Don Dobson | Diaspora engagement: A missing link in Jamaica’s sports governance

“Money is a factor. But poor operational controls and weak leadership are at the heart of the sport’s problems. I’ve watched too many teammates struggle to compete in a sport they love without the support they need ... I am done pretending this system works just because it produces medals.”

AT FIRST glance, this statement might seem like something a former or current Jamaican athlete would say, particularly in light of recent developments, including the decision by four of our track and field athletes, three of whom are Olympic medallists, to represent Türkiye. However, the words actually came from former US Olympian Michael Phelps. In an Instagram post, Mr Phelps criticised the leadership of USA Swimming, calling for greater accountability, transparency, and athlete-centred governance, and urging that “athlete voices [be] at the centre, not in the margins.”

As we know in Jamaica, these governance issues are not unique to the United States but affect sports worldwide. Athletes often fear speaking out, worried they’ll be seen as ungrateful or unpatriotic. Mr Phelps himself lamented that he spent most of his career in a system that taught him to be “grateful for the chance to compete” and that “it was more important to stay quiet and keep the peace”.

This is why we must continue to advocate for good governance in sport. Silence does not solve systemic issues. The rules, processes, and structures that shape sport must be subject to ongoing review, public scrutiny, and constructive feedback, and where effective, they should also be reinforced.

STAKEHOLDER ENGAGEMENT

Stakeholder engagement, particularly athlete-focused engagement, is a necessity. As Mr Phelps rightly pointed out, it’s not always about money. Athletes want to feel valued, heard, and involved in decisions that affect their careers and wellbeing. Their lived experience can help governing bodies avoid costly missteps, improve policy implementation, and foster a sense of shared ownership.

Engagement must be meaningful, whether through surveys, athlete commissions with board-level access, strategic planning forums, or bespoke programmes. If you are a governing body without a stakeholder engagement plan, draft one. If you have one but haven’t used it, revive it. If you’ve been implementing one, evaluate it, seek feedback and refine it.

Improved engagement goes beyond inclusion; it ensures athletes’ real needs are understood and met. But this raises a critical question: where will the resources come from, given ongoing funding constraints?

DIASPORA DIRECTOR

In previous commentary, I’ve advocated for skills-based appointments of independent directors to ensure our governing bodies have the leadership needed to meet evolving demands. On this occasion, I wish to be more specific and recommend a diaspora director.

This individual – Jamaican by birth or descent – could be based in the USA, UK, or Canada and tasked with identifying and cultivating partnerships with donors, businesses, corporations, and foundations across the diaspora whose priorities align with the governing body’s strategic objectives. The Ministry of Foreign Affairs and Foreign Trade, which convenes the biennial Jamaica Diaspora Conference, could assist in creating a pool of qualified candidates, ideally in collaboration with the Ministry of Sport.

The familiar refrain of “calling on corporate Jamaica” is not a sustainable strategy. Our sports organisations must think globally, diversify fundraising efforts, and intensify outreach beyond traditional channels. Such deliberate action will unlock access to financial and strategic support – including in-kind contributions – that can sustain and build on Jamaica’s sporting success. Alternatively, organisations may pool resources and engage a professional fundraiser. Either approach requires a shift in mindset: one that recognises that meaningful engagement, especially with athletes and diaspora stakeholders, is not just good governance, but essential for long-term viability.

MEANINGFUL TRANSPARENCY

This shift must also extend to transparency and go beyond box-ticking. It is not just about publishing financials and being open about decision-making processes, but also ensuring that the information is accessible, clear, and meaningful. Quality of governance matters.

The US Soccer Federation (USSF) illustrates this well. In its 2017 audited financial statements, USSF reported $189.7 million in revenue from hosting the 2016 Copa América Centenario, with $120.5 million allocated to management expenses and undisclosed bonuses paid to board members. While the federation may argue that it was transparent by publishing its financials, the lack of clarity around key figures – such as bonus amounts – raises more questions than it answers.

Governing bodies must uphold the highest standard of transparency: one that seeks stakeholder feedback, clearly explains decision-making, and proactively ensures access to relevant information. And, in keeping with the principle of accountability, they must be willing to answer questions.

Governance is not a one-way street but a partnership. Athletes must play an active role beyond voicing dissatisfaction when outcomes don’t meet personal expectations. Constructive engagement means responding to outreach, participating in consultations, asking questions, and helping to build systems that work for everyone. It also means understanding that disagreement is not opposition and that collaboration, even in difficult moments, is essential to progress.

Don Dobson is a Chevening Scholar and sports governance specialist. Send feedback to columns@gleanerjm.com