Ensayos de concreto endurecido

Trainer records a couple of things for each and allows for a discussion. Principles

Trainer says:

These principles were designed to help groups proactively think about how to build effective, working relationships in an organizing context across racial differences.

Trainer explains:

Trainer will introduce and go through the principles (ideally with some region–and/or orga- nization-specific examples) and connect any that apply back to the fears, barriers or gains that participants listed.

PRINCIPLES:

1. Have a clearly stated organizational commitment to multi-racial, racial justice organizing. It is not enough for individual members of an organization to have a moral or personal commitment. This commitment must be supported by the organization’s time and resourc- es.

2. When primarily white organizations are building alliances with people of color, white or-

ganizations must have a commitment to becoming anti-racist. In practical terms, anti-racism means much more than a superficial commitment to “diversity.” To be anti-racist involves, among other things, willingness to critique and change organizational culture, practices and structures that oppress and exclude people of color. This work requires openness to changing how you do things. It is not always easy.

3. Do not assume that the self-interests of organizations in the alliance are the same. To build healthy alliances, it is critical to take the time to understand why people are coming to- gether across difference to work on a particular issue. With this approach, you are more likely to find a unifying strategy.

4. Have the political will to use anti-racist practices even under enormous pressure. This may mean taking the time to be more inclusive despite a sense of urgency to move quickly. This may mean rejecting a source of funding for work that might conflict with your anti-racist goals.

5. Decision-making must be above-board and transparent. It will not work if some people or groups make decisions behind the scenes.

6. There should be equity in agreements on how resources and power are shared within the alli- ance. Equity does not always mean equal. For example, a one group, one vote approach may seem equal, but could undermine accountable power relationships. If an alliance is being built around supporting a particular community, naturally representatives of that commu- nity should be providing more leadership within the alliance.

185 Standing Together  basic rights education fund 

Building Alliances Across Race, Gender and Sexuality

7. There should be recognition of the valuable contributions organizations of color bring to the alliance. Oftentimes, white organizations may be larger and better resourced (more staff and money) than groups of color. With such imbalances, white organizations can believe they are contributing more to the work, often ignoring contributions that groups of color may bring, like issue and community-related knowledge or a base of volunteers.

8. Rather than avoiding conflict and disagreement, embrace it as an opportunity to learn. Con- flict does not need to be a bad thing. If it is approached the right way, it can ultimately make the work stronger. This requires people and organizations to not get defensive or be dismis- sive, but instead to be self-reflective. Actively listen to people’s concerns or frustrations and critically think about why the disagreement exists.

9. Defining the work of the collaboration needs to be a shared process.

10. Meetings should be held in an environment that is comfortable and accessible for participants from all organizations. Are there people who are not able to participate in meetings because of lack of childcare or transportation? Is the meeting space culturally offensive or inappro- priate, or is it welcoming and comfortable?

11. Create space and opportunity for social and personal relationships to develop as well as politi- cal relationships. Political work becomes stronger if people are not all about business. Cre- ating space to get to know each other in personal ways will make the work more rewarding and potentially prevent conflict.

12. Principles and practices should be mutually reinforcing and consistent. It is not enough to say you believe in the value of these principles; you must practice them. Walk the talk to be successful.

Closing

Trainer asks closing questions:

• What fears or barriers remain–those that were not addressed by these principles?

(Flag these for organizational discussion and future follow-up.)

• What additional gains did people identify while going through these principles?

This workshop tool was adapted from Western States Center’s Dismantling Racism Resource Book (Pages 112-114). Dismantling Racism Project, Western States Center http://www.westernstatescenter.org/ resources/drresourcebook.pdf

Effective and meaningful coalition work takes time, resources and dedication but is a criti- cal component of moving forward racial justice. Not many expected LGBT activists to team up with rural and Latino communities in order to defeat two anti-immigrant ballot measures but this coalition demonstrated that, together, they could run a sophisticated and aggressive political campaign while working across lines of identity and building a progressive movement for the long-term.

In the summer of 2008, anti-immigrant activist Wayne Mayo succeeded in gathering signa-

tures to place two regressive measures on the ballot in Columbia County, Oregon. The ballot

measures were placed on the November election.

Measure 5-190 would impose a $10,000 fine on any business found to be employing undocu-

mented workers. Measure 5-191 would mandate that 4’ x 8’ signs be posted at every construc-

tion site, stating “Legal Workers Only” and posting the contact number for the Department of

Homeland Security.

Columbia County is a historically democratic, blue-collar county, with a conservative tradi- tion on social issues. Known as a timber county, it is viewed as the center for the decline of resource extraction industries in the state–and perpetually facing fiscal crisis due to the ever- shrinking tax base. Combine this with high levels of unemployment, and the county is all too often ripe for wedge politics and scapegoating.