Portia Simpson Miller addresses party supporters at PNP headquarters on the night of her presidential triumph over three other candidates to replace P.J. Patterson as president of the PNP and Prime Minister of Jamaica on February 25, 2006. - File

Charlene Pryce-Sharpe, Contributor

The 'Gayle' force winds expected to be unleashed within this Cricket World Cup season, happen to coincide with the first anniversary of Mrs. Portia Simpson Miller's maiden run as president of the People's National Party (PNP) and almost 11 months as prime minister.

It is important to remember that Madam Prime Minister entered a game that was already in progress.

Some could argue that she strutted boldly and fearlessly on to the field in the capacity of night watchman, intent on rising to the formidable challenges of leading a disjointed, disgruntled band of party heretics and a country inundated by productivity challenges, violent crimes, corruption, poverty, strange values and barbaric attitudes.

Two-tiered analysis

The pertinent question emanating from the stands at this point must not centre on Mrs. Simpson Miller's capabilities, but around the length of time she has been at the wicket.

To what extent, one might ask, is 12 months a reasonable seasoning period on which to analyse performance?

There are political analysts who will argue that 12 months in the executive office is equivalent to nomore than a day in the given schematic of time needed to affect change, in any society and by extension any complex and challenging organisation.

In this light, therefore, Simpson Miller's performance can reasonably be judged using a two-tiered approach.

The first and more important tier must examine activities un-folding/unfolded under her watch since occupying her political and executive roles. The second tier can only highlight her vision for the country during and after her stint at the crease.

Will the vision tarry or will it be sufficient in guiding her strokes in the pursuit of development? What game plan is designed - strategies, policies and programmes - to build national and institutional capacities and create the enabling environment needed to snatch victory from the powerful jaws of seeming defeat?

First, let us examine Simpson Miller's political role as party president. Admittedly, very little in concrete terms has occurred. There were no significan to the party machinery, structure, laws or by-laws, though critical personnel shift would have occurred especially after the Trafigura saga and, no doubt, the signs of the times are foretelling that 'change 's a coming'.

Damaging scramble

The presidential race, which culminated in Simpson Miller's victory on Saturday, February 25, 2006, was the most brutal, devilish and damaging scramble for political power in the last 30 years of the PNP's existence.

Even Mr. Patterson's attempts at averting the potential fractious behaviour in the succession race could not stop the inevitable. Words were biting, egos crushed, reputations damagingly questioned and war declared. One campaign manager waxing in eloquence appealed to party delegates to adhere to Garvey's wisdom as 'Chances will not satisfy the dreams, hopes and aspirations of a people' thus party delegates 'cannot leave the leadership of the party to chance' and all party supporters must throw their full weight behind Mr 'P.

Simpson Miller, whether out of wisdom or lackof choice, in establishing her Cabinet took the higher road. She invited all and sundry, conspirators and non-maligners to continue in their ministerial portfolios within the cabinet. Howzat?

Well, some supporters interpreted this as forgiveness, thus revealing the mettle of the one true, conscientious leader of the party. Others within and external to the party labelled the decision as staged and 'politricking'.

Patterson, in an all-important gesture of endorsement, told delegates at the 68th PNP conference that Portia was the best and only hope for victory and encouraged the masses to "unite around her".

Portia is, however, not leaving the party unity to 'chance'. She is pulling the various factions of the party together towards reconciliation and consensus, and without doubt, Madam President, that decisive ball has escaped the boundaries for six runs!

General election

In her capacity as party president, there are still many curve balls to be faced, especially as the party prepares for a general election, which can be called up to March 2008.

The party has to deal with internal representational struggles rigged with resignations and/or removals as well as face the seemingly united forestry of greens led by the confident and assured Bruce 'the driver' Golding. Will Madam Portia manage? Time will tell.

On March 30, 2006, Simpson Miller became the country's seventh and first female Prime Minister and the region's second.

The nearly 11 months as Prime Minister have been no honeymoon period and her management of the activities under her watch at the crease has evoked mixed emotions, across the colour-coded political spectrum.

What has been achieved must be placed within the context of activities in progress prior to her tenure. The Highlights of 2006 - Prime Minister Portia Simpson Miller Takes Office, publication emanating out of the communications unit of the Office of the Prime Minister is replete with success and significant achievements.

During her near one year at the wicket, the Memorandum of Understanding II (MoU II) was signed with trade unions. This marked the most "quickly concluded negotiations in years".

This new MoU placed a 20 per cent cap on wage increases for the 2006-08 period. It also included a $500-million revolving loan fund to assist public sector workers to access tertiary education and training, and $50 million to continue a summer training programme to equip public sector workers with entrepreneurial skills.

This MoU II far supersedes its precursor in scope and intent and as a mechanism to achieve the needed social contract. Various civil society groups also settled wage agreements - nurses, teachers, junior doctors, correctional services, police officers and constables, to highlight a few. Four runs.

Negotiated agreements

On the regional/international scene, the Simpson Miller led government has signed, negotiated and/or amended various agreements.

The Government, for example, successfully signed an amendment protocol to the energy cooperation agreement with Venezuela resulting in a MoU for the refinancing of loans and working capital in connection with the construction and develop-ment of a multilane tolled highway from Kingston to Montego Bay valued at US$260 million - part of the Highway 2000 Project.

Additionally, Trinidad agreed to supply liquid natural gas to Jamaica at a price to be determined by both governments. Malaysia and Jamaica agreed to the promotion and implementation of programmes to foster closer bilateral relations in trade, investment, science and technology, education and social development. Four runs.

The Simpson Miller-led government in Parliament passed and/or amended several laws in 2006, with the support of the Opposition, "to fulfill Jamaica's commitment to the region and international community and to enhance the justice system."

Chief among these were the Cricket World Cup Act, the Electoral Commission Act, the Offences Against the Person Act and the Financial Services Commission Act. The government alsodelivered on its inner-city housing commitment, handing over 580 housing units to residents in Trench Town and Spanish-Town Road sites in Kingston. It also commenced construction of housing solutions for sugar workers.

Tourism record

The tourism industry experienced record arrivals; local government reform was again initiated; new schools were built and others expanded; and, major developments were undertaken at the ports.

The Ministry of National Security announced major crime reduction by 20 per cent in 2006. Reform of the justice system was highlighted, with a focus on restorative justice. The health sector was strengthened and boasted the success of the Jamaica/Cuba Eye Care programme.

All, however, was not rosy. There were numerous 'no balls' and 'wides' called on the decision-making process of the Simpson Miller-led administration. On numerous occasions, too many for comfort, Madam Prime Minister narfrowly missed being stumped, caught from behind or ruled LBW.

In her charge to the new 14-member Cabinet on March 31, 2006, Simpson Miller told the other ministers: "Remember, the power we have is to be exercised on behalf and in the interest of the people. We must work and show results, not talk and find excuses."

What, therefore, happened, Madam Prime Minister, in the cement crisis when thousands of tons of faulty cement were recalled from the local market and almost brought the country to a halt?

What happened, Madam Prime Minister, in the Sandals Whitehouse and other hotel development sagas?

What happened in the 'mumma of all scandals' - Trafigura? Has the money been returned?

What happened to the constitu-tionally due local government elections? What is happening to solid waste management? The fire services? The Cockpit Country debates?

This lack of punctual, resolute decision-making and dilly-dallying has seemingly pointed to maladroit managing of critical spheres of the country's affairs.

The vision of partnership for development and transformation of lives through empowerment, education, investment, urban renewal, job creation, and regional partnership is worth pursuing, but the reality of a pragmatic plan with specified timelines to allow for effective evaluation and monitoring needs articulation.