Monthly Archives: March 2026

Jamaica is set to take a major step in the coming days towards enforcement of helmet wearing. In a multi-agency initiative, led by the JN Foundation, a capacity-building training activity is to be undertaken, aimed at empowering the JCF to improve enforcement strategy for motorcycle helmet safety.

Jamaica’s Road Traffic Act requires all motorcyclists and pillion riders to wear a correctly sized protective helmet with the chinstrap always fastened, as outlined in the Fifth Schedule of the regulations. The legislation further mandates that helmets must meet approved safety standards, and that every motorcycle sold must be accompanied by a compliant helmet. Offences created by the legislation are specific only to the manufacturers and importers.

The training is being conducted under the auspices of the National Helmet Wearing Coalition (NHWC) for members of the Public Safety & Traffic Enforcement Branch (PSTEB) of the Jamaica Constabulary (JCF), with the first round to be conducted March 25-27.

The coalition, whose initiatives are managed by the JN Foundation, is an amalgam of various local and overseas road safety interests, including the National Road Safety Council, the FIA Foundation and the Global Road Safety Partnership (GRSP).

The training programme forms part of a Memorandum of Understanding signed in June 2025 between the JCF, GRSP and partner agencies, paving the way for a structured capacity-building effort targeting the enforcement of motorcycle helmet laws. During that visit, Dave Cliff, chief executive officer of GRSP, and his team assessed the JCF’s current approach to helmet enforcement and produced a detailed report and training plan to guide the rollout.

The first phase of training will run from March 25 to 27, targeting 25 potential trainers within the JCF. The programme incorporates classroom instruction and practical outdoor components and will unfold across several phases. The training is expected to be integrated into the JCF’s institutional training framework.

Representatives from all partner agencies underscored the national importance of the initiative, noting its potential to significantly impact public safety outcomes. Motorcycle injuries and related deaths account for a significant portion of road trauma in Jamaica. The Island Traffic Authority reports that there were 111 motorcycle fatalities last year, and so far, this year 11 have been recorded.

Claudine Allen, general manager of the JN Foundation, which leads implementation of the NHWC, says the partnership represents a critical investment in Jamaica’s safety and supporting enforcement.

“Strengthening enforcement capacity is essential if we are to reduce preventable motorcycle injuries and fatalities. We believe this investment in the JCF will make it possible,” she said.

Underscoring the significance of the programme’s launch, Mr. Cliff noted that the JCF has shown strong commitment to enhancing road safety enforcement.

“Our assessment made clear that targeted [and] sustained capacity building can make a measurable difference, and we are pleased to work alongside Jamaican partners to deliver international best-practice training,” he said.

The JCF has welcomed the initiative, highlighting the impact it will have on frontline policing.

“This training will strengthen our officers’ ability to enforce helmet wearing laws and identify stipulated standards of helmets in Jamaica consistently and effectively. Motorcycle crashes remain a major contributor to road trauma in Jamaica, and this collaboration helps ensure we are better equipped to protect lives,” said Senior Superintendent of Police, Lloyd Darby of PSTEB.

The partners outlined that a robust public communication campaign will accompany the training rollout to maximise visibility and reinforce national education on motorcycle safety.

The World Health Organisation (WHO) estimates that helmet wearing reduces the risk of death by 42 per cent and serious head injury by 69 per cent. Yet, research conducted by Market Research Services Limited in 2023 shows that 40 per cent of motorcycle drivers in Jamaica do not wear helmets while riding and 31 per cent of pillion passengers never wear helmets.

Civil society organisations (CSOs) across the region have been urged to treat financial management as a strategic tool for survival and growth. The advice was provided by Rose Miller, financial education consultant with the JN Foundation, while addressing delegates at the Caribbean CSO Conference and World NGO Day celebration in Jamaica, recently.

Delivering a presentation under the theme ‘Sustaining Vision Through Strategic Financial Management’, Mrs Miller challenged organisations to move beyond basic bookkeeping and adopt financial strategies that directly influence programme continuity, innovation and long-term impact.

“We budget in our personal lives, and it’s the same thing for our businesses,” she told the audience from several Caribbean countries at the Terra Nova Hotel in Kingston, stressing that forecasting and disciplined monitoring are essential to ensuring bills are paid, obligations are met and programmes remain on track.

She underscored that accountability, reporting and good governance are no longer optional. Without strong oversight structures, she warned, organisations risk losing credibility and jeopardising their mission. She pointed to Social Return on Investment (SROI), proper tracking of funds and clear reporting systems as critical components of modern CSO management.

Commitment to the organization’s vision and mission, she explained, protects them from “mission drift”, which is the tendency to pursue funding opportunities that fall outside their core mandate. “Sometimes we go after funding from anywhere,” she noted, cautioning that overextending capacity can dilute outcomes and weaken impact.

The financial education consultant also highlighted the dangers of relying on a single funding stream. Drawing parallels with personal finance, she encouraged CSOs to diversify revenue sources to remain resilient, in the face of reduction in donor funding or economic shocks arising from natural disasters.

Referring to the impact of Hurricane Melissa, Mrs Miller said crises expose weaknesses in organisations that operate without reserves or adequate risk management tools. She encouraged CSOs to build financial buffers equivalent to three to six months of operating expenses and to consider insurance as part of their risk mitigation strategy.

“When we have no operating reserves, that presents challenges,” she said, noting that some organisations were forced to close their doors following Hurricane Melissa because they could not absorb the shock.

The CSO’s were also warned not to fall into common financial pitfalls: these include weak internal controls, poor documentation, blurred lines between personal and organisational accounts, and inadequate board oversight. She stressed that approval processes, proper separation of duties, and clear financial policies are fundamental to the stability of the organization and its mission.

In Jamaica, she reminded participants, compliance is closely monitored by the Department of Cooperative and Friendly Societies, making governance and timely reporting even more critical.

In keeping with the theme of the conference, ‘The Shift, Igniting Civil Society’s Next Chapter’, Mrs Miller said a significant shift in how financial resources are managed must take place beginning now. She urged organisations to treat finance as a driver of decision-making rather than simply a back-office function.

To guide that shift, she presented four pillars for strategic sustainability: purpose-driven budgeting, proactive cash flow management, strong risk and compliance systems, and diversified funding.

Purpose-driven budgeting, she explained, ensures that spending aligns with the mission and priorities, with clear distinctions between programme and administrative costs. Cash flow management requires tracking inflows and outflows, forecasting delays in grants and updating projections regularly so leaders can respond quickly to challenges.

On risk and compliance, she called for active governance structures, consistent reporting schedules, updated financial policies, and regular audits. Though audits may be costly, she described them as an essential investment in credibility and donor confidence.

She encouraged organisations to expand funding models beyond restricted grants and contracts to include individual donors, major contributors and income-generating activities. While grants often come with strict conditions, diversified and funding can provide the flexibility and resilience needed to weather disruption.

“Finance enables the mission,” she said, emphasising that disciplined financial management ultimately strengthens community impact.

Her message resonated strongly with attendees, many of whom acknowledged the growing demand from funders and regulators for transparency, accountability and strategic oversight.

As Caribbean CSOs navigate an increasingly complex operating environment, Mrs Miller’s call was clear: sustainable vision requires strategic financial leadership.