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“[…] Dependency on global and regional football authorities, and government funds disempowers football leaders in these associations. Leaders often find themselves constrained by the conditions attached to grants or by the pressure to align with donor priorities rather than focusing on their country’s specific football needs.
“[…] This dynamic can make associations reactive recipients of external agendas rather than proactive architects of their football futures—undermining resilience and growth…”
The following Letter to the Editor from Brandon, a Trinidad and Tobago football fan, suggests that Caribbean FAs must move from dependency to self-reliance for bright football futures:
(via TTFA Media.)
The smaller member associations of the English-speaking Caribbean continued dependence on government and Fifa (Federation of International Football Association) grants have increasingly become a double-edged sword, with their focus primarily on short-term relief without fostering long-term self-reliance.
While these funds are vital for day-to-day operations and some development projects, they often create a cycle of financial dependency that undermines the ability of local football bodies to build sustainable programs.
This reliance means that many associations wait for periodic injections of money rather than developing their own revenue streams or strategic plans to grow football independently to sustain themselves over time.
(via TTFA Media.)
At the grassroots level, this dependency stifles progress by limiting consistent investment in youth development, coaching education, and infrastructure.
Smaller Caribbean nations often struggle to maintain quality training facilities or retain skilled coaches due to unstable funding. Without reliable, self-generated income, grassroots programs remain vulnerable to interruptions, and the nurturing of young talent is compromised.
This weak foundation makes it difficult for national teams to compete consistently at higher levels within Concacaf (Confederation of North Central America and Caribbean Association Football), as the talent pipeline is underdeveloped and poorly supported.
This is evident in the infrequent appearances of both youth and senior national teams—men’s and women’s—from countries like Trinidad and Tobago and Jamaica at major tournaments over the decades.
Photo: TTFA Media.
Even when these teams have qualified, their success at the confederation level and in World Cup competitions has been limited.
Moreover, dependency on global and regional football authorities, and government funds disempowers football leaders in these associations. Leaders often find themselves constrained by the conditions attached to grants or by the pressure to align with donor priorities rather than focusing on their country’s specific football needs.
This situation is exacerbated by governance challenges common in some member associations, where delayed or unpaid debts to players, coaches, and suppliers create social tensions and erode trust.
(via Concacaf.)
For example, cases like Montserrat’s football association owing significant unpaid wages to former coaches highlight how financial mismanagement and dependency can damage relationships and stall progress.
Recently, Concacaf President Victor Montagliani made a brief visit to Trinidad and Tobago, spending less than 24 hours in the country on what was described as a courtesy visit.
During his stay, he expressed that he was “pleased and proud” of the work being done by the TTFA. The TTFA president appeared delighted by this praise and even promised to invite Mr Montagliani back for Carnival.
(Courtesy Allan V Crane/ TTFA Media.)
Still, this raises reasonable questions: Was he aware that coaches and players are still owed payment for services rendered? Is he pleased that there is not yet a sustainable professional league, with many players often not paid on time?
How does he view the national teams’ ongoing challenges in becoming competitive on the world stage? What is his perspective on the state of local football facilities and the TTFA’s continued dependence on external support?
Is he genuinely pleased and proud of the TTFA’s alleged misuse of safeguarding procedures in the case involving Shawn Cooper and Brian Jordan?
(Copyright Annalicia Caruth/ Wired868.)
But more importantly, how does he assess the overall development of football in Trinidad and Tobago, including youth and women’s programs?
Ultimately, will continued dependence on external funding improve the development of football in T&T, and the Caribbean—or is self-reliance the real answer?
This financial reliance also risks subordinating smaller Caribbean football associations to the interests of global and regional football authorities, as well as governments.
(Courtesy Sean Morrison/ Wired868.)
While Fifa’s Forward Program and other grants provide essential support, they come with rules and oversight that limit local autonomy. The strict non-interference policy prevents governments from stepping in, even when governance issues arise, leaving federations accountable mainly to Fifa rather than their own communities.
This dynamic can make associations reactive recipients of external agendas rather than proactive architects of their football futures—undermining resilience and growth.
Additionally, the influence of the regional football authority competition structures and funding priorities can further constrain smaller nations, limiting their ability to tailor development strategies that suit their unique contexts.
Photo: Daniel Prentice/ Wired868.
In conclusion, the continued dependence of smaller English-speaking Caribbean football associations on global and regional football authorities, as well as government grants has created a short-term relief model that hampers sustainable growth.
This dependency affects grassroots and national team development by limiting financial stability, disempowering leadership, and creating social tensions through unpaid obligations.
It also risks subordinating these associations to external interests, undermining their autonomy and resilience.
Photo: Nicholas Bhajan/ Wired868.
For Caribbean football to thrive, these smaller associations must diversify funding, improve governance, and build internal capacities that reduce reliance on external aid, enabling them to chart a more independent and sustainable path forward.
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George thanks for asking these important questions. It’s true — football generates billions globally, and small countries like Trinidad and Tobago often feel like they don’t get their fair share. And yes, it’s natural to wonder where the money will come from if we’re talking about financial independence.
Just to be clear, financial independence doesn’t mean saying no to FIFA, CONCACAF, or government funds. Those resources are still absolutely necessary and expected. But relying only on those external funds puts us in a tough spot — we become dependent on their timelines, rules, and priorities. That’s not sustainable in the long run.
The idea is to add to those funds by building our own stable, local revenue streams. For example, monetizing stadium use, developing sponsorship deals, tapping into the passion of our diaspora, streaming local games, and creating merchandise — these are ways we can generate steady income that’s controlled locally.
When we have this kind of financial footing, we can plan ahead, invest in youth development, improve governance, and react faster to problems — instead of constantly waiting for the next grant or handout.
Plus, having our own financial strength actually makes us stronger partners when negotiating with FIFA and others. We can push for what we deserve and invest strategically in growing talent that feeds the whole global football ecosystem.
So it’s not about refusing outside help — it’s about building a foundation that allows us to stand on our own two feet and benefit from those larger global resources in a more balanced, sustainable way.
In the end, this benefits everyone — players, fans, communities, and the global game itself.
For those of us who’ve supported Trinidad and Tobago football through the highs and lows, the issues raised in this letter are all too familiar. The ongoing reliance on FIFA, CONCACAF, and government grants has left our football in a cycle of short-term survival, not long-term growth. What makes it more frustrating is that we already have many of the tools: good stadiums, a proud footballing culture, passionate fans—local and abroad—and a capable private sector. Yet, we remain underperforming.
We’ve seen it all before—funding delays, unpaid players, stalled youth programs. It’s not a footballing system. It’s barely controlled damage. While other nations with fewer resources—like Iceland, Cape Verde, or Georgia—have turned strategy into progress, we remain stuck reacting to crisis.
For T&T, the path forward must be financial independence. The TTFA needs a commercial strategy: monetize the Home of Football through events and rentals, build a business unit to manage digital content, sponsorships, diaspora engagement, and merchandise. Stream local games. Partner with youth programs. But transparency is key—quarterly financial reporting and sponsor accountability must become standard.
Still, reform doesn’t just depend on ideas—it depends on people. And that’s the hardest part. Some in leadership positions—locally and regionally—are tied to external power structures or internal politics that discourage meaningful change. Until we get leaders who put Trinidad and Tobago’s football above personal interest, we’ll keep spinning our wheels.
But this isn’t just about leadership. Everyone has a role. The TTFA, the Ministry of Sport, the business community, the fans—we all share responsibility. A working football system benefits the country. It creates opportunity for youth, builds national pride, and generates real business value.
Of course, there will always be those who say it’s too ambitious—that there’s no money, that we’ve heard it all before. And they’re not wrong to feel skeptical. The system has let a lot of people down. But we can’t allow that skepticism to paralyze us. Change won’t happen overnight—but it can start now with simple, practical steps: earning revenue from what we already own, showing basic financial transparency, and rebuilding trust with honest engagement. These are not pipe dreams. They’re overdue.
Trinidad and Tobago can lead the Caribbean by example. We don’t need more promises—we need a functioning model. And we can build one. But only if we stop waiting for someone else to fix it, and decide—collectively—to be part of the fix.
Countries with fewer resources can achieve more because they are driven to innovate, invest in their people, and develop strong institutions—key ingredients for long-term success and resilience. “Wha we go do boy” is never part of their psychology; instead, they adopt a proactive mindset. In contrast, countries with more resources and misaligned priorities, often fall into complacency—a mindset that, when combined with a lack of transparency and accountability, can hinder broader development.
Where then will they get money from? And how do we benefit from the billions made by football that benefits from talent that is often developed in small countries that do not have pro leagues?
I am not sure I understand the second question. However, the main revenue sources for FIFA member associations globally are FIFA grants and distributions—funded by global broadcasting, marketing, licensing, and ticketing—as well as locally generated income from sponsorships, ticket sales, broadcasting rights, merchandising, and player transfers, at a minimum. However, to truly unlock the potential of these revenue streams and attract significant investment from the business community, you must have visionary leadership at the helm. Leaders must be capable of creating a compelling football product and building genuine trust among all stakeholders—players, coaches, fans, sponsors, and the wider community. This trust and credibility are essential for encouraging long-term partnerships and sponsorships from the private sector.
There are even more ambitious possibilities, such as establishing and funding an endowment to secure financial sustainability for the future. Yet, such initiatives will remain out of reach if good governance is not prioritized and organizations continue to operate in secrecy. Only through transparent, accountable, and forward-thinking leadership can associations inspire confidence, foster innovation, and create an environment where investment and growth are not just possible, but inevitable.