Building a sustainable future for Jamaica’s football

THE EDITOR, Madam:

The global sports industry, valued at nearly US$893.77 billion according to the Sports Global Market Opportunities Report (2025), represents one of the most dynamic sectors of the world economy. Jamaica, renowned for its athletic excellence, must strategically position itself to participate in this expanding market. While not every child excels in traditional academics, all can achieve literacy and numeracy when nurtured through diverse disciplines. Football offers Jamaica a pathway to combine athletic talent with educational and cultural development, provided that governance and leadership meet professional standards.

Football is the most lucrative sport worldwide. Elite players earn salaries exceeding US$50 million annually, often doubled through endorsements. Clubs in Europe and South America generate billions from broadcasting rights, merchandising, and sponsorships. Nations such as Brazil, Spain, and England illustrate how football can yield both cultural prestige and economic growth. Jamaica, with its deep reservoir of talent, has the potential to benefit similarly if a structured and sustainable framework is established.

A long-term national strategy should include the creation of football academies in each parish, jointly administered by the Ministry of Education and the Ministry of Sports. These academies would differ from traditional schools by emphasising industry-relevant subjects such as languages (English, Spanish, French, German), cultural studies, accounting, and business principles. Afternoons would be devoted to technical training, skill development, and tactical education. Such institutions would cultivate players who are not only technically proficient but also academically and culturally prepared to thrive globally.

Effective leadership and ethical governance are indispensable. The recent appointment of Rudolph Speid as interim head coach, while he simultaneously serves as chair of the JFF Technical Committee and coach of Cavalier FC, exemplifies a conflict of interest.

Ethical principles dictate that no individual should evaluate their own performance. The rationale of “continuity” is unconvincing, as the technical advisory committee itself provides continuity through documented player progress. A new coach could easily rely on this system while receiving guidance from the committee.

Jamaica has already demonstrated global dominance in athletics. Football can achieve a similar trajectory if supported by three pillars: structured academies, professional governance, and ethical leadership. By institutionalising these elements, Jamaica can transform football into a sustainable industry that elevates athletes, strengthens cultural identity, and contributes meaningfully to national development.

DEAN BEEZER