By Dennise Williams, Staff ReporterTHE United States Agency for International Development (USAID) has been a developmental force in Jamaica since 1962, providing almost US$2 billion in development assistance and economic support funds. The USAID is responsible for implementing America's foreign economic and humanitarian programmes in the form of strategic objectives. In the 2000-2004 strategy period, approximately US$14 million will be spent on the following five strategic objectives covering the business sector, the environment, reproductive health, increasing literacy and improvement of economic and social conditions of targeted inner city communities.
Spearheading the strategic objectives of USAID is its Mission Director. The Financial Gleaner sat down with its in coming Director, Karen Turner, who replaces Mosina H. Jordan for a new four-year term beginning in September 2003. Director Turner shared her outlook for USAID/Jamaica and gave us a peak into what makes the woman and what makes a successful Mission Director.
Dennise Williams: In your new position as Mission Director, what are the areas that you plan to focus on?
Karen Turner: I need to get up to speed on the issues facing Jamaica, but our programme is balanced between social and economic programmes. In social terms, I want to continue the work we do in the inner city. I want to look at urban areas like Grants Pen and Standpipe and our projects there The Peace and Prosperity Programme and the Community Police Programme. We want to derive as much as we can from these products. Next, we want to assist the private sector and the government in growing the economy to provide prosperity for all members of the society. This means making Jamaica competitive in trading with the rest of the world at the moment, overlooking the portfolio as a whole. I may accelerate my attention in trade and competitiveness, as this might be the most urgent issue facing Jamaica.
DW: What are the typical duties of a mission director? Is this a position that allows the individual to create new pathways as they go along?
KT: (Laughing) I am the chief headache person. Right now, I am getting acclimatised so that means spending a lot of time in meeting people, viewing existing USAID projects and building a team with my staff. So my duties are atypical now. But in any case, a large part of my job is to build relationships. My position allows a sufficient degree of flexibility. But I must achieve certain results. However, I am expected to manage and lead, and I am ultimately accountable to the people in Washington.
DW: Where do you see most of your challenges coming from?
KT: The challenge is always to be able to be knowledgeable about the situation to manage events. The challenge is to remain relevant to Jamaicans. And not just the top officials, I mean the grass roots people as well. Our greatest challenge is not to become obsolete.
DW: What are some of the challenges facing Jamaica?
KT: In the short time that I have been here, crime and violence has been on the headlines daily in the newspapers. Crime and violence is a front and centre concern. When I go to church and speak to the members, or go to functions and speak to private sector and government officials crime and violence is a major concern. Crime and violence must be addressed. If there isn't a sense that a company can operate safely, they won't invest in Jamaica, whether local or foreign-based. Then there is HIV/AIDS. It is a threat because attacks citizens in their productive years. And it is a drain on the healthcare system and creates orphans and a host of other problems. We need to protect Jamaica's most critical assets productive people. Another challenge is the urban areas filled with people left behind socially, educationally and economically. This creates instability and this will prohibit Jamaica's growth if a certain segment of society progresses but the rest does not.
DW: What is your impression of Jamaica?
KT: I haven't travelled out of Kingston, so my impression of Jamaica is Kingston. USAID has a number of projects around the island. And I have told my staff that I want to visit all projects so as to get an idea of the country.
DW: Then what is your impression of Kingston?
KT: I think that it is a big urban city. It reminds me of Washington D.C. where I come from. But overseas, most people think of resorts when they think of Jamaica. But I know that even in areas like Montego Bay, where there are lots of resorts, the city isn't just about resorts. I look forward to getting a sense of the whole island. I know that issues that face people in Kingston are different from the persons in middle Jamaica and people in the resort areas.
DW: Are there any areas in the USAID Jamaica's mission that you wish to strengthen?
KT: I have been fortunate to take over issues that have the right focus. We have the right programmes in place. I've got a good focus. We have the right tools to work with a government and private sector that I am confident that they share our view. We just need to be flexible to world events and adapt programmes as needed.
DW: In your opinion, where does Jamaica need the most assistance from the USAID?
KT: That is up to Jamaica to decide. Assistance must be balanced with the needs of the government and the private sector and the public at large. USAID is the bridge that will create balance between growth and social structure.
DW: What are your immediate goals? And what is your long-term outlook for projects that you want to complete?
KT: My immediate goals will be to look at:
Urban issues such as the Grants Pen and Standpipe pilot programmes to replicate the success in other areas
Trade and competitiveness issues
HIV/AIDS in terms of harnessing the opportunities to improve this before it creates greater problems.
DW: Mosina Jordan was such a strong presence in Jamaica and will be missed. How would you leave your stamp in the office? Moreover, how does your management style differ from hers?
KT: I am stepping into tremendous shoes after Mosina Jordan. That is fortunate but challenging to create my own identity. She has left behind the right programmes and an attitude of collaboration, which is also my working style, which is to collaborate with other people. Mosina was flexible and so am I, so our management styles are similar. I would like to further the legacy of collaborate and co-operate. In order to develop successes, we have to collaborate with persons who are here to develop countries.
DW: On a personal note, where were you born? What attracted you to the Foreign Service? And what has kept you in the Foreign Service for 18 years?
KT: I was born on June 18, 1955 in Washington D.C. I still call Washington home. I was raised in what is considered the 'bad side' of the city, the southeast part. I studied business and law at Harvard University and then practised banking and tax law (I hated tax law) on Wall Street (New York City) for four years. I then decided to change to something that drew me emotionally and supported the beliefs that I held. I joined the USAID as a lawyer, 18 years ago. I have spent 12 years overseas in Asia and the Middle East in countries such as Egypt, India, Indonesia and Jerusalem. Then I did five years back in Washington. Now I am ecstatic to be back in the field. I have a 9-year-old daughter who loves water and the beach. And I am glad for her to experience another environment and other people here in Jamaica.
DW: How will you define a successful tenure as mission director?
KT: If people see and think that we have a positive impact in their lives that is what I see as a success.
