Written evidence submitted by the British
Council
INTRODUCTION
This submission focuses on the British Council's
role in enhancing the UK's relationships with India and with five
other countries in South Asia—Afghanistan, Pakistan, Bangladesh,
Nepal and Sri Lanka.
South Asia is a region of high priority for
the UK's public diplomacy and for the British Council in particular.
Ensuring the UK is able to build strong long-term relationships
which maintain and increase influence in the region, as well as
building economic ties and partnerships, particularly through
education, the creative industries and science, are of prime importance.
Building inter-cultural understanding and trust
between the UK and Pakistan, as well as working with Bangladesh
to tackle issues of education reform and improving its skills
base, form a key regional objective of the British Council, along
with assisting in international efforts to build stability in
Afghanistan. Tackling radicalisation and alienation in countries
with large Muslim populations in the region, and working with
the region on climate security to help achieve change internationally
on carbon emissions, are essential priorities in our future work.
Both India and the rest of the South Asia region
are of high priority for the British Council. In recent years
we have increased our resources to the region, and plan both to
raise the level of impact in India and move more resources out
of our European operations to other high priority countries in
the region over the next three years to enable us to tackle the
issues of critical importance to the UK's public diplomacy.
INDIA
The context
India's emergence as a major global economic
and political force, its role as an established democracy and
pluralist society, and the strengthening of investment links with
Britain makes the development of a long-term partnership essential
for the United Kingdom.
Its rapid growth provides huge opportunities
for the UK, not least in the areas of education and science, but
also in building links for Britain's creative sector and in encouraging
collaboration in innovation. But with growth comes the huge challenge
of working with India on tackling climate change and climate security
issues.
Two factors stand out as we seek to develop
the relationship. First, India's economic advance makes it an
attractive proposition not just for the UK, but for a number of
countries, such as the United States and Australia, who are also
seeking to expand their ties in areas such as education, ICT and
science. Competition for attention and engagement is high.
Second, India is changing rapidly. The high
economic growth rate (8% in 2005, with projections of 7% per annum
for the next five to 10 years), coupled with its young age profile,
an agile and adaptable workforce, particularly in IT and manufacturing,
and a mature research and higher education base, makes prioritising
areas for co-operation essential.
Despite its rapid growth, India remains a country
of contrasts. It has built up world-class institutions, such as
the Indian Institutes of Technology (IITs), but is still trying
to achieve the millennium development goal of universal primary
education. It is emerging strongly as destination for medical
tourism while millions have poor access to basic healthcare. While
85% of households in Delhi own television sets, 84% of households
in Bihar have no electricity.
Foremost amongst the many challenges the country
faces to sustain projected levels of growth is that of education.
Demand for higher education is booming and while the Indian government
is committed to extending access, provision remains variable and
quality options limited. English language skills underpin business
growth, particularly in the BPO (business placement outsourcing)
sector, and there is huge growth in parental demand for English-medium
secondary education. However, English is widely seen as poorly
taught.
Many of these challenges present opportunities
for greater international engagement. Demand for studying overseas
is growing rapidly, and, while the issue is highly politicised,
it is inevitable that foreign education providers will be viewed
as part of the solution in extending tertiary provision. Emerging
quality assurance issues offer a strong platform for international
cooperation, and in particular for the UK.
As India's energy demands double by 2020, its
appetite for closer collaboration on renewable energy sources,
access to energy, clean energy technology, and climate security
will also increase. Growing awareness of, and interest in, the
vibrancy of India internationally is widely predicted to feed
through into a booming creative economy.
India knows its strength, and expects to have
a voice in international affairs in consequence. Many countries
are increasing their engagement with this India, and seeking to
have some influence over how this voice will develop. The US describes
India as a strategic partner, and has invested strategically over
many decades to be seen as a leading education destination, a
committed player in scientific collaboration and in English language
support, and a model of contemporary culture. Australia is a major
competitor in international education.
INDIA AND
THE UK
Links with the UK are strong. Trade is growing
fast from a relatively low base. 500,000 Indians visited Britain
last year, and 400,000 Britons visited India. Diaspora links are
significant; some 2% of the British population is of Indian origin
(1.3 million), and they own over 4% of British GDP. This year
over 20,000 Indian students are studying in the UK, more than
ever before.
Survey data shows that the UK is widely seen
as reliable and trustworthy, with strong traditions and a proud
history, but not always as of immediate relevance in the present
or as the beacons of contemporary culture we aspire to being.
In higher education, for example, the UK is seen to have neglected
a historical position of strength and in some circles is considered
to be only interested in India as an education market. This is
also partially true in other areas including science, where the
older generation of Indian scientists have strong UK connections
but the younger generation looks mainly elsewhere.
BRITISH COUNCIL:
CONTRIBUTION TO
ACHIEVING THE
UK'S STRATEGIC
OBJECTIVES
India is a key partner for achieving many of
the UK's International Priorities, and the British Council plays
a role in contributing to the achievement of priorities 3, 5 and
6. The British Council operates from the basis of a strong reputation
and high public profile within India.
Links are particularly close in regard to strategic
priority 5 ("supporting the UK economy and business through
an open and expanding global economy, science and innovation and
secure energy supplies") to which our education and science
programmes are geared. In 2005-06 we advised over 300,000 young
Indians on study opportunities in the UK; and led in the development
of the £10 million UK India Education and Research Initiative
(UKIERI) which will strengthen research links and student flows
between the two countries.
We conducted some 80,000 examinations on behalf
of UK examination boards, exposing many young aspirational Indians
to UK educational opportunities. In science and innovation, we
designed and hosted India's first high-level seminar on climate
change, showcasing UK expertise. We reached over five million
people through extensive media coverage and leaders in top-level
India newspapers. We raised awareness about climate change and
energy issues by touring our Zero Carbon City exhibition, while
the wider initiative—aimed at encouraging action on confronting
climate security issues—of wrap round programmes across
seven cities in India, directly involved more than 13,000 people.
We also contribute to the achievement of strategic
international priority 6 ("promoting sustainable development
and poverty reduction, underpinned by human rights, democracy,
good governance and protection of the environment"). In 2005-06,
we showcased the UK's environmental expertise as the centrepiece
of India's leading environmental film festivals in Delhi and Kolkata;
ran a series of seminars and training programmes on human rights,
gender rights and the empowerment of women, and launched India's
first e-governance newsletter.
BRITISH COUNCIL:
KEY FACTS
The British Council manages a network of 11
centres across India: four metropolitan centres in New Delhi,
Mumbai, Chennai and Kolkata, and seven British Libraries in Ahmedabad,
Bangalore, Bhopal, Chandigarh, Hyderabad, Pune and Trivandrum
which we run in cooperation with the Indian Council for Cultural
Relations. These centres have some 100,000 members to whom we
provide library and information facilities, as well as access
to wider UK cultural and educational opportunities.
We focus our outreach beyond these cities on
a clearly-defined network of "second cities", in which
we run a range of programmes, and "third tier" cities
where we offer restricted programmes focusing exclusively on young
aspirers. Total expenditure in 2006-07 is expected to be £11
million, of which £6.2 is FCO Grant-in-Aid, and the balance
earned income.
BRITISH COUNCIL:
STRATEGY DEVELOPMENT
Our challenge, in an increasingly competitive
environment, is to build a partnership of equals where we are
seen as of immediate contemporary relevance. We want to build
on the Indian view of the UK and India as "natural partners"
sharing a common language, disposition and values, and facing
comparable issues in key fields such as education, science and
innovation, the environment and the innovation economy.
This ambition has underpinned our approach to
the Public Diplomacy Initiative which we are jointly running with
the High Commission from September 2005 to December 2007 and which
is aiming to inspire India's rising generation of decision-makers
to choose the UK. This features a series of innovative events
and activities in the fields of arts and culture, business, education,
environment and science and technology.
BRITISH COUNCIL:
TARGET GROUPS
We aim for direct engagement with 25,000 influential
young professionals to build up friendships, networks and partnerships
between them and their counterparts in the UK. We view this group
as acting as multipliers, influencing in turn millions of young
people across the country. We want them to see us as natural partners
and as creative catalysts driving debate in key areas of the UK-India
relationship.
At the same time we intend to extend our reach
to the wider group of 15 to 35 year olds with the potential for
future leadership. We have set ourselves demanding targets for
increasing engagement through to 2010-11.
We plan to reach 0.75 million young people directly,
two million indirectly, six million through remote reach via the
media, and 10 million through remote reach via the web. We want
to ensure that the UK helps them to build their future and thereby
influence their thinking. The work which we do on a self-funded
basis in teaching, examinations, libraries and in education gives
us great access to this group.
BRITISH COUNCIL:
IMPROVING OUR
OFFER AND
ENHANCING IMPACT
One particular challenge is make sure our offer
stays relevant to the needs of our target groups and takes account
of what UK stakeholders can contribute. We are moving from high
volume programmes of events to "fewer, bigger, better"
activities which make greater impact and are more closely focused
on the audiences we want to reach. We are strengthening cooperation
and strategic coordination with other HMG players, to ensure we
do not duplicate our reach and involvement with target audiences,
while extending our influence through strengthening our business
and research partnerships.
In education we have made a sustained effort
in recent years which has paid dividends. The UK is now established
as an attractive study destination. 250% more Indian students
applied to study in the UK in academic year 2005-06 than in 2000-01.
This year, more than 20,000 Indians are studying in the UK. We
aim by 2011 to increase this to 34,000 and to encourage more than
1,000 British students to spend at least part of their course
in India.
Our objective is to be India's partner of choice
across the board in education, from policy development to school
links, where we aim to engage with over 500,000 young people over
the five years to 2010-11 within the framework of UKIERI. The
initiative is an example of the benefits of a cross-Whitehall
strategy, and has acted as an effective springboard for engaging
productively with the corporate sector (securing £3.5 million
sponsorship to date) and for building strong relationships at
a policy level with the Government of India.
In science and innovation we have a strong record
of building and brokering networks of senior influential figures.
We aim by 2011 to double science and innovation collaboration
between India and the UK, measured in terms of the number of collaborative
projects and research exchanges, and to emerge as one of India's
preferred research partners and policy interlocutors, with a strong
initial focus on climate change and the environment.
In the creative economy we are working with
Indian and British partners and the British High Commission to
build on the success of our "Creative Futures" initiative
to raise the UK's profile as a vibrant creative economy through
new events and programmes and through better use of media partners
to influence wider audiences. "Innovation Economy" is
the main focus of the next phase of our work in public diplomacy.
We will build strong professional networks and institutional links,
help to develop policy frameworks and create a high-level "think
tank" forum. Fashion and animation will be focus areas.
Our new "Cities" project will allow
us, in the context of the forthcoming 2010 Commonwealth Games
in Delhi and 2012 Olympic Games in London, to act as partners
for positive change in a wide range of disciplines, and to showcase
the creativity of the UK. We will build networks, with a strong
focus on reaching and engaging young people, and stimulate debate
in regeneration, the environment, citizenship, aspects of inclusion
and sport.
Our "English for Success" project
will allow us to much better meet the surging demand in the region
for language and communication skills. We will focus on building
networks, working with partners, developing ties with the corporate
sector, training trainers, promoting an overall qualifications
framework, and reaching out through new global products to the
very large numbers of people who want access to UK expertise in
this area.
Through "Intercultural Dialogue" we
want to support HMG strategy for engaging with the Muslim world.
India has to be a key partner in this, as the world's second biggest
Muslim population. This will be challenging and will need to be
sensitively handled, given India's long experience as a secular
society and the resurgence of "communal" politics. We
aim to be a crucible for bringing together young leaders, thinkers,
film-makers, activists and others who want to engage with ideas.
We will develop spaces for debate, offer seed-grants to intermediaries
to develop projects for young people, support visits to the UK
by journalists and practitioners and broker informed debate.
PAKISTAN
The purpose of the British Council in Pakistan
is to build trust and overcome existing low perceptions of the
UK, working to HMG international strategic priorities 1, 5 and
7.
Over the next five years we plan to do this
by influencing reform in governance and education to bring about
positive social change, promoting intercultural dialogue and understanding.
We will also build skills and capacity and meeting the learning
and creativity aspirations of young people by connecting them
to UK opportunities for learning and creativity. We will substantially
scale up our activity through Grant-in-aid resources re-allocated
from work in Europe, and by leverage through partnership.
CONTEXT CHALLENGES
AND FUTURE
TRENDS IN
PAKISTAN
Pakistan faces many challenges: extreme poverty,
an education system that is failing to meet basic education needs,
poor employment prospects for a rapidly growing population of
155 million people, the increasing influence of religious groups,
and criticism of an army-dominated government and its approach
to tackling terrorism. Recent surveys show that among non-elites
mistrust and negative views of the UK persist in part due to perceptions
of UK foreign policy in Iraq, the Middle East and Afghanistan.
Pakistan has one of the world's lowest indicators
in terms of educational enrolment, achievement and literacy and
has a rapidly growing young population whose skills do not match
employment needs. Some have concluded that the system of unreformed
Madaris (religious schools) fuels radicalisation and extremism,
and many attempts to register Madaris and widen the curriculum
have stalled.
Considerable tension exists between the urban
elites and the predominantly rural poor. The small but prosperous
and highly educated elite tend to lean to the West. Elite groups
keenly desire high quality international qualifications at all
educational levels, in part to compensate for the very variable
quality of in-country education provision. There is rapid growth
of the private sector in education and the middle classes have
similar aspirations for their children with many choosing to put
them forward to take GCSE "O" and "A" levels.
These trends and challenges are likely to continue
for many years and shape the relationships the UK will continue
to develop and enhance with Pakistan in support of building trust
and engendering more positive perceptions of the UK based upon
a genuine understanding of each others' societies. There are many
people and institutions working to create a better future for
Pakistan who are eager for stronger international relationships
in support of a more open, diverse, moderate, secure and increasingly
prosperous society.
THE BRITISH
COUNCIL'S
APPROACH AND
OPERATIONS
Over the next five years our approach will be
to develop trusted and long-term relationships based on mutual
interest and respect primarily in the areas of English language
teaching and learning, education, the arts, science and governance
and to meet the aspirations for self development of millions of
young people.
We aim to generate many more people-to-people
exchanges to redress the tailing off of contact since 2001, as
the principal means of strengthening ties between the UK and Pakistan.
We will aim to tackle the environment which
gives rise to radicalisation and alienation by supporting reform
and new thinking and action in education, builds the skills and
confidence of young people and encourages social inclusion, participation,
social and political transparency and accountability.
Our priority audiences in this work are policy
makers, decision makers, academics, activists, community leaders,
educationalists and future leaders. We will strengthen existing
relationships and develop new ones in the North West Frontier
Province and aim to develop more activity with Azad Jammu and
Kashmir (AJK) which has strong links with the UK diaspora community.
We will build on recent work in increasing education
links between the UK and the Higher Education Commission, with
50 such projects this year, and follow up on education reform
work with the Pakistan Government, and on gender equality, raising
awareness and advocacy against "honour killings" in
Pakistan. We will aim to build strong links between the UK and
Pakistan (both in the public and private sectors) for a school
leadership project, teacher development and in higher education.
We will build up inter-cultural dialogue, providing
thousands of people in Pakistan are equipped with the skills that
enhance inter-cultural awareness, and provide networks with their
counterparts in the UK. We will also continue to promote, and
expand access to, UK educational opportunities.
In developing these programmes, we will aim
not to duplicate the work of local and international aid agencies,
but rather to build relationships based on the exchange of experience
and ideas which tap into the resources of others.
AFGHANISTAN
The British Council in Afghanistan plays a key
role in the UK's contribution to the international efforts to
build stability and enhance democratic institutions in the country.
Our work focuses on extending educational opportunities
and strengthening the post-Taliban renaissance of culture, particularly
re-establishing links and contacts with the outside world, after
more than two decades of international isolation.
In order to providing access to international
sources of knowledge and training, there is an over-riding need
for capacity-building in the English language. This work includes
building the capacity of English within the Afghan Parliament—both
for elected members and for staff—to enable it to co-operate
more effectively with its external counterparts and benefit more
fully from training provided by its international partners. We
also undertake similar work with the Ministry of the Interior,
in collaboration with the British Embassy drugs team, to assist
with implementation of the counter-narcotics programme.
We are building strong partnerships with the
Ministries of Education and Higher Education, which are assisting
in curriculum modernisation for the madrassah system (broadening
access to vocational education), providing access to UK experience
in education reform, capacity-building for English teachers, and
building research and other links for Kabul University and Kabul
Medical University.
BANGLADESH
The Context
Bangladesh's strong diaspora links to Britain,
its high levels of extreme poverty and acute environmental problems,
along with its status as a secular parliamentary democracy of
147 million people, more than four-fifths of whom are Muslim,
makes it a country of major importance to the United Kingdom.
Nearly one-third of the country's population
is under 14, and while school enrolment has risen to around 94%,
from 73% in 1990, there are still huge challenges posed by high
primary drop-out rates, and difficulties of access to schooling
for the poor and for girls in particular.
The British Council in Bangladesh works closely
with the British High Commission and with DFID to strengthen bi-lateral
relations, in particular to facilitate governmental reforms, and
to develop closer ties and collaboration with mainstream Muslim
society and institutions.
BRITISH COUNCIL
OPERATIONS
Our top priority over the next three years is
to increase access to skills and education relevant to employment
and social mobility, and to promote social inclusion. Improvement
in English is one of the keys to securing greater economic growth,
and the British Council works in a complementary way with DFID
to raise teaching standards and roll out training nationally.
We give a high priority to education reform
and to improving standards in vocational education, drawing on
the UK's qualifications, experience and resource base to achieve
this, and working in partnership with Bangladesh's higher education
and vocational education sectors.
Increasing inter-cultural understanding between
the young people of Bangladesh and the UK is a key activity stream,
undertaken through arts, science and sports, as well as youth
forum exchanges and links between Islamic studies centres in the
two countries, while we also run programmes in capacity building
in English and developing IT skills with a number of madrassas.
There is high demand for British Council activities
and services. In 2005-06, 775,000 people used our information
services, while a further 375,000 people actively participated
in our programmes. We additionally undertake direct teaching of
English to more than 6,000 students a year and manage nearly 80,000
UK examinations a year for some 30,000 candidates.
Following the decision of Bangladesh to become
a partner in the Global Gateway programme, managed internationally
by the British Council on behalf of DfES, we are giving priority
to increasing the number of school links.
Tackling climate security will become of increasing
importance in our work. The challenges are two-fold: First, improving
the understanding in countries with high carbon emissions of Bangladesh's
acutely desperate situation of large populations living on flood-prone
land, falling water tables and deforestation; Second, assisting
in linking together the UK's capacity and knowledge base in areas
of mitigation and adaptation with partners in Bangladesh.
NEPAL
The context
The British Council in Nepal supports overall
UK efforts to build the stability necessary for achieving a permanent
peace between the authorities and the Maoist insurgency and thereby
to facilitate economic and social recovery. Nepal is also a country
with major concerns in terms of climate security given the threat
of the melting of the ice peaks of the Himalayas and the consequences
this may have for the wider region. In our work, we address international
strategic priorities 3, 5, 6 and 7.
Given the lack of economic growth since the
1980s, Nepal suffers a high level of emigration and an ability
to provide adequate levels of employment to younger population.
It also has a high level of economic dependence on remittances
from overseas, last year providing more income than agriculture
and tourism combined.
Perceptions of the UK in Nepal are generally
positive, as an active player diplomatically, as a major aid donor
through DFID, and with the British Council's position as the most
active cultural and educational relations organisation, and provider
of English, operating in the country.
BRITISH COUNCIL
PRIORITIES AND
OPERATIONS
One of our top priorities up to 2010 is therefore
to support the British Embassy and DFID's work in facilitating
the peace process. We are now planning a three-year Nepal-wide
project to provide job-related training (including in English,
Nepali, IT and other vocational skills) to the thousands of demobilised
adolescents from the Maoist People's Liberation Army and their
militia.
A second priority is help underpin the peace
process and economic recovery by assisting the Ministry of Education
in education reform and in improving the public education infrastructure,
particularly outside the major urban centres where it is at its
weakest. We shall also be exploring with the Government areas
of development in vocational education and in teacher training
for English.
We are repositioning our teaching centre courses
in order to refocus on short, specialist courses for contract
clients and on those with special needs for enhancing professional
self-development. Our library membership at 7,000 has now over-reached
capacity and we will be focusing our membership strategy on specific
target groups such as teachers and increasing on-line and virtual
materials.
In climate security, we are working with the
International Centre for Integrated Mountain Development and environmental
NGOs. In 2007 we will hold a symposium of young scientists from
Nepal, the wider region and the UK to focus on action to reduce
carbon emission levels in Kathmandu and in large urban areas of
neighbouring countries, such as Dhaka.
We will enhance work with schools both on climate
security and in expanding inter-cultural dialogue for young Nepalis,
building on the recent accession of Nepal to the DFES Global Schools
Partnership programme for bi-lateral linking of schools.
SRI LANKA
The context
The British Council plays a significant role
in building and maintaining influence for the UK in Sri Lanka,
and underpins the strong ties between the two countries. The UK
continues to be the largest inward investor in terms of EU countries,
and the second largest overall in terms of projects. The country's
6% growth rate and the huge demand for internationally-benchmarked
education makes it a strong market for UK educational products
and services.
Perceptions of the UK are positive amongst both
the authority and successor generations, while its products and
services are held in high regard, though overall there is a trade
deficit in Sri Lanka's favour.
BRITISH COUNCIL
PRIORITIES AND
OPERATIONS
Most British Council work is geared to achieving
international strategic priority 5, with our programmes being
viewed in country as a major provider of education services, and
as playing a large part in meeting the growing demand for knowledge
and learning, both in the English language and in providing access
to UK education and examinations.
In 2005-06, more than 440,000 Sri Lankans used
British Council information resources, while our centres in Colombo
and Kandy served 33,000 library members, more than 16,000 examinations
candidates, 10,000 English language learners and 10,000 people
interested in UK education.
As the issue of the peace process between the
Government and the LTTE dominates the political agenda, reconciliation
and inter-cultural understanding continues to be a constant theme
of the British Council's cultural relations programming. Within
this context, we have built up partnerships with many local and
international organisations to deliver projects across Sri Lanka,
including teacher training funded by UNICEF, training for civil
servants in the north and east funded by GTZ, and communications
skills for the Sri Lankan military, funded by HM Government. We
promote inter-ethnic trust and understanding through our Beyond
Borders project which enables young people from all main traditions
in Sri Lanka to tackle issues of mistrust and identity, diversity
and global citizenship.
British Council
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