Assessment of Civil Society Organizations in Jamaica

CREATING OPPORTUNITIES WORLDWIDE
BRITISH COUNCIL
ASSESSMENT OF THE CIVIL SOCIETY IN JAMAICA
Prepared for:
The British Council
Rochelle James
Project Manager in Society
28 Trafalgar Road, Kingston 10
Jamaica
Prepared by:
Research & Strategy Solutions Ltd.
Kingston 8
June 6, 2014
Private & Confidential
TABLE OF CONTENTS
I. Executive Summary ................................................................................................. Error! Bookmark not defined.
II. Recommendations .................................................................................................. Error! Bookmark not defined.
Iii. Introduction & Background ...................................................................................... Error! Bookmark not defined.
Iv. Scope Of Work/Objectives ....................................................................................... Error! Bookmark not defined.
V. Methodology/Approach ............................................................................................ Error! Bookmark not defined.
Section 1: The concept of civil society and its roles, generally & historical backdrop ........... Error! Bookmark not defined.
1.0 Civil Society Organizations: Concept ........................................................................ Error! Bookmark not defined.
1.1 Civil Society Environment In Jamaica: Historical Brief ............................................... Error! Bookmark not defined.
Section 2: An analysis of the civil society environment in Jamaica ..................................... Error! Bookmark not defined.
2.0 The Socio-Economic Environment ........................................................................... Error! Bookmark not defined.
2.1 Human Rights........................................................................................................ Error! Bookmark not defined.
2.2 Democracy ............................................................................................................ Error! Bookmark not defined.
Section 3: An overview of the main features of civil society .............................................. Error! Bookmark not defined.
3.0 Types of CSOs ....................................................................................................... Error! Bookmark not defined.
3.1 Number of CSOs .................................................................................................... Error! Bookmark not defined.
3.3 CSOs Focused On Human Rights & Democracy ........................................................ Error! Bookmark not defined.
3.4 Main Features Of CSOs........................................................................................... Error! Bookmark not defined.
Section 4: Main Achievements ........................................................................................ Error! Bookmark not defined.
4.0 Achievements and Activities: Selected CSOs............................................................. Error! Bookmark not defined.
4.1 Jamaicans For Justice ............................................................................................. Error! Bookmark not defined.
4.2 Legislative Impact .................................................................................................. Error! Bookmark not defined.
4.3 Legal Representations ............................................................................................ Error! Bookmark not defined.
4.7 Jamaican Civil Society Coalition: Achievements and Activities .................................... Error! Bookmark not defined.
4.11 Citizen For Free And Fair Elections......................................................................... Error! Bookmark not defined.
Section 5: Case Studies .................................................................................................. Error! Bookmark not defined.
5.0 Methodology ......................................................................................................... Error! Bookmark not defined.
5.3 Case Study #1: Manifesto Jamaica .......................................................................... Error! Bookmark not defined.
5.8 Case Study #2: Jamaica Youth Advocacy Network ................................................... Error! Bookmark not defined.
5.18 Case Study #3: Independent Jamaican Council On Human Rights ........................... Error! Bookmark not defined.
Section 6 ...................................................................................................................... Error! Bookmark not defined.
Strengths .................................................................................................................... Error! Bookmark not defined.
Gaps .......................................................................................................................... Error! Bookmark not defined.
6.0 Strengths .............................................................................................................. Error! Bookmark not defined.
6.2 Gaps ..................................................................................................................... Error! Bookmark not defined.
Section 7: Recommendations.......................................................................................... Error! Bookmark not defined.
Section 8: Appendix....................................................................................................... Error! Bookmark not defined.
Bibliography................................................................................................................. Error! Bookmark not defined.
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I. EXECUTIVE SUMMARY
The British Council, in partnership with Life Management Services has launched a project geared towards
strengthening the role of civil society in Jamaica. The project has a four-fold objective:

Increased awareness and understanding by citizens of their rights and duties

Strengthened institutional and operational capacities of civil society organizations

Increased accessibility to direct funding for advocacy

Greater awareness of human rights and democracy issues among youths
In order to accomplish these results, a comprehensive analysis of civil society organizations and the environment
within which they operate was undertaken, and includes areas of strengths, weaknesses and gaps to be bridged;
constructs that are critical to the formulation of policies and initiatives that will allow for the necessary remedial action.
The methodology employed involved extensive desk research and in-depth interviews. Two of the three interviews
that were done morphed into case studies of two youth organizations: Manifesto Jamaica and Jamaica Youth Advocacy
Network. It was intended that a depth interview would also be conducted with a human rights organization;
unfortunately, the cooperation of those contacted was not forthcoming.
Adopting the World Bank’s definition, “The term civil society refers to the wide array of non-governmental and not-for-
profit organizations that have a presence in public life, expressing the interests and values of their members or others,
based on ethical, cultural, political, scientific, religious or philanthropic considerations. Civil Society Organizations
(CSOs) therefore refer to a wide array of organizations: community groups, non-governmental organizations (NGOs),
labour unions, indigenous groups, charitable organizations, faith-based organizations, professional associations, and
foundations”. The eight categories of CSOs identified by the World Bank were further broken down by CIVICUS into 22
different types amounting to over 3,000.The Council of Voluntary Social Services (CVSS) has on registry over 115
NGOs, while the Social Development Commission (SDC) has enlisted 2,903 Community Based Organizations (CBOs) as
at October 31, 2012. Of this amount, 2,283 were active and 241 partially active. There is an estimated 39 CSOs
focused on Human Rights and Democracy.
There is a long history of CSO activity in Jamaican that dates back to the 18 th century, which evolves out of a spirit of
volunteerism. During its earliest manifestation following the abolition of slavery, Free Villages were established by
neighbours helping each other to erect structures and the building of roads and other civil works through voluntary
service. The activities and main features of CSOs have significantly changed since then.
In the current context, CSO activity is defined by a heavy dependence on international donors for funding, in light of
relatively low charitable giving by individuals and companies. Furthermore, there is a declining spirit of volunteerism
which has adversely affected participation in CSO organizations, particularly advocacy and service CSOs. While
registration among NGOs are comparatively high, the majority of CBOs, which account for the largest percentage of
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CSOs, are unregistered. It is believed that the passage of the Local Government Reform Act would be an important
catalyst to change this. However, it is worth noting that Local Government Reform has been commissioned since 1993.
Even though there are funding challenges and a declining spirit of volunteerism, the socio-economic climate dictates
increasing importance of CSO activity, particularly as the country grapple with significant amounts of human rights
violations. Among the most noted human rights issues that must be addressed are extrajudicial killings by the police,
ineffective judicial system, lengthy delays in the resolution of human rights issues, violence against and abuse of
children, violence against and abuse of women, and human trafficking. Additionally, democracy issues such as
corruption, poor governance and campaign financing irregularities all needing urgent attention.
Jamaicans for Justice, Citizens for Free and Fair Elections and Jamaica Coalition of Civil Service Organizations have
been at the forefront of the battle, ably assisted by several other organizations. The activity and accomplishment of
these organizations are notable in the areas of legislative impact, lobbying and advocacy for human rights, providing
legal representation for citizens whose rights have been violated and building public awareness.
All CSO organizations are different, with varied strengths, institutional and operational gaps. Therefore, in addition to
assessing the strengths and gaps for CSOs, a case study was done for two youth organizations using a Capacity
Building Survey tool. Manifesto Jamaica realized an average score of 3.1 points out of 5, while Jamaica Youth
Advocacy Network was ascribed an average of 3.7 points. The main areas of strength for Manifesto Jamaica was
Management, while Infrastructure, Logistics and Financial Management were key institutional and operation gaps.
Jamaica Youth Advocacy Network reflected strength in Management, Governance, External Relationships,
Infrastructure and Logistics. Financial Management was the main institution and operational gap.
Generally the strengths of CSOs include commitment and passion, broad knowledge base, media relationships, good
donor relationships, networking and collaborations, as well as recognition and respect of the GOJ, while the gaps exist
in the form of funding challenges, human resource deficiencies, weak governance and management structure, and
project implementation shortcomings.
II. Recommendations
Recommendations given were consistent with the intended objectives of the study, and could be classified under three
broad headings.
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Strengthening Operational and Institutional Gaps
Institutional and Operational gaps can be minimized through several strategic initiatives- CSO best practices training
and development; establishing appropriate systems of accountability; rewarding and recognizing CSOs that conform to
best practice principles; and, promoting the utilization of the latest technology.
Increased Access to Funding
While local CSOs have depended on international donor funding, there are several opportunities to increase access to
funding which include- school awareness and sponsorship programme; strategic partnership with private sector
interests, fund raising events; and, seizing untapped funding opportunities.
Awareness Building
Greater awareness can be built through several means including event participation and arranging interviews with
television and radio personalities as well as strategically calling radio shows.
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III. INTRODUCTION & BACKGROUND
The British Council, which has footprint in 110 countries across the globe, is an international organisation which has its
roots in the United Kingdom. The organization’s core mission is to create opportunities internationally for citizens of
the UK and other countries across the globe. The areas of focus include promoting educational opportunities and
nurturing cultural relations through three core areas: Education, Society and English Arts.
Consistent with its mandate, the British Council has sought to take steps to remedy the institutional and operational
deficiencies existing among Civil Society Organizations (CSOs) in the countries in which it operates. Accordingly, they
have launched a project in partnership with RISE Life Management Services geared towards strengthening the role of
civil society in Jamaica, in promoting human rights and democracy. RISE is an acronym for Reaching Individuals
through Skills and Education. The organization targets at-risk youths living in inner-city communities through the
prevention and treatment of addictive disorders, heath services and education interventions in various forms.
The primary focus of this project is to tackle the issues at the grass roots level, particularly among the young, with the
aim to raise awareness about human rights issues, while increasing the skills and knowledge to facilitate greater
participation in civil society.
The anticipated results of this project should enable the accomplishment of the following:

Increased awareness and understanding by citizens of their rights and duties

Strengthened institutional and operational capacities of civil society organisations

Increased accessibility to direct funding for advocacy

Greater awareness of human rights and democracy issues among youths.
In order to accomplish these results, a comprehensive analysis of Civil Society Organizations and the environment
within which they operate was undertaken, and includes areas of strength, weaknesses and gaps to be bridged,
constructs that are critical to the formulation of policies and initiatives that will allow for the necessary remedial action.
IV. SCOPE OF WORK/OBJECTIVES
The scope of work includes examining:
1. The concept of civil society and its roles, generally
2. The historical backdrop
3. An analysis of the civil society environment in Jamaica
4. An overview of the main features of civil society including the types of organizations represented and their key
organizational characteristics, the types of activity they carry out and inter alia their main sectoral interests
5. Summary of the main achievements of civil society to date, noting key milestones and broader social impacts,
identifying the shortfalls in civil society performance in need of strengthening and further development
6. Major challenges
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7. Summary of the most important institutional and organizational capacity needs of civil society in the Country
and identify key strategic issues for the implementation of the project
8. Recommendations.
V. METHODOLOGY/APPROACH
In order to deliver on the previously mentioned objectives, qualitative research methodology was employed; broken
down into two phases:
-
Phase I: Extensive desk search
-
Phase II: In-depth interviews
The in-depth desk research consisted of extensive internet search, analysis of annual reports published by CSOs,
review of previous studies assessing CSO activity in Jamaica, which provided a broad understanding and allowed the
identification of organizational and institutional gaps.
Participants in the interviews were determined by identifying the CSOs that were likely to provide the information most
relevant for the purpose of the study. It facilitated documentation of first-hand material regarding strengths,
challenges and strategic actions that would create a more favourable climate for CSO Activity.
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SECTION 1
- The concept of civil society and its roles, generally - A historical backdrop Section 1 delivers a broad understanding of the concept of CSOs from an international perspective, while showing
historically, the evolution of CSO activities in Jamaica. The information allows us to compare the breadth and depth of
CSO activities across different generations.
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1.0 CIVIL SOCIETY ORGANIZATIONS: CONCEPT
Given that Civil Society Organizations convey different meanings to different people, organizations and group, it is
necessary to define the concept in order to ensure full and complete understanding of the term. Two internationally
recognized organizations that have coined definitions of the concept are the Organization of Economic Cooperation
and Development (OECD) and the World Bank. The definition by the OECD is short, simple and offers a narrow
description of CSOs:
“The multitude of associations around which society voluntarily organizes itself, and which represent a wide range of
interests and ties. These can include community-based organisations, indigenous peoples’ organisations and nongovernment organisations”.
The World Bank offers a broader definition:
“The term civil society refers to the wide array of non-governmental and not-for-profit organizations that have a
presence in public life, expressing the interests and values of their members or others, based on ethical, cultural,
political, scientific, religious or philanthropic considerations. Civil Society Organizations (CSOs) therefore refer to a
wide array of organizations: community groups, non-governmental organizations (NGOs), labour unions, indigenous
groups, charitable organizations, faith-based organizations, professional associations, and foundations”.
For purposes of this analysis, the latter definition will be used. It is consistent with the perspective of CIVICUS
regarding how CSOs are identified in Jamaica. According to CIVICUS “in Jamaica, civil society is considered a positive
necessity, and is identified as that group of entities comprising non-governmental organizations, community-based
organizations, labour unions, political parties, employers’ associations, churches, academic institutions and the private
sector”1.
1
CIVICUS: An Assessment of Jamaican Civil Society (2006). http://civicus.org/new/media/CSI_Jamaicanreport.pdf
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1.1 CIVIL SOCIETY ENVIRONMENT IN JAMAICA: HISTORICAL BRIEF
Civil Society Organizations in Jamaica is believed to have had its genesis in voluntarism which dates back to the 18th
century. The experiences of that time saw unpaid labour being given to neighbours who may or may not return the
favour. The spirit of voluntarism which defines CSOs manifests itself across different periods of Jamaica’s
development. In 1800s, following the abolition of slavery, Baptist and Moravian Missionaries assisted with the
development of free villages. The Free Villages were established primarily by neighbours helping each other with the
erection of their structures. Additionally, the building of roads and the undertaking of other civil works were
accomplished through voluntary service.
With little assistance from the government of the time, CSO activity during that period was geared towards improving
the lives of natives in the areas of social welfare, health and youth development. Organizations involved in such work
included the Salvation Army, the British Red Cross and Boy’s Brigade, to name a few, as 25 organizations were
registered under the Friendly Societies Act between the years 1863-1903.
In 1937 the Jamaica Welfare Limited (JWL) was formed by the Right Honourable Norman Washington Manley, with
financial support from the private sector, in particular, United Fruits. The United Fruits was the leading player in the
banana industry in Latin America and the Caribbean, including that of Jamaica. The company agreed to put up one US
cent per bunch of banana exported from Jamaica to finance JWL, with emphasis on the rural people. At the time, one
2
cent from each bunch of banana provided 25 million cents annually or US$250,000 .
The vision of the organization was self-governance and community development, as the basis for nation building.
Within 11 years JWL had footprint in 236 villages with 77 village committees, 346 cooperatives and 51 community
groups.
In 1965, through a Change of Name and Validation Act, Jamaica Social Welfare Commission formerly
(Jamaica Welfare Limited) became known as the Social Development Commission (SDC)3.
In 1938, the widespread social unrest due to low wages and less than ideal living conditions led to the formation of
trade unions and political parties. The first trade union formed was the Bustamante Industrial Trade Union (BITU), in
the same year. Others to be formed were the Trade Union Advisory Council, Trade Union Congress (1942), and the
National Workers Union (NWU, 1952). As a political party, the People’s National Party (PNP) was formed in 1938 and
the Jamaica Labour Party in 1943. After a shift in power, the Late Prime Minister Michael Manley in the 1970s sought
to revive the social programmes pushed by his father, which was when the Social Development Commission, formerly
JWL, was established.
There was a significant increase in CSO activity following action by the United Nations (UN) and Commonwealth
Foundation in the 1980’s to sponsor CSOs to attend consultation at the global level. Funding could also be obtained
through the UN from bilateral donors such the Canadian International Development Agency (CIDA) and the United
States Agency for international Development (USAID). As a result, there was expansion of existing programmes in
2
3
Jamaica Gleaner, May 6, 2009
http://sdc.gov.jm/about-us/history/
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areas such as the environment, women and gender, community development, and children’s rights. With a slowdown
in donor funding in the early 2000’s many CSOs were forced to close their doors.
Another factor giving rise to significant growth in the number of new Non-Government Organizations (NGOs) and
Community Based Organizations (CBOs) in the 1980’s and 1990’s, was the Structural Adjustment Programme (SAP)
launched by the World Bank, the International Monetary Fund (IMF), and the USAID. The SAP was deemed to be
oppressive - increasing poverty, reducing growth rates and increasing the debt burden. Consequently, the NGOs and
CBOs advocated vibrantly in an effort to end the impact of the SAP on the most vulnerable. The Association of
Development Agency (ADA), which was legally formed in 1985, launched a debt relief campaign and in so doing
developed strong relationships with several northern NGOs. The Association of Development Agencies (ADA) which
continues to operate today as a CSO network representing NGO’s working in Jamaica. Its emphasis is on promoting
sustainable development and social change through debate, policy and advocacy.
Despite the growth in the number of CSOs, many complained about the difficulties they had in finding competent,
reliable persons willing to render services. It was believed that the struggle for economic survival may have thwarted
citizen participation in volunteerism and community action. Other contributing factors were that the growth in CSO
activity was outpaced by citizens’ participation, as well as unproductive strategies to encourage greater participation.
In 2014, participation of citizens in CSO activities remains a concern, as it continues to be plagued by the factors
highlighted above.
Following the events after the extradition request of Dudus Coke in 2010, there was a rallying of CSO organizations,
which led to the formation of the Jamaica Coalition of Civil Society Organizations in Jamaica (JCCSO). The organization
mandate was to impact governance and decision making, moving forward.
In the modern Jamaica, volunteerism is not as vibrant as it once was; however, the role and significance of CSO
activities are no less important in light of the myriad issues that must be addressed. Whether it is the meeting of social
service needs, catering to the poor or the marginalized, or bringing to focus the human rights abuses of the day;
focus, funding and participation from different sectors of the society are critical to the overall outcome. The issue of
funding is an issue that modern CSOs have had to grapple with; it certainly was no different centuries ago. Probably,
the main difference between contemporary CSOs and what previously existed is that the concern of one was the
concern of all: this is less so now; which makes CSO activity more difficult.
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SECTION 2
An analysis of the civil society environment in Jamaica
CSO activity is impacted positively or negatively by the existing political and socio-economic climate. It was therefore
deemed important to summarize the current environment and highlight the main human rights issues that they must
fight to resolve.
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2.0 THE SOCIO-ECONOMIC ENVIRONMENT
In the aftermath of the global financial crisis, Jamaica’s economy remains stagnant with rising levels of unemployment
and growing levels of poverty. With Government intervention limited against the background of tight fiscal space, the
work of groups focused on the poor and marginalized is increasingly important.
The percentage of the population passing no CXC or GCE subjects declined from 76.7% in 2000 to 71.2% in 2010.
Despite the improvement, the data highlights the relatively low level of Jamaica’s education outcomes. In addition, the
country is plagued with a high crime rate, where 77.95% of those arrested for major crimes are between the ages 16
and 354. Many have postulated that there is a possible link between the high crime rate and the high level of
unemployment among the younger age cohort. Though perhaps not the cause, the two might likely be correlated. Of
the 215,100 persons that were unemployed as at April 2013, 58.76% were between the ages of 20 and 34.
The socio-economic milieu highlights a landscape in which the GOJ lacks the necessary resources to provide the social
interventions necessary to address issues such as poverty, unattached youths and structural deficiencies within the
education system. The end result is high levels of crime, which not only infringe on the right to life but is also used to
sanction extrajudicial killings and abuses by police forces.
2.1 HUMAN RIGHTS
On April 7, 2011, the Government of Jamaica passed an Act to amend the Constitution of Jamaica “to provide for a
Charter of Fundamental Rights and Freedoms and for connected matters”.
The Charter of Fundamental Rights
(Constitutional Amendment) replaces Chapter III of the Constitution. Not only are the citizens and state obligated to
adhere to the Constitution, but given that the state is signatory to several international and regional Human Rights
Treaties, it has an obligation to honour those as well. Notwithstanding the existing legal framework, Jamaica has a
history of several human rights violations. The main issues are:
a. Crime and Violence
b. Extrajudicial Killings
c.
Ineffective Judicial System
d. Resolution of Human Rights Issues: Lengthy Delays
e. The Detention System
f.
Violence Against and Abuse of Children
g. Unlawful Child Labour
h. Violence Against and Sexual Abuse of Women
4
i.
Human Trafficking
j.
Undesirable working conditions (being paid below minimum wage and working overtime without pay)
Economic and Social Survey of Jamaica (ESSJ) 2013, Planning Institute of Jamaica
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k.
Societal Violence and Discrimination (Mob killings and discrimination of persons with HIV/AIDS)
l.
Societal Abuses, Discrimination, and Acts of Violence based on sexual orientation and gender identity
m. Inadequate Infrastructure and lack of Education opportunities for Ethnic Minorities (Maroons have no
access to formal education beyond Junior High School level)
n. Discrimination against persons with disabilities in accessing employment and education
These issues must be seen not just as violations but more importantly, as needs that the citizenry of Jamaica has that
must be urgently addressed. They highlight the importance of the work of the British Council in attempting to
strengthen Civil Society Organizations, with the objective to teach the requisite skills, which will
aid in the
transformation of Jamaica’s human rights and democratic landscape.
2.1a
Crime and Violence
While high levels of crime and violence have become a regular feature of the Jamaican society, it represents a
violation of Jamaica’s Charter of Fundamental Rights and Freedom, which stipulates “the right to life, liberty and
security of the person”. Nevertheless, Jamaica has the sixth highest murder rate per capita in the world. There have
been several attempts by successive governments to aggressively address the problem, but such actions have yielded
temporary or insignificant success.
The major contributors to the crime and security issues are: a) large numbers of unemployed youths; b) the free flow
of illegal weapons into the country, said to be associated with the guns for drugs trade; and, c) a proliferation of gang
activity. According to reports, there are at least 120 criminal gangs operating in Jamaica that is responsible for 80.0%
of all crimes in the Country5.
The largely unsuccessful response of the Government of Jamaica (GOJ) has led the Inter-American Commission on
Human Rights (IACHR) to remark that “The lack of proper response by authorities has led to a general deterioration of
the human rights situation in Jamaica,” disproportionately affecting the poorest sectors of the economy, as well as
those most vulnerable to human rights violations, such as women, children and those who face discrimination on the
basis of sexual orientation or gender identity”.
2.1b
Extrajudicial Killings
Police abuses and extrajudicial killing have characterized the Jamaican landscape for several years. Dating back to
2003, the Rapporteur for Extrajudicial, Summary or Arbitrary Executions stated that “there are still too many incidents
where the police are reported to use unnecessary violence”.
Since 2003, the number of extrajudicial killings continues to rise, with the police declaring that their actions are in selfdefence. There has been some evidence; however, that cast doubt on claims by the police, for example, the case of
Mr Ian “Ching-Sin” Lloyd who allegedly stabbed and killed his common-law wife; location- Ocho Rios. Although the
police claimed that Mr. Lloyd was shot and killed after he attempted to stab one of the police officers who was present
at the crime scene, video taken at the time suggests otherwise. The video evidence showed that Mr. Lloyd was on the
5
Report on the Situation of Human Rights in Jamaica, Inter American Commission on Human Rights, 2012
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ground being beaten with batons, and then shot at close range by a police officer. On March 10, 2013, the Jamaica
Gleaner reported that the police officer was found innocent, given insufficient evidence. The video evidence could not
be used because the person who shot it was not in court to certify that he did and that the footage had not been
altered.
The continuation of such police action may be attributed to the relatively small percentage of convictions in such
cases. Of 267 police officers arrested for civilian abuses between July 11, 1999 and March 9, 2012, only 19 were
convicted, 3 for murder and 11 for wounding. The major reason for the low conviction rate is believed to be an under
resourced and inefficient justice system 6.
Although increasing from 210 in 2010 to 258 in 2013, there was a sharp decrease in security force-related fatalities in
the first quarter of 2014. According to statistics released by INDECOM, "at the end of the first quarter, the Commission
recorded a total of 40 fatalities; this is 36 less than the first quarter of 2013 in which 76 fatalities were recorded. This
represents a 47.3 per cent drop in the number of fatalities". The declines are encouraging and if continued, would help
to improve Jamaica’s Human rights situation.
2.1c
Ineffective Judicial System
The under resourced and inefficient judicial system not only facilitates the continuation of suspected police abuses, but
also results in unnecessary delays in the awarding of justice. The Jamaica Justice System Task Force stated that a
major hindrance to transforming the judicial system is a “general culture of delays”. The “general culture of delays
cannot be fixed without fixing what the Task Force defines as “systemic impediments”, which includes, inter alia,
“drastically inadequate financial and human resources; insufficient user information; little public knowledge of the
functioning of the justice system; complexity and inflexibility of practices and procedures; insufficient strategic
planning and inadequate management of tools and resources”.
As a consequence of these impediments, the IACHR reported in 2012 that there was a backlog of over 4,000 cases,
and case load is expected to increase by 300 to 350 per year.
2.1d
Resolution of Human Rights Issues: Lengthy Delays
Significant delays exist in the resolution of human rights issues, which is partially as a consequence of the
inefficiencies in the judicial system. One example is the Independent Commission of Investigations (INDECOM), which
has stated that 95.0% of shooting-related cases by the police are awaiting the results of forensic testing 7.
According to the US State Department, the Director of Public Prosecutions (DPP) issues rulings on cases involving
security forces, on average, 27 months after the final submission of files from the BSI or INDECOM. The reason may
be the “general culture of delay”. In 2011, INDECOM awaited rulings from the DPP on 40 cases, which is an issue that
must be corrected in order allow speedy resolution of human rights infringements.
6
Report on the Situations of Human Rights Jamaica, IACHR 2012
7
Report on the Situation of Human Rights in Jamaica 2013. IACHR
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2.1e
The Detention System
Poor prison and jail conditions including severe overcrowding as well as abuse of detainees and prisoners give rise to
what is described as a flawed detention system. Persons are often held for extended periods of time without being
charged, while reportedly being faced with abuse by guards and other inmates alike.
According to the United Nations Special Rapporteur on Torture (2010), the conditions in which persons are held is
inhumane
and
treatment
arbitrary.
The
Special
Rapporteur
found
“detainees held in cells that were overcrowded, filthy and infested withrats, cockroaches and lice. In addition, m any
of the cells were in complete darkness having poor ventilation and an unbearable stench. Detainees were forced to
stay in their cells for most of the day, with very limited time allowed out. As a result, they were dependent on police
officers to allow them to use the toilet in the corridors. When the officers refused, they were forced to urinate and
defecate in plastic bags, bottles and plates, in front of their cellmates. The majority of police stations did not have
mattresses: detainees were forced to sleep on concrete beds and when the cells were overcrowded, on the floor, visits
were infrequent and only for a few minutes. In many instances detainees could not see their families”.
While conditions at police station lock-ups are said to be bad, those at correctional centres were generally better, but
ranged from fairly poor to those that could be considered best practice. The state of the remand centres (where
prisoners are held after sentencing) were also generally better than police station lock-ups.
Not only are the conditions of detention centres generally bad; the prison food was typically characterized as poor,
and prison authorities frequently ignored inmates’ dietary restrictions. Part of the reason for this is the relatively low
amount that is budgeted. According to the Country Reports on Human Rights Practices for 2013, the U.S. State
Department stated that in Jamaica, approximately J$174 ($1.90) is budgeted to provide a prisoner with three meals
per day.
2.1f
Violence Against and Abuse of Children
Abuse of children has been rising at an astonishing rate, based on data provided by the Office of Children’s Registry
(OCR). Between 2007 and 2011, the OCR received approximately 25,023 reports about children being victims of
human trafficking, physical abuse, sexual abuse, emotional abuse, neglect, child labour, in need of care, and exhibiting
behavioural problems. In 2007, the Agency received 455 reports; rising to 7,826 in 2011. Except for reports of
trafficking, significant increases was seen in all the mentioned categories.
The Charter of Fundamental Rights, however, declares the right of every child to protection by virtue of the status of
being a minor. The growing level of violence and abuses against children is a clear violation of those rights.
2.1g Unlawful Child Labour
Jamaican law prohibits the employment of children under the age of 13, while children between the ages of 13 to 15
are permitted to do “light work” provided that it does adversely affect their education or health. There were no
confirmed cases of child labour, however, for the first 9 months of 2012, there were 146 cases reports to the Office of
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Children’s Registry. The International Labour Organization estimates that 26,000 children worked as vendors,
agricultural and commercial labourers, domestic helpers, and prostitutes, among other forms of engagements.
2.1h
Violence Against and Sexual Abuse of Women
Rape and incest among women and children are reported as the fastest growing crime in Jamaica. The statistics show
that sexual abuse grew from 121 cases in 2007 to 2,671 in 20118. It is generally believed that the figures are higher,
given an estimated high percentage of under-reporting.
According to a Pan American Health Organization (PAHO) report 9, in Jamaica, 20.0% of the over 8,000 women aged
15 to 44 that were surveyed experienced either physical or sexual partner violence at some point in their lives, and
almost half reported experiencing controlling behaviours by a partner. Of this amount, 31 per cent of Jamaicans
sought institutional help, while 37 per cent said that they had never spoken to anyone about the violence they
experienced.
2.1i
Human Trafficking
Human Trafficking is a growing problem that the Jamaican Government has to address. In response, amendments are
being made to the Trafficking in Persons Act, and a National Task Force against Trafficking in Persons will be
established. According to the Jamaica Gleaner report on July 21, 2013, between April 2012 and March 2013, “there
were three suspected human trafficking cases, with 23 victims being rescued and four arrests made”. The severity of
the problem worldwide was highlighted in December 2012 when a group of 21 boys were rescued from a Honduran
boat intercepted in Jamaican coastal waters. The children were provided assistance by Jamaican state agencies before
being repatriated to their country of origin.
8
Jamaica Observer, October 2, 2012
9
PAHO, Violence Against Women in Latin America and the Caribbean: A Comparative Analysis of 12 population Based
Data for 12 Countries, 2013
Page | 16
2.2 DEMOCRACY
CSOs that are focused on promoting greater levels of democracy have seen notable improvements in Jamaica’s
electoral process. Notwithstanding, there continues to exist weaknesses in the governance structure, which facilitates
corruption; also, the electoral system is marred by lack of disclosure as it relates to campaign financing and garrison
politics. The end results of these are the wastage and underutilization of resources, which have adverse effects on the
socio-economic environment and human rights situation.
2.2a The Electoral Process
Jamaica’s electoral process was given high marks during its last general elections. According to the Country Report on
Human Rights practices 2012, during this time, international election observers from the Caribbean Community and
the Organization of American States (OAS) deemed the elections transparent, free, fair, and without violence. A local
organization, Citizen Action for Free and Fair Elections, also provided volunteer election observers, as it did in every
election since 1998. In a preliminary assessment, the OAS cited adherence to agreements negotiated by the Country’s
Electoral Office between the parties on media, advertising protocols, and campaigning rules as important elements
that helped strengthen the democratic process.
Despite these accolades there are elements of the electoral process and societal norms that may, or have
compromised democracy. One aspect relates to the disclosure of campaign financing. This can result in “kickbacks”
that opens doors for corrupt practices.
2.2b Garrison Communities
Another major issue is the continued existence of political garrison communities. By their very nature they limit the
freedom of expression as citizens are intimidated and coerced to vote along party lines.
Page | 17
SECTION 3
An overview of the main features of civil society including:
- Types of organizations represented - Key organizational characteristics - Types of activity they carry out - Main sectorial interests -
Page | 18
3.0 CSO TYPES in JAMAICA
According to CIVICUS “in Jamaica, civil society is considered a positive necessity, and is identified as that group of
entities comprising non-governmental organizations, community-based organizations, labour unions, political parties,
employers’ associations, churches, academic institutions and the private sector” 10. The eight categories of CSOs
identified by the World Bank were further broken down by CIVICUS into 22 different types listed below.
1. Faith Based Organizations
2. Trade Unions
3. Advocacy CSO (e.g. human rights & justice)
4. Service CSOs (e.g. health and social services)
5. Education CSO
6. Economic Interest CSOs (e.g. credit unions)
7. Environmental CSOs
8. Culture & Arts CSOs
9. Social & Recreational CSOs
10. Grant-Making CSOs
11. CSO Networks
12. Non-Profit Media
13. Women’s Associations
14. Associations for the marginalized (e.g. poor)
15. Community level groups/associations
16. Ethnic/Indigenous Organizations (e.g. Maroons)
17. Social Movements (e.g. peace movements)
18. Political Parties
19. Professional & Business Associations
20. Social Service and Health Associations
21. Community Organizations
22. Students & Youth Associations
There are, however, three more forms of CSOs that have emerged on the Jamaican landscape. These are the
Community Development Committees (CDC), the Development Area Committees (DAC) and the Parish Development
Committees (PAC). As their names suggest, the CDCs and
PACs serve specific communities and parishes, while the
DACs
region,
10
serve
groups
of
communities
in
a
specific
for
instance,
the
Half
Way
Tree
DAC.
CIVICUS: An Assessment of Jamaican Civil Society (2006). http://civicus.org/new/media/CSI_Jamaicanreport.pdf
Page | 19
The granular breakdown of the different types of CSOs operating in the Country allows a broader perspective of CSO
activities that must be developed and established. It also highlights opportunities for linkages and collaboration to
strengthen the fabric of CSO activity in Jamaica. However, that is outside the ambit of this study, which is specifically
focused on those CSOs involved in advocating and promoting human rights and democracy.
3.1 NUMBER OF CSOs
While the types of CSOs are broad and diverse, the typical practice is to group them into two main categories: NonGovernmental Organizations and Community Based Organizations. The distinction is that NGOs serve local, national and
international interests, while CBOs serves community interests such as faith based organizations, private sector
organizations and community groups.
The Council of Voluntary Social Services (CVSS) has on registry over 115 NGOs, while the Social Development
Commission has enlisted 2,903 CBOs as at October 31, 2012. Of this amount 2,283 were active and 241 partially active.
Not included in the figures for the CBOs are the numbers for the CDCs, DACs and PACs. As at March 30, 2014, the SDC
numbered 495 CDCs, 61 DACs and 13 PDCs. In total there are over 3, 500 CSOs operating in Jamaica.
3.2 The number of Advocacy, Service and Network CSOs operating in Jamaica is estimated to be 31. These
CSOs, which are listed below, seek to promote human rights on a national level, or for the most vulnerable within the
society; namely, the disabled, women and children. Some of these CSOs can be classified as Northern (International)
CSOs.
Page | 21
3.3 CSOS FOCUSED ON HUMAN RIGHTS & DEMOCRACY
At the core of this study is the emphasis on Advocacy, Service and Network CSOs focused on Human Rights and
Advocacy. The following tables represent the various categories and their main sectorial interests.
Human Rights and Democracy
Name of CSO
Association of Development
Agencies
Jamaicans Coalition of Civil
Society Organizations
Jamaicans For Justice
Citizen’s Action For Free and Fair
Elections (CAFFE)
Amnesty International
Crime Stop/The National Crime
Prevention Fund
Kingston Legal Aid Clinic
National Integrity Action
Peace And Love In Society
Youth Crime Watch Of Jamaica
Main Sectorial Interest
Promote, advocate for, and develop, member Agencies
Advocates for good governance
Advocacy for fundamental change in Jamaica’s political, social, judicial
and economic systems
Advocacy, Public Education & Campaign Finance Reform
Advocacy for every person to enjoy all of the human rights enshrined in
the Universal Declaration of Human Rights
Raise funds to assist the national effort to fight crime
Any person who has reasonable grounds for taking or defending a legal
action is not prevented from doing so due to lack of means
Focused on fighting corruption
Teaches constructive conflict resolution
Seeks to develop youth-led and targeted strategies to combat issues of
crime prevention and healthy lives
Table 1
Women & Girls
Name of CSO
Bureau of Women’s Affairs
Girls’ Brigade
Women’s Centre of Jamaica
Foundation
Women’s Media Watch
Women’s Resource and Outreach
Centre
Young Women’s Christian
Association
Main Sectorial Interest
Advocacy for Women’s rights, Public Education and Training
Encourages the development of girls and women
To continue the academic education of young mothers
Provides training programs for diverse audiences on the prevention of
gender-based violence and the promotion of gender equality
Provides a place for women and youth in learning the route to selfempowerment.
Promotes the well-being and empowerment of women and girls in all
aspects of their lives
Table 1a
Page | 22
Name of CSO
Children’s Coalition of Jamaica
Children First
Jamaica Youth Advocacy
Network
Manifesto Jamaica
National Youth Service
Voluntary Organization For The
Upliftment Of Children
RISE Life Management Services
Sam Sharp Centre For
Adolescent Development
Shashamane Sunrise Inc.
Save The Children - Jamaica
Western Society For The
Upliftment Of Children
Young Men's Christian
Association
Freidrich Ebert Stiftung (Jamaica
and the Eastern Caribbean)
Youth For Christ
Youth Opportunities Unlimited
Children & Youths
Main Sectorial Interest
Advocacy and Public Education of Children’s Rights
Youth Advocacy Training, Remedial Education and Survival Skills Training
To develop youth leaders and teach advocacy techniques, advise and
guide policy while engaging in public education
Educate, Expose and Empower youths using arts and culture
Tackles youth issues and makes a meaningful impact on the number of
unattached youth
Promotes good health, education and the well-being of children
Education intervention, community health and addictive disorder
prevention and treatment in youths at risk
Skills training and counselling to adolescents who are illiterate and
unskilled so that they may be employed
Supports children’s education in the developing world
Provides early childhood education through the operation of basic schools
Develops a sustainable programme that will assist the marginalized youth
of the community to achieve their full potential
Promotes the welfare of young people
Working in partnerships, FES provides support for a range of training,
educational and advocacy activities
Focuses on the social and spiritual development
The organization has trained 1200 volunteer adult mentors and matched
them with at risk high and secondary school students
Table 1b
Elderly, Disabled and AIDS Victims
Name of CSO
Main Sectorial Interest
Disabled Peoples' International
Promote the Human rights of Disabled persons
Combined Disabilities Association
Advocacy for access to opportunities and basic services
HelpAge International (Jamaica)
The HelpAge International works through key partners and Senior
Citizens clubs to provide services including, but not limited to, training in
Advocacy and Social Care for Older Persons
Jamaica AIDS Support
Preserving the dignity and rights of persons living with HIV/AIDS
Association for the Control of
Sexually Transmitted Diseases
Aims to educate the Jamaican public on Sexually Transmitted Diseases
and their prevention
Table 1c
Page | 23
3.4 MAIN FEATURES OF CSOs
An in-depth knowledge of the operations of CSOs in Jamaica is necessary to understand the needs of this group in order
to facilitate the targeting of successful interventions. The requisite knowledge can be construed from the information
presented on the number and types of CSOs operating in the Country, as well as the main features which define CSO
activities.
3.5 Declining Volunteerism
Consistent with what has happen historically, CSO activity in Jamaica continues with a spirit of volunteerism. This remains
the driving force behind CSO activity in the current context. However, according to Miss Nicole Kellyman, Governance
Coordinator at the SDC, volunteerism is being threatened by the difficult economic times being faced by individuals. In
light of the economic struggles, individuals are unable to volunteer as much time and resources, being more focused on
generating income to meet their personal needs.
3.6 Funding of CSOs
CSOs in Jamaica receive funding from a variety of sources including international donors, individuals, foundations,
corporations, membership fees and governments. Some may refuse to accept government funding in an attempt to
remain independent; however, the majority of CBOs in Jamaica are funded by the GOJ through the SDC. In the aftermath
of the global financial crisis, there has been an appreciable decline in funding from corporations. Typically, NGOs depend
heavily on international donor support but that too, has seen mark declines.
3.7 Participation in CSO Organization
Following CIVICUS inspired survey of 150 individuals in 2006, it was found that 52% were members of a CSO
organization. However, the involvement was heavily weighted in Economic Interest CSOs - credit and savings group
(23.0%) and farmer/fisherman group or cooperative (11%). Other groups with material participation were faith-based
organizations (19.0%), neighbourhood/village committee (10.0%), parent teachers association (8.0%) and sports
association (8.0%). While not explicit, the data suggests relatively weak participation in Advocacy and Service CSOs
without taking into account the likely declines that would have occurred over the last eight years.
3.8 Access to Information
Freedom of the press is fairly high in Jamaica, which facilitates a relatively free flow of information to the general public,
independent of government influence. With the passage of the Access to Information Act in 2002, the press, CSOs, and
the general public have access to official documents which makes it easier to uncover truths and tackle critical human
rights and democratic issues.
Page | 24
3.9 CSO Registration
The office of the Registrar of Companies has made it increasingly easier to register CSOs. However, the costs to register
and become formal are relatively high, as it is suggested that they obtain legal and accounting advice in the registration
of the entity. It is estimated that the cost to register ranges from $20,000.00 to $100,000.00. While it is necessary to
facilitate donor support, CSOs, in particular CBOs often choose to use their limited resources differently.
RSC (Regional Stakeholders Consultation)
3.10 Favourable Tax Laws
CSOs are typically eligible to receive tax exemptions provided that their activities are not for profit. These benefits,
however, can only be accessed by those operating formally. Additionally, individuals and companies are allowed tax
benefits for donations given to CSOs but the claims must indicate that the beneficiary is a registered charitable
organization. As the GOJ strive for fiscal discipline, waivers granted to these organizations is being pressured.
3.11 Cooperation with the Government
CSO cooperation with the Government can be characterized as moderate to high. Some CSOs have been able to obtain
funding from the Government and often work together with the GOJ on projects. Additionally, several CSOs are
represented on the National Planning Council as well as various advisory bodies and working groups. The enabling
environment for such dialogue with the CSOs is the “Code of Consultation for the Public Sector,” approved by Cabinet in
November 2004. It establishes a mechanism for minimum public sector participation in any programme or activity the
government plans to undertake. However, CSO representation is often hindered by a lack of capacity as it relates to basic
data and training in negotiations and advocacy skills.
3.12 Representation of Women and Minority Groups
A survey of 50 regional stakeholders by CIVICUS revealed that women were well represented in leadership in CSOs.
However, the vulnerable groups such as poor people, ethnic and religious minorities were underrepresented.
Approximately 72.9%, 56.8% and 51.0% of the poor, ethnic minority and religious minorities, respectively, were
underrepresented.
Page | 25
SECTION 4
Main Achievements
Summary of the main achievements of civil society to date, noting key milestones and broader social
impacts, identifying the shortfalls in civil society performance in need of strengthening and further
development
Page | 26
4.0 ACHIEVEMENTS AND ACTIVITIES: SELECTED CSOs
There are typically four primary approaches that CSOs may use in the attempt to influence public policy, and as a
consequence, their constituents- collaboration, complementary activities, confrontation, and/or consciousness raising. The
choice of action taken will largely reflect the political context in which they operate, as well as the character of the entity.
In Jamaica, a mix of these approaches are employed.
In order to summarize the main achievements of CSOs to date, the successes of three such entities will be used as a
proxy. These CSOs are extremely visible and their impacts tangible. Combined, they transcend several decades and are
notable in the aforementioned areas.
Outlined are the most recent accomplishments in human rights and democracy by Jamaicans for Justice (JFJ), JCSC and
CAFFE.
4.1 JAMAICANS FOR JUSTICE
Jamaicans for Justice commenced operation in 1999, their main function being to lobby and advocate against the
activities that negatively impact human rights. Their efforts also include the provision of advice and legal representation,
while building public awareness and offering training for security forces. JFJ’s main source of funding comes from a
combination of local corporations and international donors 11.
Lobbying and Advocacy for Human Rights
Since its inception, JFJ has fought for human rights concerns of Jamaicans. Some of its successes include the following:

In one of its earlier cases, the JFJ was able to obtain an admission from the GOJ in July 2002, that the human
rights of 13 men from Grants Pen had been infringed upon when they were illegally detained. Accordingly, the
men were awarded costs and damages.

Successful Lobbying for the Commissions of Enquiry to investigate the Montego Bay Street People Scandal in
2000, as well as the disturbances in the St. Catherine District Prison.

Successful legal challenge of the constitutionality of the Government’s plans to establish the Caribbean Court of
Justice (CCJ). The challenge was mounted in collaboration with the Independent Jamaican Council for Human
Rights (IJCHR), the Jamaica Bar Association (JBA) and the Opposition, Jamaica Labour Party (JLP). The Privy
Council handed down a judgement upholding the group’s petition on Feb 5, 2005.
11
List of International donors to the JFJ: European Union ((Deepening/Education, Advocacy and Legal Support); The UK
Department for International Development (D.F.I.D.) (Legal assistance and advocacy); The British Embassy Foreign and
Commonwealth Office; The German Embassy (Human Rights Awareness Campaign); The Canadian International
Development Agency (Strengthening Information Access and Analysis for Improved Accountability) and Christian Aid
(Social and Economic Justice)
Page | 27

The GOJ recognition of a Citizen’s right to have an independent medical representative present at the post
mortem of their loved ones; this was adopted in interim regulations of the Ministry of National Security and
Justice entitled ‘Administrative Policy re Attendance At Post Mortem Examinations’.

Through lobby efforts, the Michael Gayle case was the first in which it was recommended that the Government of
Jamaica provide certain remedies to Miss Jenny Cameron, Michael Gayle’s mother, as it had indeed breached
among other things, her son’s right to life.

Precautionary Measures being issued by IACHR against the GOJ for the failure to protect citizens from abuse of
their rights by a particular police officer. Also Precautionary Measures was also issued with regards to the issue of
abuse of a Child in the care of the state.

Advancing the progress of cases through the courts at a faster pace than they normally would have been. One
example was that of Patrick Genius. After being delayed for six months, a Coroner’s Inquest was held supported
by attorneys from JFJ; the jury was able to rule that the policeman who shot Genius was criminally responsible
for his death.

Greater Transparency in DPP – Through lobby efforts by the JFJ, the DPP provided details of why a policeman in
the case of Janice Allen should not be recharged.

New Jury Selection Process – The recommendation and the implementation of a new process of jury selection,
which is more equitable and efficient. The recommendation was adopted by the Justice Reform Task Force in its
recommendations.
4.2 Legislative Impact
Consistent with its lobby and advocacy efforts, the JFJ in collaboration with other human rights lobby groups and
stakeholders have impacted the passing of Amendments to the following legislations.
•
The Corruption Prevention Act, 2000
•
The Access to Information Act, 2002
•
The Amendments to the Defence Force Act
•
Child Care and Protection Act, 2004
•
Terrorism Prevention Act, 2005
•
Whistle blower Legislation, 2008
•
Coroners (Amendment) Act, 2008
•
Independent Commission of Investigation (ICI) Bill, 2008 or referendum
Page | 28
4.3 Legal Representations
Lawyers associated with the JFJ provide legal representation to individuals who have lodged complaints of human rights
abuses and needs assistance in furthering the case of justice. The JFJ has successfully represented clients in several of
these cases. In the year 2012-2013, the JFJ was able to secure murder charges in the shooting deaths of citizens in the
Coroner’s Court. However, with the Supreme Court ruling that there was insufficient evidence to convict in 5 of the cases;
the JFJ was unable to obtain convictions.
Chart 1
4.4 Education & Public Awareness
The JFJ has done extensive work in educating the populace and building public awareness on the issues of the day.
Over the first 10 years of its operation, the Organization made Human rights presentations to over 7,500 students in
schools and undertook conducted legal advice workshops with over 500 inner city residents.
5,000
Human Rights Education in Schools No. of Students Impacted
4,000
3,000
2,000
3,384
4,000
3,000
1,000
0
2010 - 2011
2011 - 2012
2012 - 2013
Chart 2
In the past 3 years, the JFJ has impacted over 10,000 students, which is more than the 7,500 impacted in its first 10
years; highlighting the increased intensity of its efforts.
Page | 29
Chart 3
Approximately 82 workshops have been conducted with over 1,500 in attendance.
The education and public awareness activities also included several other initiatives:

Weekly Radio Programme: JFJ has a weekly radio programme on Roots FM called “The Community Lawyer”
which addresses issues of concerns to members of the inner city community. 40 programmes were aired
between 2011-2012 and 2012-2013.

Television Programme: “Justice for All” was launched on December 10, 2011 and aired in 2012. The 10 minute
programme was aired on CVM TV without charge. This has since been discontinued.

Radio Advertisements: Four radio ads were aired on multiple stations and ran between October 2011 and May
2012.

Human rights Awareness Campaign: With the launch of a Human Rights Awareness Campaign in 2012-2013,
large advertisements were placed on four JUTC Buses with 4,000 printed informational pamphlet and 500
posters produced and distributed.

Public Forum: One Public Forum with 165 in attendance themed “Advocating for Children in the Justice
System” in 2010 -2011. In the following two years, 2 and 3 public forums were held in 2012-2013 and 20112012, respectively.

Press Release: Approximately 30 press releases were dispatched to the media in 2011-2012. In 2012-2013,
press releases were sent out as deemed necessary.

Press Conferences: In the last three years, 10 press conferences have been held with regards to various
issues.
4.5 Training for Police Force
In collaboration with the Independent Jamaican Council of Human Rights, JFJ conducts Human Rights Training for
Police Officers.
In 2010-2011 there was training for 1,000 recruits and 100 “in-service” police officers. Training
Page | 30
continued in 2011-2012 even though the figures were not revealed; while for 2012-2013 more than 750 new recruits
received training.
4.6 Receiving, Documenting & Monitoring Complaints
The JFJ receives documents and monitors calls from citizens. For 2010-2011 there were 312 complaints received by,
and matters reported to the JFJ. Approximately 60.0% were related to police abuses; the breakdown was as follows:
Police shootings and killings- 57; Unlawful detention- 98; Associated shootings and killings- 12.
In 2011-2012, the complaints increased to 380; however those related to police killings and detentions had declined.
The reports to the JFJ saw a significant decrease.
See Appendix 1 for list of awards.
Page | 31
4.7 JAMAICAN CIVIL SOCIETY COALITION: Achievements and Activities
The JCSC successfully lobbied for the inclusion of a wider range of civil society groups in Jamaica’s social partnership
mechanism- Partnership for Transformation (PFT). The strategies employed were for existing members to lobby for
inclusion of those groups. In February 2011, the PFT added representatives of human rights, environment, faith, and
youth groups.
4.8 Lobbying and Advocacy for Democracy
The main accomplishments in the areas of Democracy include:

Strong and concerted advocacy efforts that influenced the decision for a Commission of Enquiry into the Coke
extradition, publicly televised. Notwithstanding, advocacy for consultations, Terms of Reference, and Selection
of Commissioners were unsuccessful.

Advocacy for Ethics in Governance & Political Leadership. They met with the Peoples National Party (PNP) on
December 22, 2011, and a commitment to advance the establishment of the anti-corruption agency was
made.

Lobbying for transparency in public procurement and contracting processes. A prepared brief was submitted to
the relevant Minister, Omar Davis, and a meeting was held with the Minister and his team on May 18, 2012. A
public report on the meeting and JCSC position was published as advertisements in both newspapers.
4.9 Public Awareness
The JCSC staged four public forums in collaboration with other bodies covering the following topics:
1. Dual Citizenship
2. State of Democracy in Jamaica Workshop
3. Prospects of Truth-Telling Mechanisms in Jamaica
4. The West Kingston Incursion
4.10 Consultations with Key Interest Groups
The JCSC has held consultations with the following stakeholders:

Planning Institute of Jamaica- As it relates to the Community Renewal Programme and National Growth
Strategy

The International Monetary Fund- With regards to the Extended Fund Facility

Electoral Commissions of Jamaica- Concerning recommended electoral reforms
Page | 32
4.11 CITIZEN FOR FREE AND FAIR ELECTIONS
4.12 Achievements and Activities of CAFFE
CAFFE was formed in 1997 to improve the electoral process.
As part of its efforts to effect campaign financing reforms, CAFFE collaborated with the International Foundation for
Electoral Systems (IFES) and has launched a Campaign Finance Monitoring (CFM) initiative.
Through improved
monitoring capabilities, increased public awareness and legislative reform, the intended objective was to create
greater transparency and accountability around the financing of political parties.
Other Achievements

As part of the Social Conflict and Legal Reform Project (SCLRP) in 2001, Flankers Peace and Justice Centre
and the Flankers Community Development Committee were established. The Committee is a coalition of more
than 18 community-based organizations which offers conflict mediation to residents. Over 160 mediators were
trained.

The Peace and Love in Schools (PALS) programme was started in 1994 to assist children and teachers to
develop skills in conflict resolution.

In 1992, the Jamaica Women’s Political Caucus was launched to offer training to current and aspiring female
politicians in an effort to reduce underrepresentation among women in politics.

The Women’s Centre was established in 1978, by the Bureau of Women’s Affairs. It was geared towards
allowing pregnant teenage mothers to participate in the education system, while obtaining prenatal and
postnatal care.
Page | 33
SECTION 5
CASE STUDIES
Case Studies were completed on two specific youth organizations- Manifesto Jamaica and Jamaica Youth Advocacy
Network (JYAN), and to a lesser extent, Independent Jamaican Council on Human Rights (IJCHR). The purpose of the
studies was to give insight into the operations of the organizations to facilitate a deeper understanding of CSO
operations and activities.
Page | 34
5.0 Methodology
Qualitative and Quantitative methods were used to assess the organizations. Information was gathered qualitatively
using:
a) Desk search- which primarily involved the Internet to gather background information about the work and
activities of the organizations
b) Depth Interviews- conducted with the Executive Director for JYAN and the Executive Director as well as a
member of the Executive team for Manifesto Jamaica. It facilitated the pulling of information about the CSOs’
operations. The interviews ranged from 60 to 90 minutes in length.
The Quantitative Methods involved the use of a CSO Capacity Building Survey12 tool. The tool allows CSOs to assess
the health of their organization in seven (7) key areas: Governance Foundations; Management; Programme
Management; Human Resources; Financial Management; Infrastructure and Logistics; and, External/Public Relations.
5.1 Description of Categories
The areas covered by the seven elements are described below.
Governance Foundations – The Governance Foundations determines the extent to which the organization possess and
utilizes the basic structure that is fundamental to carrying out its mandate.
Management – This category assess management from an operation perspective, considering organizational structure,
policies and procedures as well as management capability to grow the organization.
Programme Management – CSOs capacity to successfully implement projects is adjudged with specific focus on
strategic planning, monitoring, evaluation and documentation.
Human Resource – Determines the available resources and quality of management as it relates to its human
resources. The areas assessed include the existence of dedicated staff and/or volunteers and whether the
organizations approach is guided by proper employment and recruitment policy.
Financial Management – The financial capabilities of the organization is evaluated taking into consideration, sources of
funding, budgeting and adherence to appropriate accounting standards.
Infrastructure and Logistics – Capacity in this area is gaged with specific focus on having an adequate working space
and facilities.
External Relations – The category appraises the strength of the CSOs cooperation and collaboration with key
stakeholders; Government, Networks, Donors, Media and Communities and the extent to which the organization
engages in policy advocacy.
12
Adopted from Knowing Ourselves Doing Better, A Tool for Organizational Self-Assessment, Building Competence
and Credibility of Civil Society Organisations in Tanzania
Page | 35
5.2 Interpretations of Scores
Each category is assessed by a number of questions designed to determine the capacity of the organization as it
relates to specific criteria. The Survey consists of a total of 42 questions with a possible maximum 5 points per
question. The allotment of question by category is summarized in the table below.
Categories
No. of
Questions
Maximum
Scores
Governance Foundation
8
40
Management
4
20
Programme Management
4
20
Human Resources
8
40
Financial Management
6
30
Infrastructure and Logistics
2
10
External Relations
10
50
Total
42
210
Table 2
See Appendix 2/3 for the breakdown of each category
There are six selections for each question; the possible scores range from 1 to 5; N/A represents Not Applicable.
The scores received are assessed in accordance with the interpretation guide provided below.
Interpretation of Assessment Scores
Raw Scores
N/A
1
2
Interpretation
N/A (Not Applicable)- what is being assessed is not relevant to the CSO
The CSO is functioning at a very basic level. What has been assessed requires
urgent attention to ensure the long term survival of the organization
The CSO is improving and developing some capacity. It needs, however, more
attention in specific areas to reach a higher standard and to maintain high
performance
3
The CSO is functioning adequately but it still needs improvement on certain
aspects
4
The CSO is functioning well but there is no guarantee that good performance
could be sustained for the long run. Improvements need to be made to
sustain performance
The CSO is fully functioning and is at a high level of maturity. This can be
sustained over a long period of time. Effort must be made to maintain
performance at this level
5
Table 3
Source: Knowing Ourselves Doing Better, A Tool for Organizational Self-Assessment, Building Competence and Credibility of
Civil Society Organisations in Tanzania
Page | 36
5.3 CASE STUDY #1: MANIFESTO JAMAICA
5.4 OVERVIEW
Fact Sheet
Year Registered: 2009
Number Exec. Members: 15
Number Women Exec.: 8
Manifesto Jamaica is a non-profit organization that began operating in 2009
and is sister company of Manifesto Canada. Its key funding partners are
USAID, Jamaica Social Investment Fund (JSIF), European Union and CIDA.
The Organization is focused on transforming lives, particularly among the
Number Exec. Members < 30 yrs.: 15
youths at the individual, community and national levels. Their mission is to
Mission – To inspire positive change by
Educating, Exposing & Empowering
youths through Arts & Culture
educate, expose and empower youths through Art and Culture.
Facebook Likes: Over 4,000
The
activities
surrounding
its
mission
span
seven
themes:
Performing, Visual, Culinary, Literary, Spiritual and Martial Arts as well as
Advocacy for the Arts. The work of the organization throughout any given year, climaxes with an annual festival
called the Manifesto JA Festival of ART’ical Empowerment.
The Organization has a youth centric focus; therefore its work targets disadvantaged youths and young adults
between the ages of 13 and 30. To ensure that it remains relevant and relatable, its executive board consists of
persons who are under the age 30.
5.5 ACHIEVEMENTS
5.5a Talent Database
Manifesto Jamaica maintains a talent database on its website. The database provides extensive information about the
persons listed, as well as their contact information. Though a work in progress it acts as a useful resource repository
to identify and deploy talent.
5.15b Transformation of Lives
The impact that the organization has had cannot be easily measured. However, they have identified approximately 15
youths whose lives have been totally transformed as a result of the work they do.
5.2 Capacity Building Survey Analysis
After completing the Capacity Building Survey for Manifesto Jamaica, the statistic show that the Organization
attributed to itself a total of 131 points; that is, an average score of 3.1 points. The Organization is therefore
functioning adequately but is in need of improvement. The breakdown of the organization’s scorecard is reflected in
Table 4 below.
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5.3 MANIFESTO JAMAICA: SCORE CARD
CATEGORY
HEADING
GOVERNANCE
MANAGEMENT
PROGRAMME
MANAGEMENT
HUMAN
RESOURCES
FINANCIAL
MANAGEMENT
INFRASTRUCTURE
AND LOGISTICS
EXTERNAL
RELATIONS
MAXIMUM
POTENTIAL
SCORE
10
5
10
5
5
5
40
CATEGORY
BREAKDOWN
ACTUAL
SCORE
Foundation of the CSO
Constituency / Membership
Governing Bodies
Legal Status
Crosscutting Issues (Environment, Gender etc)
Sustainability
6
4
7
4
5
2
28
5
5
10
20
Organizational Structure
Policies and Procedures
Management Capability
4
4
9
17
10
5
5
20
Strategic Planning
Monitoring and Evaluation
Documentation
9
3
2
14
10
10
5
15
40
Dedicated Staff
Volunteers
Human Resource Development Plan
Human Resource Management
4
9
4
7
24
15
5
10
30
Sources of Funds
Budgeting
Accounting
6
3
6
15
10
3
10
10
5
5
10
10
50
Communities
Government
Donors
Media
Networks/Coalitions
Engagement in Policy Advocacy
8
6
3
4
4
7
32
210
Actual Total
Maximum Potential Score
131
-
Table 4
Page | 38
5.3.1 Mean Score by category
An analysis of the Organization’s mean score by category facilitates a general overview of the strengths, institutional
and operational gaps.
Chart 4
Management was the major strength of the Organization and to a lesser extent, Governance and Programme
Management. The Institutional and Operational Gaps were primarily in the areas of Infrastructure and Logistics (1.5),
Financial Management (2.5) and Human Resources (3.0). The relatively low score for Infrastructure and Logistics is
due to the lack of a convenient work facility; typically the organization utilize the space of Rise Management Services
and Bob Marley Museum. The organization also lack the resources to offer minimum compensation to executive
members who work almost full time, accounting for the low Finanacial Management scores. In the area of Human
Resources its employement and recruitment policy needs to be refined.
5.4 ASSESSMENT OF STRENGTHS | OPERATIONAL & INSTITUTIONAL GAPS
Strengths
Operational and Institutional Gaps
- Passionate and Strong Leadership
- Excellent Proposal Writing Skills
- Collaboration With Youth Leaders
Utilization of Youth Friendly Medium of
Communication
- Active Use of Social Media Platforms
- Partnership With Government Agencies
- Credibility With International Donors
- Educated Executive Team
- Youthful Leadership
- Good Media Relationships
-
Lacking of Funding
Monitoring and Evaluation Gaps
Infrastructure and Logistics Inadequacies
Understaffed
Page | 39
5.5 Strengths
5.5a Passionate and Strong Leadership – In its short history, Manifesto Jamaica has carried out significant work,
although only having a small team of volunteers. The most likely explanation is passionate and strong leadership. The
organization recorded an average of 4.25 points in the category of Management. Within this Category, the
Organization rates itself highly as it relates to its organizational structure, policies/procedures and management
capability.
5.5b Strong Proposal Writing Skills – Given that the entity depends heavily on external funding to finance projects and
activities; its ability to secure funding depends significantly on its ability to write and present proposals. It is estimated
that 60.0% to 70.0% of the proposals presented for funding have been successful. An estimated three persons within
the Organization possess the skills and experience to ably write and present proposals.
5.5c Collaboration with Community Youth Leaders – Based on its limitations in terms of funding and personnel, the
Organization carries out its work through collaborations with youth leaders in respective communities. Youth leaders
are typically identified through partnership with the Social Development Commission (SDC). From the initial contact,
the collaboration is sometimes strengthened through visits to the meetings held by Community Based Organizations.
Through this approach, Manifesto has been able to reach a lot more youths than it would have, had if it had operated
in isolation.
5.5d The Utilization of Youth Friendly Mediums of Communication – Youths generally love excitement and
entertainment; therefore, the use of the arts and culture are effective mediums to carry out its mission. It allows the
Organization to attract a greater level of participation among youths than would other organizations; hence positioning
the organization to impact lives.
5.5e The Active Use of Social Media Platforms – Not only do they have a website, it also has presence on Facebook,
Twitter and Youtube. There are over 4,000 Facebook likes; which is significant when compared to other CSOs. The
Organization is therefore well positioned to seize the opportunities that social media platforms present, in sending its
message.
5.5f Partnership with Government Agencies – Manifesto Jamaica has partnered with the Jamaica Social Investment
Fund (JSIF) and SDC to obtain information, resources and funding for planned interventions. The partnership with the
government agencies has multiplied the impact that the organization has had and allowed it to reach youths and
access funding it would not have otherwise received. As it relates to being recognized and accepted by relevant
government departments and agencies, the Organization attributes itself a 3.
5.5g Credibility With International Donors - The Organization has maintained credibility with donor agencies such
USAID, CIDA, and the European Union, among others, through delivering expected results during projects undertaken
and the preparation and presentation of accounting information. Consequently, Manifesto Jamaica has been able to
Page | 40
attract funding and work in partnership with these organizations on several projects with opportunities to continue to
do so in the future. Manifesto rates itself a 3 as it relates to enjoying a good working relationship with donors.
5.5h Educated Executive Team – The majority of the executive members have a minimum graduate degree obtained
at one of the nation’s Universities or Colleges. Strategically, this positions the Organization to operate more efficiently
and effectively than most other CSOs. Complementing their knowledge base are experiences in various disciplines
including marketing, finance, accounts, planning and project management.
5.5i Youthful Leadership – Youths typically struggle with trust issues and are characteristically more trusting of
individuals within their age range because it is believed that they could relate to and understand better, issues that
they face. The youthful core leadership of Manifesto Jamaica makes it easier for the organization to affect positive
change.
5.5j Good Media Relationship – As it relates to having a close working relationship with various media to highlight it’s
work, Manifest ascribes to itself a 4. This has been an important element in the Organization’s ability to reach its
target audience.
5.6 Institutional and Operational Gaps
5.6a Lack of Funding – Regarding the reliability of funding and having adequate resources to facilitate advocacy and
network activities, the Organization grades itself a 1 and both counts. Concerning possessing the adequate resources
to implement programs and activities, they graded themselves a 2. Generally, funding is received on a project by
project basis; therefore the work of the Organization is truncated by projects, meaning, if funding flows through a
proposed project then work continues, if not, then work ceases. It is noteworthy that the Organization receives no
external funding for administrative activities; most of which have to be funded out of pocket.
5.6b Monitoring and Evaluation Gaps – When asked about monitoring and evaluation of projects and programmes, the
Organization rated itself a 3. Monitoring and evaluation efforts are hindered by lack of funding as monies received to
implement projects typically do not cover the cost to complete a proper post evaluation of the project. Consequently,
Manifesto is challenged in properly documenting and reporting its achievements. When asked whether progress
reports (quarterly/annual) are prepared and shared with all key stakeholders through various communication
channels, the Organization graded itself a 2.
5.6c Infrastructure and Logistics Inadequacies – The Organization graded itself a 2 as it relates to having convenient
and adequate working facilities, and 1 with regards to adequate working facilities (telephone, fax, and internet), as
they are dependent on the facilities of Rise Management Services to undertake administrative work and the Bob
Marley Museum to hold meetings.
5.6d Understaffed – Manifesto is driven by a core group of young persons who volunteer time to carry out the
activities of the Organization. Despite not being paid, two members dedicate significant amounts of time weekly to
Page | 41
ensure that its functions are carried out. These, however, may conflict with the need to generate income to meet
personal needs. Furthermore, for the Organization to operate effectively, it needs 3 to 4 full time individuals.
Accordingly, they rated themselves a 1 when asked whether the CSO is adequately staffed; which suggests that in this
area, they are functioning at a basic level.
5.7 RECOMMENDATIONS |OPPORTUNITIES
Recommendations/Opportunities
Threats
- Greater Collaborations With Other CSO
Interest
- Build Awareness
- Medium & Long-term Strategic Planning
- Transformation of the Organization Structure
- Expand Social Media Audience
- Diligent Succession Planning
- Unfavorable Tax Laws
5.7a Greater Collaborations With COSs – It is believed that CSOs do not meet together enough to unearth the
knowledge that exists and facilitate faster solutions to the various problems. Collaboration in this way would give way
to synergies and prevent duplication of efforts which could save on time and money.
5.7b Build Awareness – There is still a large cross-section of youths, as well as the wider population who are unaware
of the work of Manifesto Jamaica. Building awareness would assist the Organization to reach more persons and attract
more funding from public/private sector interests and international donor agencies. Efforts in this area could be
focused on publicizing the victories.
5.7c Medium and Long Term Strategic Planning – Limitations as they relate to funding could be partly remedied by
medium to long-term planning. This would allow the Organization to identify a slate of planned interventions over a
one to three year time frame, identify funding well ahead of time, and consequently maintain greater consistency in its
efforts.
5.7d Transform the Organizational Structure - To increase its impact, the Organization could strategically increase its
membership by changing the organizational structure to include regional, parish and community leaders, all working to
together. The regional leaders would work with the parish leaders and the parish leaders would guide community
leaders. With the new structure, the organization could have far reaching impact all across the Island. Being able to
carry this out would require at least an administrative assistant who would coordinate and streamline the relevant
activities.
5.7e Expansion of Social Media Audience – The Organization could expand its audience through social media channels,
aiding the process of having direct and instant contact to youths that it is trying to reach. As a result, the scope and
Page | 42
magnitude of its impact could be significantly broadened. It would also allow the Organization to have continuous
impact rather than having its interaction limited to events.
5.7f Succession Planning – Given the organizational structure and the importance of maintaining youthful leadership, it
is necessary to employ a succession planning strategy that allows for recruitment and development of new leaders
who will carry on the work into the future.
Page | 43
5.8 CASE STUDY #2: JAMAICA YOUTH ADVOCACY NETWORK
5.9 OVERVIEW
Fact Sheet
Jamaica Youth Advocacy Network has it beginnings in August 2006 following
Year Registered – 2006
an Advocacy training workshop involving 40 young persons. The workshop
Number Exec. Members – 10
participants were a part of church, youth clubs, youth organizations and
Number Women Execs – 4
Mission – To develop youth leaders
advocate and teach advocacy
techniques and advise and guide
policy while engaging in public
education
Facebook Likes – 28
community groups. The individuals so inspired, decided to utilize the
knowledge gained and commence the Jamaica Youth Advocacy Network.
The core function of the Organization is to promote positive behaviour by
developing, empowering and sustaining a cadre of youth leaders that advocate
and teach advocacy techniques, advise and guide policies, while engaging in
public education and capacity building in five key areas- sexual and
reproductive health; violence prevention; care and protection (including
persons
with
disabilities);
employment
and
entrepreneurship
education,
and
training.
The intended outcomes of the organization are to:
1. Facilitate the development of effective youth advocacy networks in Jamaica
2. Empower and equip Jamaica’s youth with the skills necessary to participate in the decision making
processes that impact them
3. Increase the participation of youth in the decision making processes of the society
4. Establish the means by which information is effectively disseminated among members of the network and
partners
In carrying out its activities, events are planned and executed at the community and national levels, which include
educational and training workshops. Additionally, lobby efforts are directed at policy makers at the national and
international levels to encourage involvement of youths in the development process, as well as giving insight from a
youth perspective.
5.10 Achievements
Based on information provided on the organization’s website more than 150 young persons have been trained in
advocacy and are registered members of the network.
5.11 Capacity Building Survey and Analysis
After amassing a total score of 158 points with a mean score of 3.8 points, the analysis of the Capacity Building
Survey suggests that the organization is functioning well but there are areas that need improvement. The scorecard
below shows a breakdown of the ratings by category.
Page | 44
5.12 JYAN40 JAMAICA: SCORE CARD
CATEGORY
HEADING
GOVERNANCE
MAXIMUM
POTENTIAL SCORE
10
5
10
5
5
5
40
MANAGEMENT
5
5
10
20
Organizational Structure
Policies and Procedures
Management Capability
4
4
9
17
10
5
5
20
Strategic Planning
Monitoring and Evaluation
Documentation
8
4
3
15
10
10
5
15
40
Dedicated Staff
Volunteers
Human Resource Development Plan
Human Resource Management
5
8
3
12
28
15
5
10
40
Sources of Funds
Budgeting
Accounting
7
4
6
17
PROGRAMME
MANAGEMENT
HUMAN
RESOURCES
FINANCIAL
MANAGEMENT
INFRASTRUCTURE
AND LOGISTICS
EXTERNAL
RELATIONS
CATEGORY
BREAKDOWN
Foundation of the CSO
Constituency / Membership
Governing Bodies
Legal Status
Crosscutting Issues (Environment, Gender etc)
Sustainability
10
ACTUAL
SCORE
8
4
10
3
5
3
33
8
10
10
5
5
10
10
50
Communities
Government
Donors
Media
Networks/Coalitions
Engagement in Policy Advocacy
9
9
4
4
6
8
40
210
Actual Total
Maximum Potential Score
158
-
Table 5
Page | 45
5.12.1 Mean Score by category
An analysis of the Organization’s mean by category allows a general overview of the strengths, institutional and
operational gaps.
Chart 5
The key areas of strength for JYAN were Management, Governance, External Relations and Infrastructure/Logistics,
while Finanacial Manageent is the main area of weakness with a mean score of 2.83.
5.13 ASSESSMENT OF STRENGTHS | OPERATIONAL & INSTITUTIONAL GAPS
Strengths
Operational and Institutional Gaps
-
-
-
Well Educated Leadership
Youthful Leadership
Strong Governance Structure
Collaborations with Other Youth
Organizations
Good Working Relationships With GOJ
Good Media Connections
Sound Legal Framework, Policies and
Procedures
Strong Relationship with Donors &
International Partners
Good Proposal Writing Skills
Core of Affiliate Members
Registered as a Company
Inadequate Funding
Understaffed
Relatively Low Social Media Presence
Page | 46
5.14 Strengths
5.14a Well Educated Leadership – The Executive Team is highly educated with 4 members having already completed
at least a first degree and three enrolled in an institution of higher learning. Consequently, the Team possess the basic
knowledge to operate efficiently and effectively representing the interest of youths both locally and internationally.
5.14b Youthful Leadership – The majority of the Executive Team are below the age of 25. Not only does this make
them more relatable to their target group, but at this age they are able to give more time and energy to carry out the
mandate of the Organization, given that in most cases, they would not have yet started their own families.
5.14c Strong Governance Structure – As the Executive Team age, they form part of the Board of Directors. This lends
itself to continuity and facilitates the transfer of knowledge and experience. The Executive Team reports to the Board
of Directors monthly and meets quarterly with sub-groups in between. The governance structure creates an
atmosphere of accountability that will push the Organization to consistently meet its objectives. The mean score
attributed to this category was 4.13 points, based on the view that its vision and mission are well articulated and
understood and its Board operate according to established procedures.
5.14d Collaboration With Other Youth Organizations – JYAN partners with other organizations such as E for Life and
the Women’s Centre to identify potential youth leaders for training. The alliances make it easier for the Organization to
filter youth leaders into its network and seize opportunities that would not otherwise have been seen. The
Organization rates itself a 4 as it relates to networking with other organizations to fulfil its goals and missions.
5.14e Good Working Relationships with GOJ – JYAN partners with the Government to execute projects and establish
policy positions. Although its stance is sometimes unwelcomed by GOJ agencies and departments as it is believed to
be controversial, it rates itself a 4 as it relates to being recognized and accepted by various government departments
and agencies. However, with respect to cooperating with government departments to influence change, it rates itself a
5.
5.14f Good Media Connections – The Organization has established linkages in the media that allow it to publicize its
events, plans and programmes as the need arise. The connections in the media are critical to building public
awareness. JYAN rates itself a 4 as it relates to establishing a good working relationship with various media to
highlight its work.
5.14g Sound Legal Framework | Policies and Procedures – Although its constitution has not been updated recently, the
Organization has a sound legal framework guided by its constitution and complemented by policies and procedures.
From their perspective, they have a clearly documented administrative policy and guidelines to direct the
implementation of activities and the organisational behaviour; hence it rates itself a 4.
5.14h Strong Relationship with Donors and International Partners – The operation of the Organization is supported by
donors and international partners. The organization- Advocacy for Youths, based in the United States, has aided JYAN
Page | 47
by either providing funding or directing them to other sources of funding. The United Nations typically provide
assistance by lending ideas and guiding the writing of proposals. The Organization rates itself a 4 in terms of having
established a good working relationship with funding agencies locally and internationally.
5.14i Good Proposal Writing Skills – The experience garnered over the years as well as the educational attainment of
its members have allowed JYAN the requisite level of competence in writing and presenting proposals for funding. As
a result, the Organization has been able to secure a consistent flow of funds, although deemed inadequate.
5.14j Core of Affiliate Members – Recognizing that the Executive Team cannot be in all places at the same time, JYAN
has a team of affiliates that is spread across several parishes. It allows the work of the Organization to be a lot
broader than it would have otherwise been. Youth Advocates can make submissions at the community and parish
levels based on issues that are germane to their geographic space.
5.15 Institutional and Operational Gaps
5.15a Registered as a Company – The Organization assigns itself a score of 3 as it relates to being constituted and
registered in accordance with the legal requirements. The reason is that JYAN is registered as a company rather than
a non-profit organization. As a result, the Organization is not able to benefit from taxation laws and privileges that
follow such entities. Efforts are been made to have this corrected.
5.15b Inadequate Funding – The work of the Organization is limited by inadequate access to funding. As a result, they
are slow in implementing plans and ideas that would impact their target group. However, it must be noted that the
Organization is more privileged than the majority of CSOs, as it is able to fund the employment of a salaried Advocacy
and Interventions officer.
The Organization rates itself a 3 as it relates to having adequate resources for the implementation of programs and
activities. Notwithstanding, it attributes a 2 as it pertain to reliability of funding and having adequate funding to
undertake advocacy and networking activities.
5.15c Understaffed – The work of the Organization is primarily carried out through volunteers. In order to allow the
Organization to operate optimally, it would require 4 to 5 employed persons compared to the one that it currently has.
The mean score attributed to the Human Resource category was 3.5. In relation to whether the Organization was
adequately staffed, a score of 2 was assigned.
5.15d Relatively Low Social Media Presence – Although having social media presence on Facebook and Twitter, JYAN’s
following is relatively low. The primary reason for this might be that the Organization does not have much presence at
the grass roots community level. Changing this dynamic would not only build awareness about the work of the
Organization, but garner the support of the youths.
Page | 48
5.16 RECOMMENDATIONS |OPPORTUNITIES
Recommendations/Opportunities
Threats/Obstacles
- Coalition With Youth CSOs
- Close Relationship With Existing Umbrella
Organizations
- Building Grass Roots Support
- Delayed Implementation of Youth Policy
5.16a Coalition of Youth CSOs – A Coalition of Youth CSOs is something that is being pursued by JYAN; the benefits
would be enormous. It would allow these organizations to plan, strategize and work together in achieving the ultimate
objective of transforming the lives of youths.
5.16b Close Relationships with Existing Umbrella Organizations – While a youth CSO network would be beneficial,
JYAN would benefit from establishing a close relationship with organizations like the Jamaica Coalition of Civil Society
Organizations. The relationship would aid the organization in having representation on a wider set of committees and
advisory councils.
5.16c Building Grass Roots Support – To ensure that it is in touch with the needs of the group that it represents and
can easily rally mass support for issues that relate to them, it is important that JYAN devise a strategy to build capacity
at the grass roots level. This could be done in tandem with other organizations.
5.17 Threats | Obstacles
Delayed Implementation of Youth Policy – The implementation of a Youth Policy has been much delayed despite its
grave importance. It would facilitate a uniform perspective as it relates to how youths are treated and integrated in
society. Without such a policy framework, much more is required from JYAN and other organizations to ensure that
the rights of youths are advanced.
Page | 49
5.18 CASE STUDY #3: Independent Jamaican Council on Human Rights
5.19 OVERVIEW
The following information was garnered from the CSO’s website, as requests for interviews did not materialize.
Fact Sheet
Year Registered: 1968
Number Exec. Members: 11
Number Women Exec.: 3
Mission – To promote the observance of
Human Rights generally in Jamaica
Facebook Likes: N/A
The Independent Jamaican Council on Human Right is Jamaica’s oldest nongovernment human rights organization. It was formed in 1968 as the Jamaican
Council for Human Rights, however, in 1998 it was retitled under its present
name.
5.20 Primary Objectives
-
To disseminate information about and promote the observances of
Human Rights generally in Jamaica
-
To uphold and encourage support for the Universal Declaration of
Human Rights and the accession and adherence of Jamaica to international and regional human rights
conventions
-
To constantly campaign against any denial of Human Rights and civil liberties in Jamaica and to undertake or
sponsor all actions necessary and possible to secure redress and public disapproval for all infringements of
these rights
5.21 ASSESSMENT OF STRENGTHS, OPERATIONAL & INSTITUTIONAL GAPS
Strengths
Operational and Institutional Gaps
- Influential Executive Committee Members
- Dedicated Staff
- Experienced Lawyers
- Relatively Low Public Awareness
5.22 Strengths
5.22a Influential Committee Members – The Executive Committee of the Organization consists of 11 members, some
of whom are well known and established persons within the Country. Some notable names include- Dr. the
Honourable Lloyd Barnett and Lord Anthony Gifford, QC. The strength of the committee has positioned the
Organization to raise funding and advocate and influence policy much easier than other CSOs would have been able to
do.
Page | 50
5.22b Dedicated Staff – The operation of the Organization typically runs five days a week at an established location
and is supported by an administrative assistant who works on a full time basis.
5.22c Educated and Experienced Lawyers – The Executives are not just influential but has members who are
distinguished in the field of law. The Organization is gifted with the expertise to quickly dissect human rights
infringement and ably seek to defend particular citizens and the country at large, against such violations.
5.23 Institutional and Operational Gaps
5.23a Relatively Low Public Awareness – Compared to an organization like Jamaicans for Justice, the work of IJCHR is
little known, suggesting that the level of activity is comparatively much less. Accordingly, in seeking assistance in
addressing human rights infringements, the organization that first comes to mind would be Jamaicans for Justice.
Page | 51
SECTION 6
- Strengths - Gaps -
Page | 52
6.0 STRENGTHS
6.1a Commitment and Passion
Most of what CSOs have been able to accomplish have been primarily due to a high level of commitment and passion.
Without the requisite funding, some organizations are driven by persons who dedicate significant portions of their time
to carry out the mandate of the organization they serve, knowing that there is no compensation attached. An example
of this are two persons associated with Manifesto Jamaica that voluntarily give a large portion of their time weekly to
advance the work of that organization. In other organizations such as the Peace Management Initiative (PMI),
individuals are willing to work full time for a fraction of what their qualifications could have attracted.
6.1b Broad Knowledgeable Base
Based on their research and interaction with individuals at the community, parish, national and international levels,
when combined, CSOs hold a vast reservoir of knowledge. CBOs typically have a deep understanding of the existing
issues and needs at the ground level that the government, NGOs and other stakeholders would not have. Therefore,
CBOs are better able to relate to the unique circumstances that their community might face. NGO with a broader
knowledge base has a better understanding of the big picture; therefore their input is vital for policy development and
strategic planning. However, it is not until the knowledge at all levels are combined that the right solutions can be
found to address many of the social ills facing the country.
6.1c Recognition and Respect of GOJ
Through advocacy efforts via the media and other mediums, more established CSOs have been able to gain the
respect and recognition of the GOJ. As a result, these CSOs have been included on key strategic planning committees
such as the National Advisory Council, and have been positioned to influence the action of the GOJ. One example is
the lobby efforts that resulted in the decision by the then Prime Minister of Jamaica, the Right Honourable Bruce
Golding, to hold a Commission of Inquiry in the Dudus Coke extradition request.
6.1d Media Relationships
Through press releases, press conferences and being guests on radio and television shows, CSOs and their
representatives have been able to consistently air their voices in the public domain. Through these mediums they
have been able to build awareness on critical issues and lobby the GOJ. The publicity that CSOs have been allowed in
the media have been driven by strong relationships. Manifesto Jamaica and Jamaica Youth Advocacy Network stated
that they have established good working relationships with the media. A perfect example of the strength and
importance of such relationships was the ability of Jamaicans for Justice to air 10 episodes of the 10 minute
programme “Justice for All”, which was aired on CVM TV without Charge.
Page | 53
6.1e Good Donor Relationships
Although funding remains an issue for CSOs, some have been able to establish strong working relationships with
International Donor Agencies. The strength of those relationships typically hinge on a track record of performance.
Jamaicans for Justice is a CSO that stands out as it relates to creating and maintaining such relationships. The Annual
Report of the Organization highlighted several donor partners.
6.1f Networking and Collaborations
Jamaica has three umbrella organizations that facilitate networking and collaboration among CSOs. Even outside of
these formal structures, it is common place for CSOs to partner and collaborate in an effort to achieve their respective
mission and vision. The perfect harmony of such networking was manifested in the establishment of JCSCO. The
umbrella organization includes representation from different interest groups, namely- Churches, Private Sector, Human
Rights, Democracy and Gays and Lesbians.
Page | 54
6.2 GAPS
6.3 INSTITUTIONAL & OPERATIONAL GAPS: INTERNAL
6.3a Funding Challenges
Lack of funding is at the centre of most of the issues plaguing CSOs. In the aftermath of the Global Financial Crisis,
the problem has been magnified with a cut back in funding from private sector and international donor agencies. The
depth of the problem is evidenced by the experience of Jamaicans for Justice that has been typically fully funded, now
reporting financial constraints that culminated in the closure of their Montego Bay Office in 2012. For the typical CSO,
funding challenges have resulted in more time being spent on sourcing funding than actually carrying out the mission
of the organization.
6.3b Human Resource Deficiencies
The majority of CSOs in Jamaica operate on the principle of volunteerism, which is good; however, it has its pitfalls,
especially when it is considered that such a structure means the mission of the organization, regardless of how
important, is driven by volunteer work. Volunteer work, although associated with minimal costs, is typically
characterized by inconsistency and lapses in focus. Within this context, most CSOs operate at less than their true
potential. A few CSOs are able to employ minimal staff, but this is not the norm.
6.3c Weak Governance and Management Structure
While the Governance Structure of NGOs sometimes meet minimum standards, CBOs, which form the majority of
CSOs in Jamaica, typically have a weak governance and management structure. This is evident by these organizations
being mostly unregistered, without a constitution or administrative or accounting policies and procedures to operate
effectively. Even cases when these organizations register to receive funding, they lack the capacity to meet the
requirements that come with registration such as the filing of returns and preparation of accounting statements.
Furthermore, the nature of registration, which is quite often that of a Benevolent Society, has legal ramifications that
is not aligned with the purpose of the organization. A CBO registered as a Benevolent Society is owned by the
members (maximum of 21) that make up the organization rather than the community that it is designed to serve. The
arrangement can also be messy as even if a member of the Society relocates from that community to another, he is
still a part owner of the Society and could legally refuse to give up that privilege. Additionally, if relationships have
gone sour, he may even refuse sign to allow withdrawal of funds from bank accounts if he was so assigned. The end
result of that is that funds needed to benefit the community could be parked in bank accounts for years.
6.3d Project Implementation Shortcomings
Typically, the funding that CSOs receive are project specific; however, they often lack the technical and human
capacity to implement such projects that they have received funding for. According to the Executive Director of the
SDC, some NGOs that have received funding have turned to the SDC or JSIF for assistance for implementation,
because they lack the capacity to do so. Areas of deficiencies include project management, monitoring and evaluation.
Page | 55
6.4 EXTERNAL OBSTACLES
6.4a Lack of Budgetary Resources
Despite strong lobby and advocacy efforts, CSOs may see little or no progress or advancement on the issues being put
forward. The primary reason may be that the GOJ have limited budgetary resources and expenditure and the area
being targeted may not fall in line with its priorities; and even if it does, only a small percentage of needed resources
may be available to channel to this area. An example of this is lobby efforts to correct delays in the administration of
Justice by Jamaicans for Justice. Progress has been slow, even though it is a stated priority of the GOJ in Vision 2030.
The main reason is a lack of resources. Without a full understanding of the issues, CSOs might become discouraged
rather than aid in finding solutions.
6.4b Misaligned Political Culture
The politics that has been practiced by both major political parties in Jamaica is primarily geared towards benefiting
party first and country second. That system of politics conflicts with the work and activities of CSOs, which is largely
geared towards benefitting the citizenry first. Against this background, advocacy work presented to the GOJ is
sometimes shelved if it is not conducive to the best interest of the party leading the government. This at times
account for the relatively long wait for the passage of law or implementation of policies that have been advanced by
CSOs.
6.4c Declining Voluntarism
Since voluntarism is the life blood of CSO activity in Jamaica, the decline in volunteerism will adversely affect activities
and achievement within the sector. The SDC has been working to implement income generating activities at the
community level through CDCs to reverse this trend. Community tourism and block making are two activities being
targeted to aid this thrust.
Page | 56
SECTION 7
- Recommendations -
Page | 57
7.0 RECOMMENDATIONS
7.1 CSO Best Practices Training & Development
CSOs in the Jamaican context operate at different levels. Institutionally and operationally some are weak, while others
are relatively strong. Irrespective of their strengths, above all, CSOs need support to help them operate in accordance
with best practice principles. The knowledge of how to approach and accomplished this, as well as regular reminders
and refreshers as new information emerge, are critical. Further, consultation may be necessary to determine the
optimal approach. This is an area that the British Council can advance.
7.2 Establish Appropriate Systems of Accountability
Knowledge of best practice principles will not automatically translate into action, and ensuring action will require an
appropriate system of accountability. One approach is to establish accountability on a sector level through the creation
of CSO Sector Networks. A 2005 Harvard University study was reported by CIVICUS13 that InterAction in the US and
the Lesotho Council of NGOs require their members to assess and report on their compliance with the association code
of conduct each year. While this approach is inexpensive, its credibility depends on the integrity of the organization.
The Australian Council for International Development (ACID) also uses the method of self-assessment; however, the
approach is complemented by a complaints mechanism allowing external stakeholders to raise concerns about
compliance problems with CSOs. The approach by ACID significantly increases the credibility of the process.
7.3 Reward & Recognition
Accountability could be legitimized through a proper system of Reward and Recognition. While there is little in
literature to highlight the extent to which this is done across the globe, it would be a great addition to the Jamaican
CSO landscape in helping to appreciate the work of these organizations while motivating them to aspire to grow and
develop even more.
7.4 CSOs Sector Network
In addition to being established to increase accountability, CSO Sector Networks would be an opportunity for CSOs in
Jamaica to strengthen themselves through alliance. It would facilitate knowledge sharing and establishing a united
front on policy issues and advocacy, significantly increasing the prospects of successes. Furthermore, CSOs could
share resources saving each time and money.
7.5 Utilization of Technology
With the proliferation of new technology, the opportunity exists for CSOs to utilize the latest information to mitigate
some of the existing challenges and fully seize existing opportunities. While it will require the identification of specific
solutions, there are several areas that technology may be increasingly utilized to enhance growth and effectiveness.
Areas to be targeted include- increasing society participation through social media platforms; enhancing advocacy
13
Building Civil Society Legitimacy and Accountability with Domain Accountability Systems, L. David Brown
Hauser Center for Nonprofit Organizations Harvard University (2005)
Page | 58
electronically or through mobile devices; and, the creation of a knowledge hub where information and resources can
be shared.
7.6 Funding
7.6a School Awareness and Sponsorship Programme
CSOs, particularly those with a youth orientation, can build awareness in schools by soliciting participation in devotions
and other events. The focus of such sessions would be to bring attention to the issues and highlight the work of the
organization while seizing opportunities to get donations from students and staff.
7.6b CSO Alignment with Private Sector Interests
In recent times there has been the proliferation of foundations established by private sector organizations such as the
Digicel Foundation, JMMB Foundation, and NCB Foundations. The opportunity exists for CSOs to strategically align
themselves with these organizations with a focus of affording greater access to funding for the various initiatives that
are being targeted. The core function of companies is to make money, so working with an organization that can bring
issues to light with proposed solutions would serve the interest of the private sector organizations that are eager to
highlight their corporate social responsibility. However, it is CSOs with high brand value that are usually positioned to
attract such strategic alliances.
7.6c Fund Raising Events
In the interview with Mr. Horace Levy, it was highlighted that JFJ help to fund its operation through the staging of an
Annual Art Show that has raised approximately $2.0 million. With art pieces donated by individuals, the event has
been able to pull high net worth individuals to purchase the art, with relatively good success. Even if not at the same
magnitude, CSOs could stage similar fund raising events that may include charity run/walk, plays, celebrity dinners,
auctions, cricket festivals, etc.
7.6d International Donor Funding
There is likely untapped donor funding opportunities that are not being seized by CSOs, primarily because human
resource constraints have prevented them from focusing their effort on seizing such opportunities. This could be
corrected by strengthening established umbrella organizations to offer such support or establishing this structure
through CSO sector network.
7.7 Building Awareness
7.7a Event Participation
Through participation in various events and mass meetings held primarily by private sector organizations and church
groups, CSOs could significantly increase public awareness at minimal costs. The basis of such participation would be
building and/or strengthening strategic alliances with various groups. Among the events that CSOs could target include
outside radio and television broadcasts, Health Fairs, Religious Recreational events such as Fun in the Son and/or
Church Conventions.
Page | 59
7.7b Radio and Television Shows
Through arranging interviews and deliberately calling radio talk shows, CSOs could create their own opportunity to
highlight various issues related to human rights and democracy. The shows chosen to be targeted would depend on
the audience that the programme generally reaches. It would allow CSOs longer air time than the NEWS generally
allows.
Page | 60
SECTION 8
- Appendix -
Page | 61
Appendix 1
Jamaicans for Justice: List of Awards
The JFJ has received numerous awards from local and international agencies, these include:
2000 - Gleaner Honour Award - Special Award for 2000;
2002 - Royal Netherlands Embassy - ‘Wooden Shoe Award’ for Outstanding Community Service;
2002 - St. Mary Award for Community Service;
2002 - City of Weimar Human Rights Award;
2003 - Outstanding Community Service Award from the Rotary Club of New Kingston;
2003 - Press Association of Jamaica Special Award for Service
2012 - Special Mention Medal in the category of “The Fight Against Impunity” in the Prix des droits de l’homme de la
République Française (human rights prize of the French Republic)
2011 – First Place in the Best Crime Prevention Practices in Latin America and the Caribbean held by the Centre for
Citizen Security Studies (Centro de Estudios en Seguridad Ciudadana) at the University of Chile.
Page | 62
Appendix 2
MANIFESTO JAMAICA: SCORE CARD PART 1
Maximum
40
10
Actual Score
GOVERNANCE
Foundation of the CSO
N/A
1
2
Our CSO is guided by well articulated vision, mission and goals
10
5
5
5
20
5
5
10
20
10
5
5
40
10
10
5
15
Constituency / Membership
The members exercise their rights, obligations & responsibilities as defined by the constitution.
Governing Bodies
Our CSO has a governing body (the Board or Executive Committee) that has been elected in
accordance to agreed procedures.
The composition of the governing bodies takes into consideration the representation of gender,
disability and other groups of stakeholders.
Legal Status
Our CSO is constituted and registered in accordance with the legal requirements.
Crosscutting Issues (Environment, Gender etc)
Our CSO takes into consideration international and national policies and laws governing human
rights and/or democracy issues in the country.
Sustainability
Our CSO has adequate resources for the implementation of programs and activities
MANAGEMENT
Organizational Structure
We have a functional organizational structure which clarifies the main functions of each member
Policies and Procedures
Our CSO has clearly documented administrative policies and guidelines to guide the
implementation of activities and the organizational behaviour.
Management Capability
The management facilitates integration, coordination and building team work.
The management team has the expertise, skills and knowledge to guide the growth of our CSO.
PROGRAMME MANAGEMENT
Strategic Planning
Our planning process is realistic and based on the mission and goals of the CSO.
Key stakeholders are involved in the development of strategic plans at various stages
Monitoring and Evaluation
The CSO has an effective system for tracking, monitoring and evaluating the implementation of its
program.
Documentation
Progress reports (quarterly/annual) are prepared and shared with all key stakeholders through
various communication channels.
HUMAN RESOURCES
Dedicated Staff
Our CSO has employed adequate staff in accordance with the needs.
Our CSO has a recruitment and employment policy.
Volunteers
Some leaders/members of our CSO work as volunteers.
Volunteers are nominated based on the need of the CSO and their qualifications.
Human Resource Development Plan
The CSO has a human resources development policy and plan.
Human Resource Management
Our CSO has recruited experienced and competent staff.
Staff employment is guided by formal contracts in line with labour laws, taxes, insurance etc.
Our CSO has procedures for enhancing accountability and work discipline among its staff.
4
5
4
4
4
5
3
The vision, mission of our CSO is well articulated and clearly understood by all stakeholders.
5
3
N/A
1
2
3
3
N/A
1
2
3
5
3
N/A
1
2
3
N/A
1
2
3
4
4
4
4
N/A
1
2
2
3
4
N/A
1
2
3
N/A
1
2
3
4
4
4
N/A
1
2
3
4
4
5
5
5
5
5
5
5
5
4
N/A
1
2
3
4
4
N/A
1
2
3
4
5
5
2
3
3
4
5
N/A
1
5
2
N/A
1
1
2
3
4
5
N/A
1
2
3
3
4
5
5
N/A
1
2
3
N/A
1
2
3
N/A
3
Page | 63
4
4
4
4
4
5
5
MANIFESTO JAMAICA: SCORE CARD PART 2
30
15
5
10
10
50
10
10
5
5
10
10
FINANCIAL MANAGEMENT
Sources of Funds
Our CSO has a reliable funding base to ensure the availability of adequate financial resources for
program implementation.
Our CSO has managed to access materials and financial resources from the government (local or
central) budget to implement some of our activities.
Members of our CSO contribute resources to the program activities through various means.
BUDGETING
Our annual budgets and projections are based on the identified priorities, goals, and targets.
Accounting
Our CSO has developed accounting procedures and systems which comply with accounting
standards.
Relevant financial reports are produced according to the approved policies and procedures of our
CSO.
INFRASTRUCTURE AND LOGISTICS
Our CSO has a convenient and adequate working space (offices, workshop, storage etc) to help
program implementation.
Our office has adequate working facilities (telephone, Fax, internet) and furniture
EXTERNAL RELATIONS
Communities
The public (community) has a positive image of our CSO and acknowledges the contribution of the
services we provide.
Our CSO interacts well with the surrounding communities and we are regularly invited/involved in
various development functions.
Government
Our CSO is recognized and accepted by relevant government departments and agencies.
Our CSO cooperates with various departments to influence changes on policy issues.
Donors
The CSO has established a good working relationship with funding agencies locally and
internationally.
Media
Our CSO has established a close working relationship with various media to highlight its work.
Networks/Coalitions
Our CSO is a member of various networks advancing goals which are similar to our vision and
mission.
We have adequate resources in our budget to facilitate advocacy and network activities.
Engagement in Policy Advocacy
Our CSO has identified specific policy issues for its advocacy initiatives.
We often conduct reviews of our advocacy work and process.
Total Score
Maximum Potential Score
N/A
1
2
3
4
5
3
3
3
4
5
5
4
5
3
3
4
5
3
4
5
1
N/A
N/A
1
2
N/A
1
2
3
N/A
1
2
2
1
N/A
1
2
4
N/A
1
2
N/A
1
2
3
3
3
3
N/A
1
2
3
3
N/A
1
2
3
N/A
1
1
4
4
5
4
5
4
4
4
5
4
4
5
5
3
2
3
3
131
210
Page | 64
Appendix 3
JAMAICA YOUTH ADVOCACY NETWORK: SCORE CARD PART 1
Maximum
40
10
5
10
5
5
5
20
5
5
10
20
10
5
5
30
10
10
5
30
Actual Score
Governance
Foundation of the CSO
Our CSO is guided by well articulated vision, mission and goals
The vision, mission of our CSO is well articulated and clearly understood by all stakeholders.
Constituency / Membership
The members exercise their rights, obligations & responsibilities as defined by the constitution.
Governing Bodies
Our CSO has a governing body (the Board or Executive Committee) that has been elected in
accordance to agreed procedures.
The composition of the governing bodies takes into consideration the representation of gender,
disability and other groups of stakeholders.
Legal Status
Our CSO is constituted and registered in accordance with the legal requirements.
Crosscutting Issues (Environment, Gender etc)
Our CSO takes into consideration international and national policies and laws governing human
rights and/or democracy issues in the country.
Sustainability
Our CSO has adequate resources for the implementation of programs and activities
Management
Organizational Structure
We have a functional organizational structure which clarifies the main functions of each
member
Policies and Procedures
Our CSO has clearly documented administrative policies and guidelines to guide the
implementation of activities and the organizational behaviour.
Management Capability
The management facilitates integration, coordination and building team work.
The management team has the expertise, skills and knowledge to guide the growth of our CSO.
Programme Management
Strategic Planning
Our planning process is realistic and based on the mission and goals of the CSO.
Key stakeholders are involved in the development of strategic plans at various stages
Monitoring and Evaluation
The CSO has an effective system for tracking, monitoring and evaluating the implementation of
its program.
Documentation
Progress reports (quarterly/annual) are prepared and shared with all key stakeholders through
various communication channels.
Human Resources
Dedicated Staff
Our CSO has employed adequate staff in accordance with the needs.
Our CSO has a recruitment and employment policy.
Volunteers
Some leaders/members of our CSO work as volunteers.
Volunteers are nominated based on the need of the CSO and their qualifications.
Human Resource Development Plan
The CSO has a human resources development policy and plan.
Human Resource Management
Our CSO has recruited experienced and competent staff.
Staff employment is guided by formal contracts in line with labour laws, taxes, insurance etc.
Our CSO has procedures for enhancing accountability and work discipline among its staff.
N/A
1
2
3
N/A
1
2
3
N/A
1
2
3
4
4
4
4
4
4
5
5
5
5
3
3
3
4
5
5
4
5
2
3
3
4
5
5
1
2
3
4
5
N/A
1
2
3
4
4
5
N/A
1
2
3
N/A
1
2
N/A
1
2
N/A
1
N/A
4
4
4
5
5
N/A
1
2
3
N/A
1
2
3
4
4
4
4
5
N/A
1
2
3
4
4
5
4
5
4
4
4
4
5
4
4
5
5
3
N/A
1
2
2
N/A
1
2
N/A
1
2
N/A
1
2
3
3
3
3
3
3
5
5
3
Page | 65
JAMAICA YOUTH ADVOCACY NETWORK: SCORE CARD PART 2
30
15
Financial Management
Sources of Funds
Our CSO has a reliable funding base to ensure the availability of adequate financial resources for
program implementation.
Our CSO has managed to access materials and financial resources from the government (local or
central) budget to implement some of our activities.
N/A
10
10
50
10
10
5
5
10
10
2
3
4
5
2
4
Members of our CSO contribute resources to the program activities through various means.
5
1
Budgeting
Our annual budgets and projections are based on the identified priorities, goals, and targets.
Accounting
Our CSO has developed accounting procedures and systems which comply with accounting
standards.
Relevant financial reports are produced according to the approved policies and procedures of
our CSO.
Infrastructure and Logistics
Our CSO has a convenient and adequate working space (offices, workshop, storage etc) to help
program implementation.
Our office has adequate working facilities (telephone, Fax, internet) and furniture
External Relations
Communities
The public (community) has a positive image of our CSO and acknowledges the contribution of
the services we provide.
Our CSO interacts well with the surrounding communities and we are regularly invited/involved
in various development functions.
Government
Our CSO is recognized and accepted by relevant government departments and agencies.
Our CSO cooperates with various departments to influence changes on policy issues.
Donors
The CSO has established a good working relationship with funding agencies locally and
internationally.
Media
Our CSO has established a close working relationship with various media to highlight its work.
Networks/Coalitions
Our CSO is a member of various networks advancing goals which are similar to our vision and
mission.
We have adequate resources in our budget to facilitate advocacy and network activities.
Engagement in Policy Advocacy
Our CSO has identified specific policy issues for its advocacy initiatives.
We often conduct reviews of our advocacy work and process.
N/A
1
1
2
3
N/A
1
2
3
Total Score
Maximum Potential Score
158
210
4
4
4
5
4
5
5
3
N/A
1
2
3
3
3
5
N/A
1
2
3
4
5
5
N/A
1
2
3
4
4
4
N/A
1
2
3
4
N/A
1
2
3
N/A
1
2
3
1
2
2
4
4
4
4
5
5
5
5
5
4
N/A
3
3
Page | 66
4
5
5
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