© 2010 Local Government Alliance for International Development
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At a general level, they are an expression of a council’s corporate citizenship as well as a very tangible example of how the council’s ambition for its local area stretches worldwide. More specifically, they provide opportunities to enable councils to focus on specific skills development and sharing of good practice within their staff and community. Such work builds staff loyalty and motivation. When they are linked to strategies for particular groups, such as disadvantaged young people, they can also stretch ambitions as well as develop skills. |
International development activities strengthen the community development and the human resource strategies of local councils.>>Case studies
Through the work of the Safer and Stronger Communities initiative in Bradford the city is taking advantage of opportunities to develop mutual links and take part in a global exchange between school classes to foster links and develop understanding. The project is part of a global programme that creates partnerships between clusters of schools in the UK and Pakistan. These projects bring together professionals and young people to improve their knowledge and understanding of other cultures and prepare them for life and work as global citizens.
The main aim of the project is to work with schools on collaborative curriculum projects which enable learning across boundaries. The project also enables the professional development of teachers and school leaders through exchanges. International School Award accreditation recognises school work on international partnerships and developing global citizens. The main aim is to become part of a global community that enables teachers and professionals to network with one another in a range of forums.
The personal and professional development of staff has been a key benefit to the councils of Warwickshire and Warwick District. The near thirty year link with Bo in Sierra Leone has recently been reinvigorated by a series of externally funded projects around waste management, environmental health and community development. In tackling the issues, staff were forced to go back to basics in their professional expertise and gained new perspectives and ideas for their work back in the UK.
Staff saw that the challenges in Bo and Warwick were similar in some ways but differing circumstances required adaptability and lateral thinking - very useful skills at a time of constrained public finances at home. The resourcefulness and commitment shown by Sierra Leonean colleagues operating in far more seriously under-resourced authorities has been inspirational and a strong motivator for WCC staff on their return to the UK.
>>Self assessment
1 Do your internal workforce strategy and your external community development strategies include consideration of the potential of international development activities?
2 If so, how aligned are they or have they developed separately and in ad hoc ways?
3 Are there potential gains from working in tandem with partners, for example in health, on international development activities that could both help developing world projects and strengthen partnership activities at home?
4 Is your council listening to its own people and communities and ready to respond appropriately to their initiatives to team up with and work with people in developing countries?