According to Rivera – Salgado and Bada, in order to address these challenges, it is necessary to:
a) identify and invest so that migrant club organizations are institutionally consolidated.
b) that they be provided with technical assistance in the development initiatives that arise from their bases and in administrative financial matters.
c) the creation of new leadership.
d) the development of tools to facilitate the construction of networks. In other words, if you want to build binational CSOs, it is necessary that the interested actors – migrant leaders, funding agencies, Mexican CSOs, government entities and businessmen, fundamentally – facilitate the access of these organizations to public and private resources.
Similar proposals are made by Shannon (2006), who identifies that a systematic investment is needed in the development of skills and capacities in the organizations of migrants and their counterparts in the places of origin. This in order to develop their capacities to develop and project their own agendas that have the transformative results to which they aspire, as well as to create sustained development in the long term. In addition, resources need to be mobilized to be used for planning and training staff. Since such resources are not easy to come by, Shannon suggests that clubs seek external funding, primarily from associations that are compatible with the mission of trans- or binational organizations.
To achieve effective achievements in terms of strengthening binational migrant organizations, economic resources, technical support, advice on leadership training, training in organizational matters, transparency and accountability, among other aspects, are required. Technical support is understood as that which various academic, governmental and civil society organizations can provide to binational organizations. For example, the Universidad Iberoamericana together with Alternativas y Capacities, AC launched a call to provide free advice to various CSOs on issues related to the legal constitution of organizations; how to proceed to be authorized donees; how to obtain the CSO’s Unique Registry Key, better known as CLUNI, and reform their governing bodies.
This type of support is consistent with what various actors, including migrant leaders, government representatives and academia, commented on during the workshop ‘Challenges and opportunities in the co-management of transnational community projects’ (Burgess 2010). These actors concluded that before starting any type of participation in a program with public resources, it is important that both the clubs and the committees in Mexico be legally constituted. This, in addition to strengthening communities in Mexico by generating a decision-making structure, facilitates vertical and horizontal accountability. It can also encourage or at least facilitate good communication between actors. To address the weakness of social organization at the local level, It is also necessary to focus on the development of counterparts in the communities of origin as an entity for local strengthening and interlocutor of migrants. In that sense, there are some initiatives that can be taken up again. For example, migrant leaders from Zacatecas decided to establish a formal organization, the Federación Zacatecana, AC, to support organizational processes, technical advice on productive projects, and especially with regard to building business capacities, from the local level.
Another important factor is generating intersectoral alliances. The fact that migrant organizations or binational organizations are included in this type of calls is key to advancing in the construction of an active binational civil society. In other words, it is necessary to open a space for dialogue with public and private universities, as well as with other CSOs in Mexico that share some common objectives with migrant organizations, to work together to build solid binational organizations.
In terms of public resources that are channeled to CSOs, there are, for example, those managed by the Social Development Institute (INDESOL) or the Philanthropy Network that the Institute for Mexicans Abroad (IME) has initiated. It is worth noting the great support that the IME, in coordination with other Mexican educational institutions based in the United States, would represent if it were to develop a support program for the professionalization of migrant organizations. Private actors also fall into this category, with foundations such as the Open Society Institute, MacArthur, Ford and other foundations in Mexico such as the Fundación del Empresariado Mexicano (Fundemex) that have actively participated in the promotion of strengthening, care and assistance programs. to migrant organizations.
These resources, public and private, could serve to meet the objectives identified by the diaspora in the United States, among which are:
1. Promote higher levels of social organization and participation of migrant organizations as a new social actor in the organized civil society framework; where training migrants in leadership issues, with particular emphasis on gender equality and youth issues, plays a central role.
2. Professionalize the clubs in the United States and organizations in the communities of origin to strengthen the productive projects aspect of the 3×1 Program and promote others that expand development opportunities.
3. Create horizontal communication and coordination mechanisms, so that there is feedback in the decision-making processes in the organizations. For this, information technologies can be very useful.
García Zamora highlights the relevance of designing a transit strategy for transnational philanthropy towards regional development with a transnational focus, which must include the proposal of the migrant as a new transnational social actor. This without losing sight of the fact that the responsibility for this new public policy lies with the Mexican State at its three levels of government, together with civil society.
To deal with the fact that many migrant leaders work in isolation, it is important to create programs that encourage the transfer of talent and knowledge, thus facilitating generational handovers. One proposal that emerged from the Workshop is the constitution of a transnational community pool of talent that allows identifying and recruiting new and new leaders; in addition to recognizing and promoting the participation of women in leadership and decision-making spaces (Burgess 2010).