INTERNATIONAL RELATIONS POLICY
Approval Date:
Review Date:
Author:
Responsible Director:
1.
Suzie Mansell, Manager, Community Partnerships
Natalie
Jacobson,
Coordinator
Inclusive
Communities
Pauline Gordon,
Director Community Wellbeing
PURPOSE
The City of Greater Bendigo’s (CoGB) International Relations Policy provides an
overarching framework for the City’s engagement in the international arena. This
policy relates to different types of international relationships the City may engage in
which may serve a variety of interests of the City. The Policy aims to increase
accountability to the Greater Bendigo community and confidence in the social,
cultural and economic value of the City’s involvement with international partners.
The Policy includes an assessment tool that provides a methodological decision
making process to determine the strategic importance of formal relationships.
“Formal” international relationships are those that involve formal agreements
between the City and the international partner, are likely to be long term, and
require significant CoGB resources. Therefore the policy will provide guidance to
determine which relationships are relevant and warrant the allocation of CoGB
resources.
2.
POLICY CONTEXT
The degree to which a local government authority effectively engages in the
international arena influences its strength and success as a municipality. The City of
Greater Bendigo’s International Relations Policy seeks to guide international
engagement to ensure that Greater Bendigo is well-placed to take full advantage of
the economic, cultural and educational opportunities presented by globalization and
to assist us to understand the mutually beneficial opportunities that may arise from
such an engagement. This will involve a transition to a dynamic and integrated
network of relationships that benefit the community, which may be supported and
strengthened by CoGB involvement.
Demographics
The population in Greater Bendigo is growing rapidly and, in turn, becoming
increasingly culturally diverse. Most recent census information (2011) indicates that
there are currently in excess of 6,300 residents born in a country other than
Australia. This represents a 26.2% increase in the number of Bendigo residents born
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overseas, with residents from a non-English speaking background increasing by 43.4%
since 2006. Thus, future growth strategies of COGB must be developed with a view
to attracting, supporting and celebrating migrants and emerging migrant communities
and embracing the economic, social and cultural opportunities they present.
Education
Greater Bendigo is becoming known as an ‘Education City’, hosting increasing
numbers of international students through La Trobe University, Bendigo TAFE and
numerous secondary education providers. The unique courses offered in Greater
Bendigo have seen increases in full-fee paying international students, contributing to
Bendigo both culturally and economically. Bendigo education providers have
established strong ties with international institutions and are well placed to support
CoGB’s connections, facilitate exchange and mutual capacity building.
Tourism
With tourism worth $1.7 million per day to the region, leveraging international
relationships to promote Greater Bendigo is opportune. The Golden Dragon
Museum, Chinese Gardens and Joss House continue to attract visitors whilst also
providing strong genealogical links with Southern China. The establishment of the
Great Stupa of Universal Compassion has seen an increase in tourism from Asian
countries, and the region’s Food & Wine industries are attracting increasing numbers
of Malaysian and Singaporean visitors. International connections have also been
forged though the City Futures Directorate, securing numerous world renowned
exhibitions which have raised Bendigo’s profile as a centre of Arts and Culture.
Economic Development
CoGB recognises that in order to compete in an increasingly connected marketplace,
it is imperative that Bendigo position itself as a sophisticated, innovative and
welcoming city. Manufacturing delivers the highest proportional contribution of value
adding to the Bendigo Economy. International relationships support economic
development by providing opportunities for local industry to expand their reach into
international markets, supporting trade alliances and facilitating knowledge and
technical exchanges. City-to-city strategic relationships provide Bendigo with a level
of trust and credibility which can be leveraged through international agreements to
sustain Bendigo as an attractive investment location and a welcoming place to do
business.
3.
SCOPE
This policy is to be applied to all international relationships in which CoGB engages.
These relationships may differ in purpose, duration and resource implications. This
policy acknowledges that there is a multitude of relationships within Greater Bendigo
that community groups and bodies have with international partners that operate
independently of this policy. If such groups seek support from CoGB then this policy
will be applied to determine the value of CoGB’s involvement.
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4.
KEY PRINCIPLES
The degree to which international relationships will be deemed strategic and
therefore warrant involvement by the City depends on the extent that they
contribute to the Council Plan and international relation principles outlined in this
section.
The Council Plan
The International Relations Policy supports the strategic direction of the CoGB as
outlined in the Council Plan 2013-2017. The themes and related objectives in the
Council Plan should be used to assess and review international opportunities and
relationships. The following themes are particularly relevant:
Liveability
International relationships provide the opportunity to contribute to the diversity and
cultural richness of the community, for example through arts, our vibrant Chinese
history, the diverse restaurants, religious groups and our international students
These foster values of tolerance, compassion and understanding within the broader
community.
Productivity
International relationships support economic productivity in a multitude of ways.
These include, supporting tourism and major events, attracting skilled migration,
fostering creativity in industries and increasing the capacity for new ideas, transfer of
knowledge, skills and technology and providing opportunities and access to
international markets for trade in such sectors as manufacturing and agriculture.
Good Governance and Decision-Making
Good governance and decision making relate to defining the role of CoGB in
international relationships, governing structures of international relationships and the
allocation of CoGB resources. Decisions on allocating Council resources toward
international relations must be made with confidence that the community derives
sufficient social, cultural and economic value and that the allocation of resources is
transparent and accountable.
International Relations Principles
International relationships and the way they are managed should reflect the following
principles:
Relevance and coherence
This relates to relationships that reflect the interests of CoGB and are responsive to
the wider social and political context. International relationships should be in
accordance with CoGB plans, policies and values and other interests. International
relationships and this policy will be considered in conjunction with relevant State and
Federal Government policies and initiatives.
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Community Engagement
This relates to the level of community engagement in the development, participation
and management of international relationships and the benefits the community reaps
from such relationships. The community includes all sectors such as education,
business, arts and sport and recreation.
Reciprocity
This relates to a partnership approach and refers to the mutual understanding of the
investment into the relationship between the international parties and the potential
mutual benefits. Benefits may be of a different nature, e.g., regarding humanitarian
purposes a benefit for the local community may be the opportunity to give or help
and the benefit for the recipient is that they received desired assistance. It relates to
mutual respect of sovereignty and self-determination of each international party.
Optimising Potential
This refers to capitalising on existing international relationships of CoGB or within
Greater Bendigo to meet varying purposes and interests and relates to working
efficiently and optimising opportunities within resource limitations.
5.
PROCEDURES
AND
RELATIONSHIPS
IMPLEMENTATION
FOR
FORMAL
Some international relationships may warrant formalisation. Formal relationships
are those that the Council enters into a formal agreement for a longer term
relationship (such as a Sister City relationship) with an international party and/or
require significant CoGB resources. Such resources include CoGB staff, funds or
other forms of support. The City of Greater Bendigo will consider all proposals to
establish international connections. The remainder of this section will describe the
process for developing and maintaining formal relationships.
Stage One: Making a Proposal
Proposals for CoGB to engage in and support international relationships may be
made by a range of stakeholders, including but not limited to:
 City of Greater Bendigo Council
 Representatives of government
 Non-Government Organisations
 Local community groups and committees
 Incorporated organisations
 Arts and cultural institutions
 Educational institutions
 Corporate and business sector
Proposals should include:
 Evidence addressing key elements of the Assessment Tool (section 7)
 A framework for the ongoing management of the relationship
 The proposed role of CoGB in supporting and managing the relationship.
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Proposals are to be recorded on the application form ( Attachment 2) and directed
in writing to the Manager, Executive Services. The application will then be assessed
by a panel of relevant CoGB Officers and community representatives.
Stage Two: Assessment of Proposal
On receipt of the application the Executive Services Manager will convene a panel .
The panel may include internal and external members. Consideration should be
given to; expertise of the international party or type of relationship and conflicts of
interest. The panel will evaluate the proposal using the Assessment Tool with
weighting to be based on the strength of the supporting evidence contained in the
proposal, of which must be verified. Subsequently the relevant officer will prepare a
council report including recommendations as to the relationship’s suitability for
formal endorsement by CoGB and how CoGB resources and support will add value
to the desired outcomes of the relationship.
Consultation with relevant stakeholders is required prior to formal endorsement of
the relationship. This may include the involvement of:




Relevant Council Directorates
Relevant local industry representatives
Educational institutions
Cultural associations and community groups
Stage Three: Process if Proposal Approved
If formally endorsement by Council:
 The relationship will be formally managed through contract, memorandum of
understanding or project-based agreement.
 The relevant agreement will indicate the nature of the relationship and ongoing
management arrangements.
 The relevant agreement will include a timeframe and mechanism to review the
relationship and termination protocols.
Formal international relationships can present a number of intercultural complexities,
logistical challenges and at times ethical dilemmas. Once formalised, they can prove
difficult to terminate or exit. Therefore, a trial period prior to becoming formalised
by signing relevant agreements may be deemed appropriate to ensure compliance
with the principles in this policy.
6. Monitoring, Review and Termination
All formal relationship agreements will include a review date of 2 years.
CoGB is to review the international relationship in line with the Assessment Tool
provided. Where the relationship no longer satisfies the requirements of the
Assessment Tool, Council may have grounds to terminate the relationship.
The City of Greater Bendigo’s International Relations Policy is to be reviewed
following the introduction of any new or revised Council Plan.
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7.
ASSESSMENT TOOL
RELEVANCE AND COHERENCE Requirement
Does the proposed international relationship fit with the values, goals and
strategic direction of CoGB?

To what extent does a relationship with the international party reflect the
core values of CoGB? (Embracing challenges; encouraging and respecting each
other; nurturing creativity and diversity)
SCORE
/10
/10



To what extent does a relationship with the international party fit with
existing CoGB Strategies and Policies? (eg. Council Plan, Economic Development
Strategy, Human Rights Charter).
To what extent does the nature of the relationship (parties involved and their
roles and functions) fit with the existing external policies and existing
international relationships of Australian State and Federal Governments?
/10
/10
To what extent will CoGB resources and formal support of the relationship
with the international partner be required and add value to the desired
relationship outcomes?
SUBTOTAL
COMMUNITY ENGAGEMENT Requirement
Does the proposed relationship provide a benefit to the wider CoGB
community?
/40
SCORE
7

To what extent are there existing connections between CoGB community
and the international party?
/5

To what extent does the proposed relationship provide opportunities for
community sectors to be active participants?
/5

To what extent are community members/ committees/businesses willing to
establish and manage the ongoing relationship with the international party?
/5

To what extent does the relationship with the international party promote
and improve cultural awareness and understanding?
/5
SUBTOTAL
/20
RECIPROCITY Requirement
SCORE
Are CoGB and the proposed international party in agreement as to the nature,
formality, duration and purpose of the relationship? Does the proposed
relationship provide a benefit to both CoGB and the international party?

To what extent has the international party expressed a genuine desire to
establish a relationship with CoGB?

To what extent does the international party have the internal capacity to
effectively resource and manage the relationship?
/5

To what extent is there mutual agreement as to the purpose and the desired
outcomes of the relationship?
/5

To what extent does the relationship provide a mutual benefit in business,
manufacturing, agriculture, education, employment, tourism or the arts?(the
benefit needs to be mutual but may be a different benefit for each party)
/5
SUBTOTAL
LEVERAGE Requirement
Will the establishment of a CoGB-supported relationship with the international
party support key stakeholders in their efforts to promote and further develop
tourism, economic development, manufacturing business, the arts and education
in CoGB?
/5
/20
SCORE
8

To what extent does the relationship capitalise on existing initiatives that
promote CoGB business, education, employment, agriculture, tourism, retail
or trade?

To what extent does the relationship with the international party provide
opportunities for the open exchange of people and knowledge and/or trade in
goods and services?
SUBTOTAL
TOTAL SCORE
/10
/10
/20
/100
Total Score above 70
The International Relationship fits the strategic direction of the City of Greater
Bendigo and meets the required standard for the establishment of a formal
relationship.
Total Score between 50-70
Should the International Relationship satisfy the Relevance and Coherence requirement
of the Assessment Tool and scores above 50 overall, it may be a candidate for:

A short-term project-based relationship
Proposals for short-term project-based international relationships should include the
project’s budget, stakeholders involved, an estimate of outcomes and a summary of the
project’s contribution to the principles and objectives of CoGB’s International
Relations Policy.

Humanitarian Assistance
Proposals for a Humanitarian Assistance relationship must identify the specific need of
the international party and the capability within Council to provide meaningful
assistance. Humanitarian Assistance should be targeted to a specific project or
managed through a reputable organisation.
Total Score below 50
9
The International Relationship does not meet the required standard and is therefore not
suitable for the investment of significant CoGB resources.