Ministry of
Education and the Child Development Agency (CDA) for further
intervention. We feared that if we did not act, we would be reading
about them in our newspapers...not positive either. The CDA
thankfully responded with alacrity and as far as we know the boys are
receiving the necessary support.
9. Effective marketing doesn't always have to be expensive
The
Re-Birth Project costs. When we started the project we had big plans
and $100,000 from a singular sponsor - Grace. Our reality was
tough...weekly expenses in excess of $250,000.
Companies/organisations we spoke with had already made budget
allocations but some were willing to assist when we outlined what we
were doing. Still, we definitely had no money to spend on marketing
and promotion. So we wrote about the project and sought interviews,
presenting the value of the programme, its objectives and the work
being done. We also issued an open invitation to some of our
favourite local business executives (Kelly Tomblin, JPS; Marcus
Steele, Carreras; Joylene Griffiths-Irving, Scotiabank; Glen
Christian, Cari-Med; Rosalee Gage-Grey, CDA; Linda Miller, COK
Sodality Co-operative Credit Union ) to be a part of the programme.
Their involvement brought attention to the Project and PR for their
companies.
 |
| Rosalee Gage-Grey, CEO, Child Development Agency, at The Re-Birth Project |
10. Jamaica has corporate companies and people who genuinely care about Jamaica’s children and our country’s development
We must pay special tribute to those companies who captured the
vision and provided support in one form or another: Spanish Court
Hotel, ScotiaFoundation, JPS, Grace Financial Services, Grace
Foods:Lishous, FreshStart, First Heritage Co-operative Credit Union,
Jamaica Mortgage Bank, Cari-Med Foundation, JMMB Foundation, Laris
Productions, COK Sodality Co-operative Credit Union, Sagicor
Life–Jamaica, Juici Patties, Tastee Patties, Kirk Distributors, CB
Foods Limited, Alicia Bogues, Everton Stewart Videography, Caribbean
Maritime Institute, Jamaica Constabulary Force, Carreras Group, Kosmo
Car Rental, Norman Manley High School, Tankweld Construction, Kirk
Davis Graphic Designs.
Melody
Cammock-Gayle is the Director of MC&A - a marketing and
communications firm.
