International Report number 10 Local - Lymington Twinninglymingtontwinning.weebly.com/uploads/6/7/5/2/6752968/take_your_partners.pdfInternational Report number 10 Local Government

Take your partnersThe local authority handbook on international partnerships

By Susan Handley

International Report number 10 LocalGovernment

International Bureau

New, revised edition

LGIBInternationalReports

About the author

Susan Handley is International Partnerships and Projects Coordinator at the Local Government InternationalBureau. She has worked for the organisation since 1999 and is responsible for promoting and facil itatinginternational cooperation between local authorities, concentrating on the EU candidate countries, China,Japan and the United States. Prior to that, she was responsible for developing European awareness andprojects for the London Borough of Southwark.

As well as organising a number of conferences related to bilateral relationships and international l inking,Susan has also managed a number of work exchange projects with Bulgaria, the Czech Republic, Hungaryand Poland. She is the UK's representative on the Council of European Municipalit ies and Regions' EuropeanTwinning Officers Network and has written a number of publications for the LGIB on European andinternational matters of relevance to local government.

About the editor

Judith Barton is the LGIB’s Assistant Director - Communications and edits its European Information Servicemagazine. She has been writing and providing information on European and international affairs for over 20years.

This publication forms partof a series of InternationalReports published by theLocal GovernmentInternational Bureau oninternational issues ofparticular interest to UK localauthorities.

The views expressed in thispublication are those of theauthors and cannot be takenas expressions of the policyof the Local GovernmentInternational Bureau.

© 2006 Local GovernmentInternational Bureau. Firstedition published 2004. Allrights reserved

The contents may bereproduced only for thepurposes of internaldistribution amongst localauthority departments, withacknowledgement of thesource.

Published byLocal GovernmentInternational BureauLocal Government House Smith SquareLondon SW1P 3HZ

Tel 020 7664 3100Fax 020 7664 3128E-mail [email protected]://www.lgib.gov.uk

Edited by Judith BartonDesign by HSAG DesignPrinted by Manor Creative

Front cover photo © AlamyImages Other photos ©Bristol City CouncilLGIB

Foreword 2

Introduction 3

What are international partnerships? 4-5

What's in it for local communities? 6-8

Beginning a link 9-11

Preparation, implementation and review 12

Securing support 13-14

Resourcing partnerships 15-18

The practicalities of partnerships 19-21

Communication and the media 22

Re-energising a partnership 23

The Local Government International Bureau 24

Other useful organisations and networks 25

ContentsLGIBInternationalReports

Number 10Take yourpartners:the localauthorityhandbook oninternationalpartnerships

Take your partners page 1


Foreword

Cllr Ruth ColemanChair, Local GovernmentInternational Bureau

For decades, local councils have been working with their counterparts to compare experiences and tackle thesame issues, but only in recent years have so many started to look beyond the UK for possible solutions. Byjoining up with partners outside the UK, local government has succeeded in helping to improve l ivingstandards and create peace and stabil ity for communities, both here and in other parts of the world.

This is why the Local Government International Bureau and the Local Government Association are making areal effort to encourage UK local authorities to become more involved with other countries. All politicalparties have united to enforce this strategy, in the hope that our authorities will start to think outside theirtraditional boundaries.

The aim of this new, revised version of 'Take your partners' is to describe how local authorities can get thebest from their international partnerships, whether the links are traditional twinning arrangements, technicalprojects or partnerships with the developing world, and whether they are newly formed or need new impetusand direction.

Based on the experiences of those local authorities with a strong tradition of international work, this bookletwill explain what is needed to make local authority links effective and successful. It will also try to show howinternational partnerships can contribute to improving a council's overall performance.

We hope that this guide will help all local authorities increase and strengthen their role in internationalpartnerships and look forward to receiving feedback about successful and innovative activities.

Counci l lor Ruth ColemanChair, Local Government International Bureau

February 2006


Increasing globalisation and European integration mean that we live in a world that ismore connected and interdependent than ever before. It's a world in which the role oflocal government is becoming more important and in which local authorities bothcompete and cooperate with each other. In this fast changing environment, councils havemuch to learn from each other. They also need, in the interests of peace and stability, tomeet and understand one another. In recent years, many local authorities across theworld have set up partnerships and links that represent a new form of internationalcooperation.

This guide starts from the premise that local government cannot afford to be insular, turning its back onEurope and the wider world. On the contrary, it needs to be involved with its partners in the rest of Europeand engage the international community.

'Take your partners' aims to give local authorities the self-confidence to include the international dimension intheir everyday work and to make practical use of l inks with other communities to bring about tangibleimprovements in their locality. These principles may be applied just as much to a new partnership as to anexisting one that is in need of new impetus.

There is no single correct model for an international partnership, but there are general principles that shouldbe followed. The purpose of this guide is to encourage more international activity, whether with traditionalEU partners, the wider Europe or the developing world. Case studies i l lustrate the many different types ofinternational partnership, in the hope that other UK authorities can draw on the experience of others.

By careful preparation at the outset and regular review, international partnerships can become an invaluableand long term resource for both the local authority and the community. Through effective communication,such partnerships wil l also attract broad support and enhance the authority and community's reputation.

If local government is to remain a major player in the democratic l ife of our country, we cannot afford to benarrow or defensive, nor can we simply continue to do things in traditional ways without reflecting on what isrelevant for the world of today and tomorrow. Learning from our counterparts in other countries, giving andreceiving ideas and good practice, working together to build a better environment for everyone: these areessential components for any serious attempt to develop and modernise local government.

Introduction


What are internationalpartnerships?

The first form of local government internationalpartnership was town twinning. After the SecondWorld War, many European governmentsencouraged towns to make formal l inks as part ofefforts to bring about peace and reconcil iationamong countries that had been locked in combat.This saw the first wave of UK twinning links. Thetwinning of this period centred mainly on familyexchanges with a substantial cultural content andthe first recorded twinning link was established in1920 between Keighley, West Yorkshire, and Poixdu Nord in France.

The UK's entry into the then European EconomicCommunity, in 1973, led to a fresh boom intwinning links, and the fall of the Berlin Wall andthe demise of Communism gave twinning anotherboost in the early 1990s.

Currently, the trend for local authorities consideringforming new international l inks is to move awayfrom formal, long term partnerships such as towntwinning, and enter into less bindingarrangements. Town twinning links areaccompanied by formal charters that have no enddate, whereas the new types of partnership tend tobe less prescribed and are often endorsed by afr iendship agreement or memorandum ofunderstanding. Sometimes the agreements aretime l imited, and contain a l ist of objectives to beachieved within a specific time frame.

In addition to the trend away from partnershipsthat are best described as marriages withoutdivorce, local authorities have moved towards apractice of 'municipal promiscuity', working with avariety of countries on a diverse range of projectsto match individual priorit ies and areas ofexcellence.

The last 20 years in particular have seen a move byUK local authorities to seek partnerships outsidewhat is now the European Union, with countr ies

New neighboursEssex County Council has been particularlysuccessful in its efforts to help countries prepareto join the European Union. With funding fromthe EU's INTERREG I I IC programme, Essex led onthe creation of the Praxis network six years ago.New, old and potential EU members werebrought together to share expertise in areas suchas education, health and social welfare and toexamine the most effect ive and low cost way ofdelivering these services.

As a result, experts from several countries cameup with plans to maximise the benefits of the EUStructural Funds for rural entrepreneurs and tohelp start up and develop rural businesses.

For more information, visit:http://www.praxisnetwork.net/Default.htm

Crimewatch To reflect the ethnic make up of its community,Bradford has developed a friendship link withMirpur in Pakistan. Participants from the localauthority, West Yorkshire Police, the NHS, theeducation service and local businesses havetaken part in exchanges so as to learn from theircounterparts and understand each other'sculture. Exchange visits between the police forceshave helped officers to tackle crime in theYorkshire city.

A link has also been developed between theBradford Teaching Hospital's NHS Trust andMirpur District Hospital to develop health caresystems.

Contact Martin Baines at West Yorkshire Police:E-mail [email protected]

Bristol fashionBristol twinned with Hanover in 1947, when theGerman city was in ruins and its people starving.Initial contact involved sending food and clothingparcels, with the Hanovarians responding withconcerts and folk recitals as expressions ofthanks. The city is now a thriving centre forculture and trade fairs, but the relationshipcontinues with a variety of exchange activities,including school visits and an annual sportingexchange for junior tennis, gymnastics,badminton, squash and rowing.

As well as with Germany, Bristol now has thrivingpartnerships with China, France, Italy,Mozambique, Nicaragua and Portugal. Each l inkis managed by a community led forum and offersa wide range of activities from sport to culturaland education exchanges. As far as possible, thelinks are taken into schools so that students candiscover the different partners’ experiences andget more out of learning.

A special coordinator provides a focal point for allthe links, funded in part by Bristol City Counciland the University of the West of England.

For more information, visit:http://www.bristol-city.gov.uk/twin/intro.html


from all continents. Many, for instance, havediscovered a number of benefits from cultivatinglinks with the former Yugoslavia and helping torebuild the region's physical infrastructure as wellas confidence amongst the local people.

Other local authorities are motivated to developlinks further a field by a desire to cultivaterelationships with the country of origin of many oftheir residents. In multicultural communities with ahigh proportion of people from a specific region,increasing cultural understanding and generalawareness of their country of origin can contributeenormously to social cohesion.

The nature of a partnership is not important. It isthe quality of the activit ies and the outcomes andbenefits that count. Local authorities should havethe confidence to set their own boundaries interms of the nature, duration and location of theirpartnerships, secure in the knowledge that there isa clear rationale for this type of activity anddemonstrable benefits.

Local authorities now regard international workmore broadly. They are beginning to see theinternational dimension as a 'continuum', withinwhich al l forms of cooperation can exist, such aslarge scale EU funded projects, tradit ional towntwinning, community l inks, technical exchangesand development cooperation. More importantly,they are appreciating that all activities are valid andequal.

Currently, there are over 2,000 formal twinninglinks in the UK, 50% of which are with France and25% with Germany. The remaining 25% are with avariety of communities, including those in China,the USA and countr ies of the Commonwealth.These l inks are complemented by more informalpartnerships and project based activities, many ledby community groups, in particular with Africa, theCaribbean and the Indian sub-continent.

Bristol has formalpartnerships with China,France, Georgia, GermanyMozambique, Nicaraguaand Portugal


What's in it for localcommunities?

There are many reasons why UK local governmenthas taken such a leading role in internationalactivities over the years, not least because of theirdirect relevance and contribution to domesticpolicies, service delivery and corporate core values.However, local communities can gain a lot fromoverseas links, particularly if different parties areinvolved, such as schools and community groups.

As a provider of many key public services, localgovernment is wel l placed to help improve thesituation of people living elsewhere in the world.Listed below are some of the benefits provided byinternational cooperation.

Local authority benefitsImproving service del ivery and problem solvingComprehensive Performance Assessments look atcouncils' ability to adapt and improve. Havingoverseas links demonstrates an ability to learn fromthe best practice of others.

Sharing information and experience with overseaspartners can help local authorities improve thequality and cost effectiveness of their own services.Exchanges between council officers are often acheap and effective way of delivering technicalassistance and can be more sustainable than oneoff projects. They can allow local authorities to

compare approaches to solving particularproblems, and let members of staff learn from eachother over a period of time.

Increasing global and European awarenessGlobalisation means that local authorities areincreasingly required to work to European andinternational standards and operate in worldmarkets.

Access ing EU fundingEuropean Union funding programmes usuallyrequire local authorities to work with partners fromother countries. Established links, includingtwinning arrangements, provide an excellentsource of potential partners, enabling them tounlock funding for technical projects.

Staff development and trainingThrough the challenges associated with resolvingtechnical issues in a new environment, overseaspartnerships and twinning links can provideinnovative training opportunities for all levels ofstaff and in a number of subject areas, rangingfrom management development to practical ski l ls.A better understanding of another culture can alsohelp local authority officers and other professionalsto work more effectively within their owncommunity.

Member development and trainingElected members can also benefit from thepersonal development opportunities available as aresult of overseas partnerships. Council lors can usean international partnership to enhance their ownskills by exchanging experience with theircounterparts.

People to people benefitsPromoting tolerance and increasing understandingLocal authority partnerships put people fromdifferent countries and cultures together. Thisincreases their understanding of the world and canbroaden their horizons and help combat insularity.Importantly, it can promote tolerance and respect

Business before pleasureThe London Borough of Lewisham has workedwith its South African partner, EkurhuleniMetropolitan Municipality, to boost their localeconomies.

As one of the major provinces, responsible for athird of the South African economy, Ekurheleni hasbeen using its experience of working with smallbusinesses to help the London borough develop itscommunity enterprise. In turn, Lewisham hasshared its experience of ski l ls development withEkurheleni.

Contact Ivor Wells at Lewisham for details:E-mail [email protected]


for others, thereby combating racism andxenophobia.

Promoting stronger community partnershipsAs activit ies often involve a wide cross section ofthe community, international partnerships can alsohelp increase understanding between differentsectors at home, as well as between theinternational partners.

Councils can use partnership activity to motivatekey sections of the community, such as ethnicminorit ies, young people and disadvantagedgroups, who may not always be involved in localauthority activit ies or have contact abroad. Localauthorities can stimulate local interest and makelinks with overseas counterparts possible.

Looking at other communities often encouragespeople to look more closely at their ownenvironment and social structures. This, in turn, canboost civic pride, self esteem and confidence.

Enhancing youth activitiesOverseas partnerships can give young people theirfirst experience of l ife abroad. Youth exchanges orwork experience can not only prove enjoyable butcan also increase practical skil ls and enable youngpeople to compete more successful ly in the globalworkplace. Contact with foreign counterparts canprovide an environment in which young people canexplore social and political issues, deepening theirawareness and increasing their self confidence.

General benefitsPromoting community wel l beingBringing together counterpart organisations,experts and interest groups in health and socialwelfare can lead to improvements in social policyand community services and facil it ies. Sharingexpertise and experience on issues such asunemployment and drug and alcohol dependency,and comparing faci l it ies for the young and elderly

Ignorance isn't blissKirklees set out to use its 50 year old link with theFrench town of Besançon to enhance theeducation of its young people and as a way offighting the kind of intolerance caused byignorance. The council has involved schools, choirs,football teams, stamp collectors, post officeworkers, the junior Chamber of Commerce andmany others in activities to raise awareness of thetwo towns’ different cultures.

By hosting exchanges, Besançon also helpsHuddersfield students consolidate their languageskil ls and experience contemporary French life. Aspart of students' career development, workplacements have been set up with French lawyers,journalists and photographers, on a reciprocalbasis. The French and UK partners also joinedforces with German and Polish counterparts in aproject for young people to address xenophobiaand racism.

Contact Chris Rowe at Kirklees for detai ls:E-mail [email protected]

Young democratsAs part of the Local Government Association'sLocal Democracy Campaign, UK youthorganisations took part in an LGIB conference onthe role of international partnerships in promotinglocal democracy. Working with developingcountries on projects to alleviate poverty, and withother European countries on drug prevention hadenabled them to become more active in their localcommunities, participants heard. Young peoplefrom Rotterdam also explained how they had setup a support network for teenage mothers, whilstSwiss Youth Parliament representatives describedhow they had lobbied their national government tosecure better regulations to reduce environmentaldamage caused by the large volume of freightpassing through the country's major transport l ink.

For more information, visit:http://www.lgib.gov.uk/globalmark


can bring about changes at a local level that canmake a real difference to people's l ives.

Public awareness and learningTaking part in international partnerships can raisepublic consciousness and encourage debate onmajor global issues, such as the environment,racism or poverty. Partnerships can also be used asa learning tool for all age groups in understandingthe social, political, environmental and economicissues that face other parts of the world.

EducationInternational partnerships can enhance formal andinformal education and lifelong learning for allmembers of the community. By providing a realisticcontext for learning, local authority l inks bring textbooks to l ife and serve as a resource for manysubjects. Activities can be developed to relatedirectly to the national curriculum or an examsyllabus to improve educational achievement.Simply taking part in an overseas l ink can alsoboost key ski l ls such as communication andorganisation.

Economic and business developmentInternational partnerships allow small and largeorganisations, in both the public and private

Transport of delightSunderland Council has managed to secure majorfunding from the European Union for projectswhich relate directly to its corporate aims andobjectives. Working with counterpart authoritiesand transport providers in Norway, Scotland andSweden, the council has been looking at ways ofimproving local planning and transport l inks so asto make Sunderland more accessible, attractive,inclusive and prosperous.

For further information, contact Catherine Auld atSunderland:E-mail [email protected]

sectors, to explore potential economic benefits,through trade or the exchange of technicalknowledge to improve business efficiency andservice delivery. Tourism is recognised as a keycomponent of the economy of many areas, andoverseas partnerships can help promote an area.

Making a global difference UK local government has a great deal of expertisethat can help meet international agreed targets,such as the United Nations' MillenniumDevelopment Goals, which set out to improve thelives of people in the developing world. Localauthority services, such as public health andeducation, for instance, can be instrumental inalleviating poverty, gender inequality andenvironmental problems, although councils indeveloping countries may not always have thecapacity to deal with them.

Girl talkStockport already works with its internationalpartners on projects around vocational training,health care and services for disabled and olderpeople.

To mark the 2005 European Year of Citizenshipthrough Education, the council organised a visit toBrussels for the Stockport Young Women's Forum.Meetings with MEPs and sitt ing in on a debate onidentity cards at the Parl iament provided the groupwith a first hand look at European democracy inaction. This was followed up with a visit to theNorth West by the Forum's counterparts from theirGerman twin town Heilbronn, with the two groupscomparing notes on their experiences of domesticabuse, teenage pregnancy and giving women avoice in decision making.

For further information, contact Sue Shore atStockport:E-mail [email protected]


Beginning a link

Finding a partnerThere are many elements to consider beforegetting involved in an international partnership.Top of the l ist is choosing the right partner. Findinga suitable partner and developing a successful l inkrequires time and patience to get it right.

Authorities should give careful consideration to thefollowing questions:

• what do they want to achieve from thepartnership, both generally and specifically?

• do they want to work with a local authority orcommunity similar to their own, or can they gainfrom working with somewhere of a different size orwith different characteristics?

• how wil l they accommodate the expectations andaims of the potential partner?

• how will they work with their partner on a practicallevel? Are they able to communicate, can theyrespect each other's differences and can they reachcompromises and achieve all their aims?

Where to look for a partnerThe Local Government International Bureau canhelp by providing a partner search service for bothlong term and short term partners, working closelywith counterpart organisations in the rest ofEurope and around the world. Applications may bemade by local authorit ies or by community groupsthat have the approval of their local authority.

A s imple questionnaire must be completedproviding factual information about the applicantcommunity and details of the type of partnershipsought. This information is then compared with thelist of applications from overseas communitiesseeking UK partners and, once a match has beenmade, communities are put in contact with eachother. Further information about this service is availableby contacting the LGIB at:E-mail [email protected] Internet http://www.lgib.gov.uk/partners

Exploratory visitsPotential partners should make contact with eachother to check areas of common interest.Exploratory visits are a useful way to discussindividual aims and objectives for the partnership,and to ensure there is consensus on the wayforward. Before a visit, both sides should draw up alist of key questions and queries and undertakesome basic research on each other's culture. It isalso important to decide whether partners canwork with the individuals concerned on a detai ledproject. By tactfully asking searching questions andtaking photos and video footage of the area, thetwo sides should be able to decide whether theycan work together.

Deciding on a rationale Before entering into a partnership, both sidesshould have a clear idea about why they are doingso. This rationale, or vision, should also apply toexisting and long standing partnerships, wherethere needs to be an understanding of why the l inkis maintained. Linking the partnership's activities tothe authority's corporate plan and to thecommunity's priorit ies should enable the rest of theauthority to understand the relevance of theinternational activities.

International partnerships can relate to specificsubjects and consideration should be given to eachpartner's priorities and strengths. A partnership willwork well if areas of excellence or experience areidentif ied at the outset.

In addition to thinking about the specif ic needs ofthe community, there are many other generalstrategic viewpoints that could have an impact onthe partnership's rationale. For instance, theGovernment's Department for Education and Skil lshas produced an international strategyemphasising the need to instil a strong globaldimension into the learning experience of allchildren and young people. It also flags up toschools and colleges the need to equip employersand employees with the skil ls needed for a globaleconomy.


At a wider level, the European Union's so called'Lisbon strategy', which pledges to boost economicgrowth and create jobs also has a bearing on localgovernment. The strategy relates to areas that arecentral to local government's powers ofcommunity well being and its role as a major localemployer, including lifelong learning, active ageing,social inclusion and sustainable development.

Strategic planA strategic plan should be produced for allpartnerships. Whilst a charter or written agreementis generally used to celebrate or announce apartnership and refers to more general aims offostering friendship and understanding, a strategydocument should provide clear parameters andinform everyone of what the partners want toachieve and how they plan to achieve it.

Both partners should draw up the strategic plantogether. This is particularly important when thepartnership concerns development activities, as theplan should reflect what the development partnersreally need, rather than any western perception.Good partnerships should always work on the basisof discussion and agreement, as well as respect fordiffering points of view.

The plan should be accompanied by a t imetablewith deadlines for activities to take place and foraims to be accomplished, as well as a list of the

available and required resources. The strategyshould be regarded as an operational plan to guidedaily work programmes and should remain flexible,as it wil l inevitably have to respond to anyunforeseen and individual circumstances.

In addition to making a project more efficient andeffective, a strategic plan can contribute towardsfundraising efforts for the activities the partnersaim to pursue. Almost all institutional donorsrequire clear evidence of strategic planning andmany now require it in the form of a tabular logicalframework. This framework should bring togethereverything about the project in one place in a clear,concise and accessible way. The key thing aboutthis approach is that its emphasis is not so much onthe activities per se, but on their impact.

Finally, a strategic plan helps to inform othersabout the partnership, ensuring its activities aretransparent and also providing a publicity vehicle tobring in new partic ipants.

What is a strategic plan?

A strategic plan should consist of three sections:

• the aims and objectives of the partnership,encompassing all aspects of the localorganisation and community;

• a methodology, explaining how the aims andobjectives will be achieved; and

• a list of desired outcomes and benefits, providinga starting point for the project's review andevaluation. This will enable partners to include awide range of services and people.

Welcome in the hillsidesThe Welsh Assembly recognised the opportunitiespresented by the EU's 2004 enlargement topromote Wales commercially, culturally and as atop tourist destination. It therefore decided toforge links with the one of the smaller newmembers and with a region in one of the largercountries. The result is a thriving link with the Balticstate of Latvia, and with Upper Silesia in Poland.

The Assembly provides a clear steer to the l inks butensures that the partnerships are cascaded downto local authorities and other key organisations inWales. Activities with Upper Silesia have includedtrade missions, seminars on economic reform andjob creation, and a visit by the Polish EnvironmentMinister to water treatment plants in Cardiff. TheLativa l ink has focused on sustainable tourism andthe use of Structural Funds, as well as schoolpartnerships.

Contact Phil ip Bird at the Welsh Assembly:E-mail [email protected]


An example, giving somebrief suggestions for theformat of a strategic plan

Project summary Measurableindicators

Means ofverification

Importantassumptions

GOAL: Improvement in the

lives and livingconditions of poorhouseholds andcommunities in Malawi

- Communities haveincreased access to

sustainable basic services

- Programme evaluation- Observation analysis

- Comparisons againstagainst national countryplans

- Social and economicstability

- Community residents seevalue in the project - Central government isreceptive to the project goals

PURPOSE: Households andcommunity groups see a

reduct ion in unmetneeds throughimproved delivery ofappropriate basicservices

- Improvement in thequantity and quality of basicservices, falling under the

responsibility of localgovernment including:primary education, socialwelfare, public health,broader environmentalhealth and housingcompared to pre-programme levels

- Programme evaluation- Meeting minutes andreports

- Discussion with other civilsociety groups - Local level assessmentreports- Discussion with other localand central governmentrepresentatives- Visit reports- Group discussions with

community groups

- Stability of staffing in thecouncil

OUTPUTS:

(1)The local council isfunctioning effectivelyas a sustainable andrelevant instrument oflocal government

(2) The local council has

developed a clearsystem for communityengagement and isdemonstrating this

(1)

- The council has establishedplans in place- The council is workingtowards the delivery ofstrategic plans and is able tomonitor performanceagainst these plans - A reduction in unmetneeds at the community

level

(2)- Community groups havefull access to councilofficials who havemechanisms for consultingand responding to theirinput

(1)

- Written plans - Records of progressagainst plans withimproving trends

(2)- Interviews withcommunity groups.- Minutes of meetings and

activity records


In short, there are three main phases to creating aperfect partnership and each one requires equalattention and time: preparation, implementationand review.

While implementation may be seen to be the keypart to a partnership, careful and thoroughpreparation is vital before attempting any form ofactivity. Just as vital is the need to review activities,to evaluate and agree what worked well and learnfrom what didn't.

Celebration of success is also a key element anddisseminating this success to a wider audience willensure the project's sustainabil ity and longer termcommitment.

Preparation,implementation andreview

Steps to setting up a partnership

Understand the rationaleHave a clear rationale or vision for yourpartnership; understand what you wish toachieve from the l ink in the short, medium andlong term and an idea of how this can happen.

Ensure you have supportSecure strong and broad support for the l inkfrom local politicians, senior officers,pract it ioners and community members bycommunicating the rationale clearly, ensuring itreaches every part of the community.

Find a partnerEnsure compatibility by an exploratory visit.Check that you have enough in common tosustain a relationship. Decide on the type ofrelationship you seek: formal/informal/timelimited/focused on one issue. Scope the initialpossibilities for joint activities.

Formalise the relationshipMake the relationship official through anappropriate charter or agreement. Agree astrategy or work plan for your activities andprojects with your partner, together with fundingpossibilities and a flexible timetable.Communicate your aims and objectives to securesupport and participation by politicians, officersand the wider community and invite input.

Augment partnershipSet schedule for activities. Assign responsibilitiesfor each function. Plan, consult and inform.

Follow upMonitor activities, review procedures andimprove as necessary. Continue to communicateaims, objectives and achievements to the widercommunity.

Polishing up linksNottinghamshire's long standing l ink with thePolish city of Poznan has been developed on a'slowly but surely' basis and involves almost everyfacet of the community. Activities have rangedfrom school exchanges and projects involving thespecial needs sector, to technical exchanges in theareas of information technology and transport.

Recently, the link has focused on social cohesionand welfare. With the help of EU funding,Nottingham's police service has been training itsPolish counterparts in a community project thattakes them into schools to talk about drugaddiction. Social services practitioners have alsobeen developing joint child protection procedures.As a result, Nottinghamshire staff have been ableto appreciate different ways of tackling localproblems, their confidence has increased and thecounty's reputation has improved.

Contact Roger Howes at Nottinghamshire:E-mail [email protected]


Once there is a clear vision for the internationalwork, it will be important for this to becommunicated so as to gain broad backing for theplans. It is vital that partnership activities aresupported as widely as possible.

Political supportCouncil lors have been elected to serve thecommunity and decide on the way in which a localauthority operates. They therefore have a vital rolein guiding and supporting international work.Many have their own experience of internationalwork and can add a great deal of expertise tooverseas activities.

Cross party political support is needed for allinternational activities. Although the balance ofpol it ical power may change with elect ions,international partnerships should remain aboveparty politics.

In addition to adding political legitimacy tointernational work, the support of electedmembers is also important on a practical level inimplementing partnerships. The leaders of overseascommunities wil l almost certainly expect to meettheir counterparts in a UK local authority.

Senior officer supportIt is also important to enlist the support of chiefofficers, ensure that the vision is communicated toall areas of the local authority and that it is spreadto members of staff at different levels. One of theunique features of international partnership work isthat it is relevant to much of the work of anauthority, so it is vital that everyone is aware of thepotential benefits. This also applies to thecommunity at large.

The Society of Local Authority Chief Executives andSenior Managers (SOLACE) has its owninternational strategy and actively encouragespartnerships for staff development and for thebenefit of the local authority as a whole.

Further information is avai lable on the SOLACEwebsite at:http://www.solace.org.uk

If the aims of a partnership are explained in a clearand concise way, free of jargon and acronyms,more people should understand the authority'sinvolvement and give it their support. Other playerscan then be invited to contribute to the broaderstrategic plan.

External supportThere are a number of political organisations withexperience and expertise in the field ofinternational cooperation.

Securing support

Local Government Association positionElected members of the Local GovernmentAssociation have given polit ical support to twonational policies on international work, whichwere circulated to every local authority for themto consider and adopt.

In 2002, an LGA international developmentpolicy called on all local authorities to increasetheir involvement in development activities andto consider appointing an elected member andofficer responsible for internationaldevelopment. The policy was updated in 2005.

In 2003, the LGA explained the signif icance ofEU expansion to local authorities and askedthem to play a role in responding to thechallenges and opportunities this created.

The two papers can be accessed on the LGIBwebsite at:http://www.lgib.gov.uk/publications/pdf/International_development_strategy.pdfand http://www.lgib.gov.uk/media/EU_enlargement_posit ion.pdf


Council of European Municipalities and RegionsThe Council of European Municipal it ies andRegions (CEMR) is the pan-European localgovernment association. It has long been a staunchadvocate of international cooperation. The LGIBrepresents UK local authorit ies on the CEMR'sEurope-wide Twinning Network and North SouthNetwork, made up of representatives of thenational local authority associations. The networksmeet to discuss aspects of internationalcooperation in Europe and the developing world,and their main purpose is to develop a united voiceon behalf of European local government.

Further information is available online at:http://www.ccre.org

Committee of the Regions The UK is also represented at European level in theCommittee of the Regions, the EU body wherelocal and regional government representativesmeet to discuss European legislative proposals. Itsmembers are often will ing to be involved inEuropean and international activities.

Information about members in your region can befound on the LGIB website at:http://www.lgib.gov.uk/representation

European Parl iament Most Members of the European Parl iament (MEPs)appreciate the important role of twinning inEuropean integration and place significance onpeople to people contact in strengthening the EU.In recent years, MEPs have demonstrated theirsupport by reversing European Commission plansto reduce the twinning budget.

MEPs can be invited to take part in events,providing an expert view on a particular subject, orcan help generate interest in overseas activities.

More information is available online at: http://www.europarl.org.uk

European CommissionIn addition to the financial backing provided by theEuropean Commission, which is covered in the nextchapter, the Commission also awards Golden Starsfor outstanding twinning projects.

MPs and the GovernmentLocal MPs and members of the devolvedadministrations are often will ing to lend theirsupport for international partnerships or l inks andmay be happy to speak at an event or even toorganise a visit to Parliament or to an Assembly.

The Government and Brit ish Embassies abroad aresometimes able to help with events. The Foreignand Commonwealth Office has recently unveiled aGlobal Opportunities Fund, which can be used tosupport activities with other European countries,particularly those currently applying for EUmembership.

More information is available online at:http://www.fco.gov.uk

Golden starBasingstoke and Deane Counci l won the EuropeanCommission's Golden Twinning Star award for anexchange between British and French students intheir final year of school. The project wasdeveloped to show the town's young people thatthey can move freely within the EU to find work.

The students attended lessons and a recruitmentworkshop on preparing for interviews, undertook areal job interview with the council's recruitmentoffice, visited local companies and recruitmentagencies and interviewed the Mayor and othercouncil employees.

Contact Daniel Garnier at Basingstoke:E-mail [email protected]

Resourcing partnerships

StaffingFunding is an important element to internationalpartnerships. However, it's not just the budget forvisits and activities that requires properconsideration, but also the human resourcesneeded to manage the l inks efficiently andeffectively.

Ensuring adequate staffing for internationalactivities can pay dividends for local authorities.Staff should not be seen as a cost, but as animportant asset in ensuring that the most is gainedfrom partnerships. A well resourced team shouldbe able to seek external funding opportunities, andmake sure that partnerships are effectivelypromoted and communicated within the localauthority and throughout the community. Ifpartnerships are to be managed well, it isimportant to make a commitment to the staffinglevels.

When considering funding for projects, localauthorities should be creative and innovative.Internat ional work should not be seen assomething additional or over and above the workof local authorities, but as an integral part ofproviding the best possible public services andcreating the best environment.

Exist ing forms of funding can often be used forpartnership activit ies. Training and developmentbudgets for staff and elected members, forinstance, can be used to support internationalwork. Sending staff to work in locations overseascan sometimes work out to be as cheap as goingon training courses in the UK. The added bonus oftraining within an international partnership andworking alongside officers in different countries isthat staff will feel recognised and valued. They willhave the opportunity to learn new ways ofperforming their own tasks and the experience canendorse their own abilities and skil ls and thereforeincrease their confidence.

The involvement of councillors can have similarresults. Taking part in international activities canincrease their awareness, knowledge and abil ities,giving local polit icians new ideas about how toapproach services and represent constituents.International projects can also help promote UKlocal government and democracy.

Using existing budgetsIf the focus of an international partnership relatesdirectly to a specific theme, the dedicated budgetfor that service area could be used. For instance,the budget for child care services could be used foroverseas activities related to child care. Often,external consultants are brought in to deal withparticular issues, although it may be possible tofind similar solutions and ideas by working withpartners overseas and exchanging technicalexpertise.

Powers and funding If public money is involved, all expenditure has tostand up to the scrutiny of local governmentfinancial regulations, and all activities have todemonstrate a clear benefit to the community. It istherefore important to be aware of the legalguidelines relating to expenditure. Normalinternational or twinning activities pose no legalproblems and should be subject to the usual localgovernment rules. Therefore, as no specific rulesexist, common sense should be used and polit icalagreement sought where appropriate.

Under the Local Government Act 1972, localauthorities may pay for the travel and related costsof councillors making official and courtesy visitsoverseas and for the costs of officially receiving andentertaining guests. Authorities may also pay thecosts of members and officers attendingconferences or meetings, at home or abroad.

The legal position was greatly strengthened, andapplied to a wider range of internationaldevelopment cooperation, by the LocalGovernment (Overseas Assistance) Act 1993.



Under this Act, local authorities are empowered toprovide advice and assistance on any matter onwhich they have ski l l and experience to anyoverseas body carrying out local governmentrelated activities.

The Act sets out the maximum an authority canspend. There is no specific limit for assistance givenunder a scheme wholly or partly funded by theEuropean Commission, UK government or othermultinational organisation in which the UKgovernment participates, such as the UnitedNations. In all other cases, the financial l imitsexclude staffing costs and charges for services, andare based on local authority population figures. Forcultural, educational or similar town twinningactivities, the limit is set at twice the amount spent,or budgeted for, in the previous financial year.

In case of doubt, councils should seek legal advice.In practice, few authorities come close to the legalfinancial l imit, and in recent years there has beenno serious problem with funding twinning andinternational activities.

For more information on the Local Government(Overseas Assistance) Act 1993, visit:http://www.hmso.gov.uk/acts/acts1993/Ukpga_19930025_en_1.htm

Further advice is available on the LGIB website at:http://www.lgib.gov.uk/international/funding/legalities.html

Self funding, contributions in kind,sponsorship and fundraisingAlthough a blank cheque is helpful, funding forinternational partnerships can also take a numberof forms.

Self funded projects can be made more costeffective by using the local knowledge of partnersfor outgoing visits. Partners can advise of cheaperforms of transport and accommodation, and makeother cost saving recommendations. Home stayscan also be an option.

Contributions in kind should not beunderestimated and may be easier to obtain thanhard cash. Discounted rates of admission and freevenues and speakers can help keep down theoverall costs of hosting visits.

However, for many businesses, small and large,contributing to the local community is importantand some businesses already have their owncommunity strategy. To attract sponsorship for anoverseas partnership, it is necessary to provideinformation about planned activities in a clear,concise format. Promotional material should not betoo long and it should be eye catching andinteresting. The aims and objectives of the projectshould be explained and the benefits andbeneficiaries detailed.

Organisers need not be shy about saying what kindof contribution they are looking for. Sometimespeople are more willing to offer help if they knowtheir contribution will be limited to one specificactivity, such as help with the printing costs ofprogrammes, travel costs for people on lowincomes or hosting a reception or visit.

Businesses need to understand what they may gainby providing sponsorship. This may includeincreased publicity through the use of thecorporate logo on printed materials, sports shirts,banners etc or the opportunity to publicise thissupport in promotional materials, in-housemagazines and the local media.

If a partnership involves external communitygroups, fundraising through a variety of activitiescan yield impressive results. Although fundraisingrequires imagination and effort, the rewards canmore than outweigh the input. In addition toproviding financial resources, activities can promotethe partnership, helping to attract moreparticipants. Events can also increase knowledgeabout overseas partners and bring different groupsof people within a community closer together.Involving young people in fundraising is also a

good way of ensuring that they value the project. Ifthey have taken part in events to raise funds, theyare more l ikely to feel a greater sense ofinvolvement in the partnership.

Local resources and meansI t can be very useful to undertake an audit of localresources that could be used for internationalpartnership activities. These could includemuseums and other cultural attractions, publicbuildings, centres of excellence and local experts.

External fundingExternal forms of funding can complementpartnerships, even if they do not directly fit intoproject activities. For contact details, go to page 25.

British Council The British Council's Education and TrainingSection provides funding for European andinternational activities, such as curriculum relatedprojects, school l inks and teacher exchanges.

Connect Youth International This division of the British Council administers theEuropean Youth programme in the UK. It providesfunding for international youth activities and theEuropean Voluntary Service. A network of regionalcoordinators provides advice on programmes.

Commonwealth Youth Exchange Counci l This is a national voluntary youth organisation thatpromotes contact between groups of young peoplein the UK and Commonwealth countries throughexchange visits. It works closely with the statutoryand voluntary youth service and schoolsthroughout the UK.

Development Education CentresThese independent local centres across the UKsupport teachers, youth workers, communityeducators, higher education institutions andstudents in learning about global and sustainabledevelopment issues. They are run by theDevelopment Education Association.


UK Trade and Investment This is a collaboration between the Government'sForeign and Commonwealth Office and theDepartment for Trade and Industry. It providescountry-specific information on markets indifferent regions and can help fund trade missions.

European Commission Since 1989, the European Commission hassupported town twinning by giving grants forvarious initiatives. The next generation of fundingprogrammes is due to start in 2007 and its details

Great wall of ChesterChester's international activities bring in a varietyof inward investment. A project to reinvigorate theriver and canal has recouped more than £600,000,for instance, and the city's ability to accessEuropean funding has been acknowledged by theAudit Commission through its ComprehensivePerformance Assessment.

An EU funded conservation project with Lalitpur, inNepal, has looked at how to preserve and displayarcheological and heritage treasures, with the aimof attracting more tourism and income for thefuture.

The city's work as part of the International WalledTowns Friendship Circle, which also includesmembers from France, Germany and Italy, has beenrecognised by the Council of Europe through itsprestigious European Flag of Honour award. Thenetwork enables staff to develop theirunderstanding of the historical and cultural aspectsof l iving in a historic walled town, and to worktogether on tourism marketing strategies. Chesteris also involved in a joint project aimed atproducing best practice guides on issues affectingthe successful management of historic walledtowns, such as transport, conservation and spatialplanning.

Contact Chris Lines at Chester:E-mail [email protected]


are currently under review. There are plans toincorporate the twinning programme withinfunding designated to encourage people to take agreater interest in EU affairs.

EuropeAid EuropeAid is the European Commissiondepartment that provides information on fundingprogrammes for international cooperation.

Other bodiesThere are a number of other organisations thatmay be able to help authorities develop theiroverseas partnerships, although none providefunding. They include the pan-European localgovernment association, the Counci l of EuropeanMunicipalities and Regions; the Eurocities networkof European cit ies; and the world local governmentbody, United Cities and Local Governments.

Schools and young peopleInternational partnerships can be an excellent wayof broadening the minds of young people, whetherthey are organised formally through organisationssuch as schools and college, or through voluntarysocial groups such as youth clubs and scout groups.

Giving young people the opportunity to see forthemselves how people l ive in another country canbring tremendous benefits, beyond the obviousoccasion to learn another language. For instance, ifthe partnership activities are open to everyonewithin a community, they could provide valuableexperiences for those who might not otherwisehave the opportunity to travel or learn anotherlanguage. Similarly, exchange visits can give youngpeople first hand experience of how other societiesfunction and overcome stereotypes. On a practicallevel, international activities can contribute directlyto many subjects within the national curriculum,build self confidence and develop new skil ls.

Taking part in a partnership can also be an excellentway of showing how many local issues have globaldimension, for instance by looking at the food andclothes we buy. Local youth councils now exist in

many communities across Europe and aredeveloping l inks themselves, enabling youngpeople to see from each other how to play aneffective part in their own community andinfluence local decision making.

Although some schools and colleges take part insuccessful exchanges independently of the localauthority, there can be additional benefits fromusing an existing local authority l ink. For instance,the range of contacts may be more diverse andprovide scope for different types of projects.However, the level and nature of a local authority'srelationship with the education sector wil l dependon whether it has direct responsibil ity for educationand can influence the way in which the Europeanand international dimension is covered in localschools. The situation is also different in NorthernIreland, where education is the responsibility ofEducation and Library Boards.

For more information on young people and localdemocracy, visit: http://www.lgib.gov.uk/globalmark

Virtual linksOverseas partnerships need not always involvetravel. Information technology, such as e-mails andfax messages, can be cost effective and providesimple ways of maintaining contact, and someorganisations use video links to stay in touch.

Obviously, the success of these 'virtual' l inks isdependent upon the availabil ity and quality ofinformation technology facil it ies in bothcommunities.

The British Council's Central Bureau providesadvice and ideas on using information technologyin international educational partnerships. Forprimary schools, for instance, an 'envoy' or'mascot' in the form of a soft toy is sometimesused to exchange information. Children can thento pose their questions about the overseascommunity to the envoy, and the answers arerelayed back in the same way.


The practicalities ofpartnership

Managing partnershipsI t is vital that al l officers, members and othersfunded from the public purse who take part ininternational partnership activities abide by highstandards of conduct at all t imes.

Council members are subject to individual localauthority codes of conduct, based on a new modelcode of conduct. Similarly, there is also a code ofconduct for local authority employees, which formspart of the standard terms of conduct foremployment. Both the codes apply whenever theindividual is undertaking official duties. The keymessage for overseas partnerships is therefore, thatcodes of conduct will apply when local authorityrepresentatives are overseas and must be carefullyobserved.

The guidance provided here is not comprehensiveor definitive, but takes account of the approachtaken by these codes.

Financial accountabilityLocal authorities should ensure that there is aprocedure in place to demonstrate that carefulconsideration has been given to every financialtransaction, particularly in the case of expenditurerelating to travel and accommodation. For officerand member participation, there should be aprocess to explain the reasons for the visit/meetingand the benefits to be gained.

Travel costsLocal authorit ies need to decide their policy forexpenditure relating to overseas partnerships andtwinning links. For example, whether all travelshould be economy class, or whether business classtravel is acceptable and, if so, subject to what rules.Government departments, for example, have rulesthat permit civil servants to travel business class ifthe journey is longer than a specified number ofhours. Local authorities need to set and followsimilar rules, and be willing to justify expenditure.

Hotel costs Where it is necessary to use hotels, local authorit iesneed to have a policy on the type and price range,though the position differs from country to countryand continent to continent. Within Europe, there isusually a reasonable choice of mid-range hotels,but in some developing countries the only realisticoption may be a relatively expensive 'western style'hotel. The golden rule is to be reasonable.

Occasionally, the issue arises about a member onofficial duty wishing to be accompanied by spouseor partner who has no formal role. It is, of course,for the councillor to understand that he or she isresponsible for all the additional costs that arise,however minor, and that he or she must be wil l ingto justify the position, if comment or criticism is

Far and wideGlasgow's involvement in international policybegan in the 1980s as part of an attempt to bemore proactive in internationalising the city. Keento attract new settlers and investment and todevelop local businesses, partnerships were formedwith commercially strategic cities such asNuremberg in Germany, Turin in Italy and Rostov onDon in Russia. Since then, the city has forged linkswith counterparts in countries such as China andPakistan whose economies are growing.

By raising the city's profile through its partnerships,Glasgow has been able to capitalise on thesignificant contribution of business tourism.However, culture and social welfare are otherfacets of cooperation, with Glasgow's socialservices leading on an EU funded project with itsRussian partners to tackle drug addiction.

Glasgow is now working with Li longe, in Malawi,on water sanitation and health education, and iscurrently supporting a maternity wing for the careof premature babies and new mothers and infants.

Contact Marjukka Fryer at Glasgow:E-mail [email protected]


made later. The authority also needs to be clearabout what, if any, incidental expenditure on hotelbills will be met. Normally, all extras should be paidfor personally, and not charged to the authority,apart from reasonable subsistence costs. A degreeof judgement and discretion is required for suchcases.

Meals and subsistenceLocal authorit ies may pay an agreed sum forsubsistence where this is not covered by the hostauthority, or reimburse expenditure for meals andrefreshments. It may be useful to give generalguidance on the financial l imits, though costs do

vary greatly between towns and countries. Incertain situations, for example, if a meal costs morethan a specified limit of, say, £30, local authoritiesmay ask individuals to meet the differencethemselves.

HospitalityIn any formal visit to another country, there isusually some hospitality, in the form of receptions,meals etc. If this is provided by a public sector body,no difficulties arise. However, if given by a privatecompany, this may need to be declared in theauthority's register of hospitality, even though themember or officer is formally representing theauthority. If in doubt, authorities should seekguidance from their Chief Executive or Solicitor.Though it is unlikely to occur in the context oftwinning, those taking part should take care thathospitality is not used or accepted in a way thatcould cause criticism later.

GiftsIn many cultures, giving or exchanging gifts is notonly normal but also required. It is often consideredrude not to accept, or to show reluctance toaccept, even relatively generous gifts. Whilst giftsof purely nominal value may be kept by therecipient, any more substantial or valuable onesshould, on return, be given to the authority. Allgifts should be recorded in the authority's registerof gifts and hospitality.

Safe twinning for young peopleLeicester City Council has collaborated with theNSPCC to produce a publication entitled Safetwinning - child protection policy and guidance.

For information about the book, contactSandra Rieger at Leicester City Council: Tel 0116 252 6756E-mail [email protected]

Young at heartWolverhampton has made sure its internationalactivities involve the whole community, from localschools, council departments, the chamber ofcommerce and businesses and communityorganisations. Recognising the importance ofsecuring political support, it has appointed acouncil lor to 'champion' European andinternational work, promote activit ies and ensurethere is a clear link with the council's objectives.

Wolverhampton's newly qualif ied English languageassistants are now able to study for aninternationally recognised qualification and find aplacement in Hungarian schools, thanks to thecity's l ink with the Budapest suburb of Kobanya.Following the scheme's success, it has beenextended to schools in Walbrzych in Poland andSubotica in Serbia, Wolverhampton's other partnercities. Other activit ies between the partners haveincluded school summer camps for youngsters.

The council's international l inks were also the focusof a competition organised for local schools. Youngpeople were asked to come up with a rationale forWolverhampton's overseas partnerships, whichresulted in some comprehensive and impassionedendorsement.

Contact Julia Speht at Wolverhampton:E-mail [email protected]


Before any visit, consideration should be given as towhether to take gifts to the key people, especiallyat any main formal reception. These can be goodquality and yet inexpensive gifts, which have beencustomised to reflect the visiting authority. Localbusinesses can often be encouraged to producespecial editions of local produce or products, suchas lace or pottery.

Once the authority's code of conduct has beenagreed, the levels above which gifts should beregistered or, in the case of more valuable gifts,given to the authority, will be specified.

Risk assessmentPartnerships will only be perfect if everyone's minds are at rest regarding the potential risks. It istherefore imperative to take the necessarymeasures to protect the interests and safety of allinvolved. The first step should be to discuss theimplications of the partnership with the localauthority's Legal/Insurance section and provideinformation about all partnership activities both athome and overseas. Any partnership should haveinsurance cover for travelling, and public liabilitycover for all activities and events. This applies to allcategories of personnel, including officers, electedmembers and school children. In most cases thiscan be incorporated relatively easily into existingpolicies, but information about all activities must begiven.

Usual health and safety inspections also apply toany placements or activities relating to partnershipactivities.

Young peopleInvolving schools and young people in internationalpartnerships is often quite daunting because of thesafety implications. While safety is of paramountimportance, if adequate measures are taken itshould sti l l be possible to have youth participation. Firstly, written consent from parents or guardiansshould be obtained for al l chi ldren taking part inexchange visits from both the guest and host

Young people: safety tips

• Make sure that young people are fully preparedbefore the visit by discussing and providinginformation on practical issues, language andculture;

• Agree an acceptable code of behaviour with theyoung people, their parents/guardians and thoseleading the exchange. Make this the basis of acontract for all partners to sign;

• Make sure the counterpart organisers are clearabout the young people's requirements;

• Ask the organisers to provide full details aboutthe programme and accommodation for theduration of the visit;

• Ensure procedures are in place to check on theyoung people's well being at the beginning ofthe visit and at separate intervals throughout thestay; and

• Give the young people full contact details of thedesignated visit coordinators and information onwhat to do in the event of difficulties.

towns. It is important that parents and guardiansgive their permission, not only for particularactivit ies such as work experience or sports, butalso for when the young people are travelling, areunsupervised and for outside normal school hours.

Safety of young people is a complex issue andthere are many sources of advice, ranging fromSocial Services Child Protection Units and thepolice, to local education authorities, schoolgoverning bodies and voluntary organisations suchas the Guide Association.

When children and young people are involved intransnational and twinning activities, there shouldbe an agreed policy, and advice should always betaken from the appropriate bodies.

Town twinning and international l inks are easy preyfor journalists looking for negative stories. At thesame t ime good communicat ion with the media,partners and with the local community areimportant to make an international partnership asuccess.

Many authorities produce a newsletter informingthe local community about what is happening witha link or create a special area of their websitededicated to their partnerships. One option couldbe to target specific information at certain groupswithin the community, such as young people orsports enthusiasts. Also for consideration are thevarious ways of communicating information, frompublic notice boards to text messaging.

Any newsletter or bulletin should be easy to readand understand. This is particularly important withoverseas partners where there may be cultural andlanguage differences. Lastly, but most importantly,it is vital to be clear and frank in any approach.

Managing the mediaLocal authority press officers are experts in mediarelations and can offer useful contacts and advice.Most media work relating to international activitiesis likely to be proactive, rather than reactive andhow much media coverage a l ink gets is up to theorganisers. However, there are a number of ways alocal authority or community association can improve its chances of gaining the most positivemedia coverage possible.


Nominating someone who is a confident speakerand can answer enquiries about international l inksis very important. However, it is wise to get acouncil lor who is involved in the international l inkto agree to be its spokesperson, and to let thecouncil's press office know this.

The most obvious way of promoting partnershipactivities is through press releases. Timing isimportant and, in general, press releases should beissued by 11am to daily news sources, by Thursdaymorning for the Sunday newspapers, and on aFriday or Monday for the local governmentweeklies. Most media prefer press releases to be e-mailed as text.

Sometimes it is necessary to consider what else isgoing on in the local authority before a pressrelease is sent out. Though councils know that theirEuropean and international work is worthwhile,sending out a press release about, say, links inSouth Africa the same week as the authorityannounces council tax rises is asking for trouble.

An alternative is for a councillor to take a journalistwith them to an event. If budgets do not al low this,it may be possible to persuade one to interviewsomeone about the event.

Feature articles are a more certain means ofobtaining media coverage. It is important thatanyone hoping to have an article published soundsout their intended media about whether theywould be interested in a feature on a particularissue. Also, checking beforehand means that apiece can be written to fit the publication. There isnothing more disheartening for an editor than tohave to rewrite a piece, cutting it in half, or for thewriter to see his or her finely crafted text reducedto 500 words when it's printed.

Finally, a picture can paint a thousand words, butonly if it is of high quality and, preferably, showingthe practical benefits of the project. Images canalso be included on the authority’s website forfuture reference.

Communication and themedia

Media savvyThe London Borough of Croydon took an unusualapproach to tackling media criticism of its l ink withKungwini in South Africa: it invited the localnewspaper's business editor on a trade mission.Seeing the project f irst hand enabled the paper tokeep the electorate informed about the l ink andverify that visits were not mere 'jollies'.

Contact Helen Mason at Croydon:E-mail [email protected]


Re-energising a partnership

Some longstanding partnerships can benefit from afresh boost of energy. It is not necessary to dismissa partnership simply because it has been inactive inrecent years. For those established more than adecade ago, particularly those set up in the yearsimmediately after World War II, the peopleresponsible for setting up the l ink may no longer beable to drive the link and create new interest.Encouraging young people to become involved isalso a challenge, but very important if the link is tosurvive.

The experiences of some local authorities suggest anumber of ways of revital ising an old l ink.

Re-educating the massesFor some people, the concept of twinning is eitherunknown or completely misunderstood. To increaseinterest, it is necessary to explain exactly what thetwinning link is about. Actively promoting itsdynamic and wide ranging aspects wil l help.Organisers should use every available opportunityto stage exhibit ions that may be seen by membersof the community, community groups, schools,colleges, religious institutions and business groups.It is vital that it is clear that anyone can getinvolved.

Making it relevantActivit ies need to be relevant. Most twinning l inkswere formed on the basis of fr iendship and cultureand, while these values should underpin all l inks,t imes have moved on and twinning, l ike al l otheraspects of society, must reflect current trends andpriorities.

Giving people what they wantConsulting within the community and invit ingsuggestions for activit ies can only help make a l inkmore appealing to local people. Involving a widerange of members of the local population directlyin designing and running projects can make adifference to how people feel about a l ink.

Giving young people a voiceTo get young people involved, a link should includeactivities that interest them. Computer projectssuch as cyber cafés and website creation arepopular. Sporting and musical events tend toattract young people, as do certain workexperience and training related activities. Youngpeople should have a say in what activities will bepart of a l ink's programme of events and should beinvolved at every step.

Targeting new membersIf particular groups within a community are notrepresented in twinning activities, they can betargeted directly. Information about the l ink shouldbe publicised as widely as possible, in leisurecentres, libraries, community halls and localauthority buildings.

Marketing and rebranding l inksIn an age when manufacturers are happy tojettison familiar product names for younger, slickeror more international names, twinning organisersneed not be afraid to do the same with a l ink.Although twinning is an accepted moniker forinternational l inks, some people may be confusedby it or think of it negatively. Renaming orrebranding a link to make its aims and objectiveseasier to understand can help overcome this.

New partnerships overseasIt is worth considering setting up a link with adeveloping country or one of the EU's newMember States from Central and Eastern Europe.Alternatively, a three way partnership with anexisting partner and another country may proveattractive, especially if the two overseas countrieshave traditionally been at odds with each other andthe partnership can help improve theirunderstanding of each other.

New partnerships at home As part of the re-energising process, organisers canuse the opportunity to look for new partners orsponsors within the local community, such as largebusinesses or academic institutions. This is an idealopportunity to make new al l iances at home.


The Local GovernmentInternational Bureau

The Local Government International Bureau, orLGIB for short, functions as the European andinternational arm of the Local GovernmentAssociation (LGA) for England and Wales andrepresents the Northern Ireland Local GovernmentAssociation (NILGA). It also acts as the all UKmember of international organisations, inparticular the Council of European Municipalit iesand Regions, the pan-European association ofnational local authority associations, and the newworld local government body, United Cities andLocal Governments.

The LGIB has a board of Directors made up ofelected council lors appointed by the LocalGovernment Association and NILGA, and policydirection is provided by the LGA's European andInternational Panel of elected councillors.

How the LGIB can helpThe Local Government International Bureau seeksto promote and facilitate all forms of internationalcooperation involving UK local government. Inaddition to publicising international activities, theLGIB provides support through the followingservices:

Through its website, which carries information oninternational partnerships and programmes. It hasa partner search facility for formal twinning linksand international projects and a database of UKtwinning l inks. The database can be searched bycountry or by the name of the town, county orregion to find out which communities are twinned.

The organisation publishes regular newsletters andpublications on funding, policy and currentactivities. 'European Information Service', theLGIB's magazine on European affairs, carries detailsof EU policy and funding developments and offersan e-mail alert system for calls for applications forfinancing international work. A free trialsubscription is available by contacting the LGIB:E-mail [email protected]

'InterAction', the LGIB'sbimonthly newsletter oninternational projects, isavailable free of charge toanyone interested intwinning and overseaspartnerships

The LGIB acts as an information resource onEuropean and international local governmentnetworks and associations. It also encourages realand virtual networks, organising meetings on aparticular topic or geographical area, such asinternational development or Central and EasternEurope, and holds seminars and conferences oninnovation and good practice. The LGIB provides aforum for local authority staff working in Europeanand international affairs, though its EuropeanOfficer and International Cooperation Officernetworks.

It is also the secretariat for the UK LocalGovernment All iance for InternationalDevelopment and can provide more informationabout local authority work with developingcountries on the All iance's website at:http://www.lgib.gov.uk/lg-alliance

The organisation actively lobbies the Europeaninstitutions and government departments. In termsof twinning, it does this, for example, by meetingEuropean Commission officials as part of theCouncil of European Municipalities and Regions'European Twinning Officers Network to argue formaintaining and increasing the twinning grant, andto influence the application procedures and criteria.It also plays an active role in the CEMR North SouthLinks Network.

If you would l ike advice or information oninternational partnerships and twinning, or to tellus about the projects in your community, contact:

International Partnerships and ProgrammesLocal Government International BureauLocal Government HouseSmith SquareLondon SWlP 3HZ

E-mail [email protected] http://www.lgib.gov.uk

Other useful organisationsand networks

British Council offices in the UKTel 028 9024 8220 (Belfast)Tel 02920 397346 (Cardiff)Tel 0131 524 5700 (Edinburgh)Tel 020 7389 4386-7 (London)Internet http://www.britishcouncil.org/learning

Commonwealth Local Government ForumTel 020 7934 9690E-mail [email protected] http://www.clgf.org.uk

Commonwealth Youth Exchange CouncilTel 020 7498 6151 E-mail [email protected] http://www.cyec.org.uk

Connect Youth InternationalTel 020 7389 4030E-mail [email protected]://www.connectyouthinternational.com

Development Education AssociationTel 020 7490 8108E-mail [email protected] http://www.dea.org.uk

EuropeAidE-mail [email protected]://www.europa.eu.int/comm/europeaid/ index_en.htm

EurocitiesTe l 00 32 2 552 0888E-mail [email protected] http://www.eurocities.org

Foreign and Commonwealth OfficeTel 020 7008 1500Internet http://www.fco.gov.uk

Global GatewayTel 0161 957 7755E-mail [email protected] http://www.globalgateway.org

Local Government International BureauTel 020 7664 3100Fax 020 7664 3128E-mail [email protected] http://www.lgib.gov.uk

Network of European Metropolitan Regionsand Areas (METREX)Tel 01292 317074E-mail [email protected] http://www.eurometrex.org/EN/index.asp

Sister Cities InternationalTel 00 1 202 347 8630E-mail [email protected] http://www.sister-cities.org

UK Local Government Alliance forInternational DevelopmentTel 020 7664 3102Fax 020 7664 3128E-mail [email protected] http://www.lg-all iance.org

UK One World Linking Association (UKOWLA)Tel 01672 861001E-mail [email protected] Internet http://www.ukowla.org.uk


Contact the Local Government International Bureau atLocal Government House, Smith Square, London SW1P 3HZTel 020 7664 3100 Fax 020 7664 3128

LocalGovernmentInternational

Bureau

Finding the perfect partner is never easy - sometimesyou have nothing in common, sometimescommunication is difficult and sometimes you havedifferent expectations. But, when it works, therelationship can bring the partners new ideas, differentexperiences and shared assets. Internationalcooperation involving local authorities is not thatdifferent and more and more authorities are forminglinks around the world.

Whether you're involved in a formal twinning or a project basedaround an international partnership, this handbook is for you.

This new, updated edition of 'Take your partners' recognises thatlocal authorit ies are now entering into different and more complextypes of cooperative arrangements. It explains the benefits ofinternational activities for the local community and offers advice onfinding the resources to make international partnerships possible.

As the world becomes more interconnected and interdependent,overseas partnerships can often help communities innovate and lookoutside their traditional boundaries. This booklet offers advice onhow to set up and manage a partnership and how to reinvigorateone that has gone quiet, and case studies provide real examples ofthe variety of partnerships that have made a difference to authoritiesacross the UK.

For more information about the Local GovernmentInternational Bureau, vist our website atwww.lgib.gov.uk

Take your partners: The local authority handbook oninternational partnerships

Documents

International Report number 10 Local - Lymington Twinninglymingtontwinning.weebly.com/uploads/6/7/5/2/6752968/take_your_partners.pdfInternational Report number 10 Local Government