The League in action globally: Jamaica.

Compared to my League trips to Ethiopia and Zimbabwe, the flight from San Francisco to Jamaica seemed mercifully short--seven hours total. But the hike in Miami Aiport to my Jamaica flight seemed insufferably long--through a maze of hallways, up and down escalators, to a dark corridor and, finally, to a simple push-bar door, marked by a cardboard sign--Concourse E.

The gate to Kingston was on the other side. Entering, I was struck by a blinding punch of sunlight, music, food and life. I collided with a steady reggae beat emanating from radios that framed the chorus of "yah mons" followed quickly by a flurry of undecipherable Patois and the energy of hundreds of expats, eager and excited to go home. The vibrant power of their culture dominated the concourse and I felt I was walking in on a national party before I even left the U.S. Welcome to Jamaica!

To work in another country--to get to know the people beyond those who service the tourist trade--is an amazing opportunity. Few Americans arrive in Jamaica through Kingston. Most fly to Montego Bay or arrive on cruise ships and are delivered directly to a resort in Negril, Ocho Rios or other coastal gems. So, they miss much of what makes Jamaica a unique and influential culture with its own music, language, religion, food and personality.

Cultural pride is especially evident in Jamaican women. This pride is reflected in their strong personalities, bold sense of humor, and passionate belief that they can and will transform Jamaica into a safe and economically sound nation. The women we worked with were outspoken and challenging, sometimes questioning our competence or our right to be teaching them. This training opportunity was the most taxing that I have ever encountered. But, the skills I have gained through the League and other professional positions made success possible.

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The League was hired by Management Systems International (MSI), a worldwide consulting firm contracted to USAID. The purpose was to provide Civil Society training to Jamaican organizations involved in numerous causes, including AIDS education, constitutional reform, and preventing violence against women. Zaida Arguedas, LWVUS deputy executive director; Peggy Lauer, member of the North Coast San Diego League; and I were the League trainers. We provided two sets of three-day trainings over a period of two weeks, presenting roughly the same topics to mid-level managers and employees, and then to directors and executive directors. The training topics were Advocacy; Lobbying; Fundraising; Coalition Building; Building and Refining Your Message; and Working with Media. We had plenty of interactive group exercises, culminating in mock television interviews of the trainees filmed by a local news cameraman.

We were based in Kingston where we met with MSI staff to refine our workshops. As often happens with this type of work, we added new topics as well as deleted or refined others as we found out more about the participants' skills. Only so much can be done in advance by e-mail. So, we were hustling from the time we hit the ground to ensure that the trainings fit the attendees and that MSI fulfilled its contractual obligations to USAID. We arrived on Saturday and worked through the weekend. By Monday, we and the trainees were shuttling off to Ocho Rios together to begin the training. We held workshops all day for two days and for a half day on Thursday. Then, we returned to our Kingston base and repeated the same pattern the following week.

Most importantly, we shared meals and drinks, and danced away the evenings with our trainees, creating bonds of camaraderie and trust. We were not just the trainers, separate and aloof, but friends who were open to criticism and willing to respond to their needs and challenges. We were doing what comes naturally. To the Jamaicans, the recipients of too many foreign trainers who fly in, collect a paycheck, and fly out, our sharing made all the difference in the world. This doesn't mean we weren't met with significant challenges and sometimes outright confrontation.

Working with the mid-level trainees was fairly straightforward. They tended to absorb the lessons, were a bit intimidated by all the information, but enjoyed the workshops and gained useful skills for their futures.

The directors were an altogether different experience. By lunchtime on day one, we had a mutiny; a number of them threatened to walk out if we did not change the structure of the workplan. They wanted to continue working in their pre-existing teams, and we wouldn't let them. They wanted to work on projects already underway. We wouldn't let them. We stressed the importance of using this opportunity to explore new ideas, new people and new ways of looking at their problems. They gave us until day's end to prove ourselves. The next morning we held our breath. They all came back!

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I'd like to say it was smooth sailing thereafter. No, they continued to question us, fight and argue among themselves, and remained skeptical with every new lesson. They were opinionated, highly experienced, polished and not eager to waste their time, even though we were in a renowned resort town. They also thoroughly enjoyed themselves, and when training ended, they were demanding that MSI bring us back.

Indeed, the evaluations were overwhelmingly positive from both groups. Typical of the comments from the midlevel employees was the following.</p> <pre> Having no experience in advocacy, lobbying or the media, I am grateful that I was asked to this workshop. I have learned a lot and will no doubt use these newly acquired skills to better promote my cause, and also these skills I have realized can be applied to one's personal life. That has truly exceeded all my expectations. </pre> <p>And from the directors, we received equally glowing remarks.</p> <pre> Overall, felt that seminar/workshop was extremely instructive--in

spite of my initial questioning of the relevance of the first day

... I especially appreciate the flexibility of the presenters and

the attempt to incorporate aspects of Jamaican life into their

presentations ... Presenters went at a manageable pace and were

willing to give and take--meaning you were not rigid in an attempt

to control the group. This was an excellent opportunity that MSI/USAID provided to the civil society groups. The coming together should result in forging of stronger relationships among the CSOs and NGOs. ... Thanks to the consulting group from the League of Women Voters ... Keep up the good work. It would be good to have you come back and help us launch our advocacy campaign. </pre> <p>The League is currently in negotiation with MSI to return and continue training with Jamaican nonprofit organizations. I know I speak for my fellow trainers when I say that we relish the opportunity to return to Jamaica, to take on that challenge once again. Whatever happens, I hope to see League members continue working with this small, yet powerful nation in the future.

RELATED ARTICLE: LWV IN ACTION

BRAZIL

The League's work in Brazil began in June 2001 under a U.S. State Department grant. In 2003, the League partnered with the Association of Municipalities of the State of Parana to reprint the League's manual, Competindo para Ganhar! Um manual para mulheres concurrendo a cargos politicos ("Running to Win: A Manual for Women Running for Elective Office"), for distribution to all 27 municipalities. One hundred and sixty women candidates from different political parties were trained with this manual.

The Regional Board of Elections invited the League to observe the State of Parana's October 2004 municipal elections. All told, the partnership is a success. As of January 2005, women govern 24 cities in the State of Parana; they represent the largest number of women elected to date--a 20 percent increase over the 2000 election. A participant in the League's 2001-2002 program ran for councilwoman in the municipal elections, but was not elected.

CHILE

A very successful September 2004 symposium, "Mujeres y gestion local: transparencia y rendicion de cuentas" (Women and Local Elections: Transparency and Accountability), was held in Santiago, Chile. This was an LWV Education Fund and Instituto de la Mujer (Institute for Women) joint project that focused on women running for elective office in the 2004 municipal elections. Seventy candidates, representing the whole spectrum of political thought, attended the event.

MEXICO

Program officers from the International Foundation of Election Systems (IFES) and the League's director for Global Democracy Programs traveled to Mexico City in September 2005. This trip culminated months of work focused on debates as a tool for democracy with Mexico's 2006 elections in mind. Debates are relatively new in Mexico. The general consensus is that debates are a great tool, but structure is needed to ensure civility and add substance to the campaigns. A workshop is planned in Mexico for the first quarter of 2006.

Sarah Diefendorf is a current member of the LWVUS Board of Directors.