<\/picture><\/p>\n\n\n\nNow, looking back from a place where \u2018becoming locally-led\u2019 and \u2018shifting the power\u2019 are terms used liberally across our sector, does the way we developed our goals reflect these new paradigms? After an inspiring interview with Srabani Sen, the CEO of Full Colour for Scotland\u2019s International Development Alliance, and guided by Bond\u2019s \u2018Becoming locally-led as an anti-racist practice – a guide to support NGOs\u2019, I reflected on our process.<\/p>\n\n\n
Number 1: Participation and Decision Making<\/h2>\n\n\n From the start we were clear that Link\u2019s Strategic Goals needed to go beyond addressing the global Sustainable Development Goals, and even beyond focusing only on SDG 4. We dissected national Education Plans, Road Maps and Visions, as well as the African Charter 2063. We mapped priorities and overlaid the expertise and capacity of the Link Education family. In this way we were able to define five programmatic areas that faced gaps which matched Link\u2019s experience, and from that our five strategic goals were born.<\/p>\n\n\n\n
From an organisational perspective, decision-making was collaborative and collective. Knowledge and understanding of the specific country needs was invaluable and core to validating our chosen goals. On reflection, I would say our goals were definitely \u2018locally-led\u2019.<\/p>\n\n\n
Number 2: Ground Truthing and Ownership<\/h2>\n\n\n Alongside our teamwork and deep exploration of national policies and programmes, we still wanted to ground truth our ideas. We listed stakeholders including teachers, school leaders, community members, parents and learners, as well as government education staff at every level. We developed questions for face to face interviews and wider focus group discussions, various materials to appropriately present our goals, and methods to analyse and feedback results.<\/p>\n\n\n\n
The global pandemic halted the consultation progress, and to be honest the appetite to take this up again has waned in the face of more pressing concerns. Where possible we did consult. We developed slides for senior leaders to present to their Boards, and we shared our draft goals with key figures within Ministries of Education.<\/p>\n\n\n\n
Ownership across the Link family is sound, but the next steps of ground truthing our goals at the grassroot level has been less successful. From this perspective we can\u2019t say our goals are \u2018community-led\u2019. However, Link does employ effective Adaptive Management practices which includes community level participation, so we tick this box programmatically.<\/p>\n\n\n\n
Looking back, I feel that the process of developing our goals reflects Link\u2019s key working principles of collective leadership and decision-making, partnership and collaboration, and equality of opportunity. I also hope the goals themselves, not only demonstrate our areas of expertise, but also show how we champion diversity, inclusion, accountability, and environmental responsibility. Using Bond terminology to reflect on our strategic goal development process, I\u2019d say Link Education is \u2018moving along\u2019 the becoming locally-led scale. But we are not complacent, there is more to do, and we will continue to challenge ourselves on this journey.<\/p>\n","protected":false},"excerpt":{"rendered":"
Were we locally-led and did we shift the power? What Link Education learnt when we developed our Strategic Goals. Back in February 2020, when the world was a different place, Link Education International invited our country directors from Ethiopia, Malawi and Uganda to Edinburgh. Our first mistake \u2013 why plan an international team meeting in Continue reading “Becoming locally led :: Link Education International”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":1613,"template":"","acf":[],"yoast_head":"\nBecoming locally led :: Link Education International - Scotland's International Development Alliance<\/title>\n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n \n \n \n\t \n