Part one Open To the
Public
ITEM NO.
A4
REPORT OF THE LEAD MEMBER FOR NEIGHBOURHOODS
TO CABINET
ON 26th August, 2008
TITLE: SALFORD COMMUNITY COHESION STRATEGY
RECOMMENDATIONS: Cabinet are asked to
Agree and adopt the Community Cohesion Strategy
EXECUTIVE SUMMARY:
The Community Cohesion Strategy was developed by Salford City Council in
partnership with the Strategic Leads Group on Community Cohesion (SLGCC) on
behalf of the Salford Strategic Partnership. The SLGCC is a city wide working group
that is representative of all key partners in Salford.
The strategic ambitions for community cohesion for Salford have been developed on
the basis of the 8 guiding principles identified in the government White Paper ‘Strong
and Prosperous Communities’. The strategy has also been strongly influenced by the
work of the Commission on Integration and Cohesion, contained within the report “Our
Shared Future”, and the subsequent responses to that report from Communities and
Local Government (CLG).
The Community Cohesion Strategy is attached as Appendix 1. The document is
structured around 9 ambitions for the city, developed under the following headings
1. Establishing leadership and engagement
2. Developing shared values and a shared sense of place
3. Improving information and communication
4. Community safety and tension monitoring
5. Involving and supporting young people
6. Intergenerational work
7. Interfaith work
8. Valuing and developing the role of local Third Sector Organisations
9. Tackling inequalities and deprivation
1
The strategy was adopted at the Strategic Partnership Executive on 7th May 2008
A delivery plan for 2008/2010 is attached as an Appendix to the strategy document.
BACKGROUND DOCUMENTS: None
(Available for public inspection)
ASSESSMENT OF RISK:
SOURCE OF FUNDING: N/A
COMMENTS OF THE STRATEGIC DIRECTOR OF CUSTOMER AND SUPPORT SERVICES
(or his representative):
1. LEGAL IMPLICATIONS
Provided by:
2. FINANCIAL IMPLICATIONS Provided by:
PROPERTY:
HUMAN RESOURCES:
CONTACT OFFICER: Brian Wroe, Assistant Director (Communities) Tel No 793 2287
WARD(S) TO WHICH REPORT RELATE(S): All
KEY COUNCIL POLICIES: Communications, Community Strategy , Crime and Disorder,
Cultural Strategy, Educational Standards, Employee Matters, Environmental Strategy,
Equalities, Health, Housing Strategy, Libraries, Lifelong Learning, Modernising Local
Government, Performance Management, Planning Strategy, Procurement Policies,
Regeneration, Scrutiny, Social Exclusion, Strategy for Children and Young People
DETAILS: Copy of draft Community Cohesion Strategy attached as Appendix 1
Following agreement at Cabinet Briefing, the Community Cohesion Strategy was adopted at
Strategic Partnership Executive on 7th May 2008, and is now being presented for adoption by
the Council. The implementation of the Strategy will be taken forward by the Strategic Leads
Group on Community Cohesion.
2
Salford Community Cohesion Strategy
Introduction
The development of the Community Cohesion Strategy was undertaken by
Salford City Council in partnership with the Strategic Leads Group on Community
Cohesion (SLGCC) on behalf of Partners in Salford (the Local Strategic
Partnership for Salford). The SLGCC is a city wide working group that is
representative of all key partners in Salford. These partners have made a firm
commitment to developing and implementing a Community Cohesion Strategy for
Salford.
The strategy requires commitment from all partners in the city to deliver the
priorities and actions identified, and to work together to make Salford a place
where people from different backgrounds get on well together.
The strategic priorities for community cohesion for Salford have been developed
on the basis of the 8 guiding principles identified in the government White Paper
‘Strong and Prosperous Communities’ published in October 2006. They have
also been strongly influenced by the work developed by the Commission on
Integration and Cohesion, and by Government’s response to that report.
What do we mean by Community Cohesion ?
At a national level, following proposals from the Commission on Integration and
Cohesion, the following definition was developed by Communities and Local
Government (CLG), the Local Government Association (LGA) and the
Improvement and Development Agency (IDeA).
Community Cohesion is what must happen in all communities to enable different
groups of people to get on well together. A key contributor to community
cohesion is integration which is what must happen to enable new residents and
existing residents to adjust to one another.
An integrated and cohesive community is based on three foundations



People from different backgrounds having similar life opportunities
People knowing their rights and responsibilities
People trusting one another and trusting local institutions to act fairly
And three ways of living together


A shared future vision and sense of belonging
A focus on what new and existing communities have in common,
alongside a recognition of the value of diversity
3

Strong and positive relationships
backgrounds
between people
from different
In simple terms, when we talk about Community Cohesion in Salford we
mean;
Feeling comfortable and positive about living and working alongside your
neighbours
Community Cohesion and Integration
Community cohesion is linked to the issue of integration but they are not the
same thing. Community cohesion looks to bring people together on the basis of
shared values while also celebrating the diversity of communities. Integration is
about making spaces and places for people from different backgrounds to
interact and enabling existing and new people to adapt and contribute to their
new circumstances. Our Community Cohesion Strategy places a strong
emphasis on activity that supports integration and recognises that work to
welcome new arrivals and to help established communities cope with change is
an essential element in creating a cohesive community.
What do we mean by ‘a community’?
A community is a group of people who share something in common. They can
be:
 People living or working within a defined geographical area, for example; a
council ward, neighbourhood, housing estate
and/or
 People who share a particular identity, for example; people of a similar
age, who have a disability, practice the same faith, students
The Context for Community Cohesion in Salford
Salford, like other areas, has experienced recent changes in the make up of its
local communities. This process of change will continue. Globalisation and
economic change have meant that there has been a change in patterns of
immigration to the United Kingdom and also in temporary migration for work. In
addition, the pace of change has increased.
Nationally, the Commission on Integration and Cohesion was tasked with
developing practical solutions to building cohesion at a local level. The
Commission’s report “Our Share Future” was published in June 2007 and
contained a number of specific recommendations and practical proposals for
local cohesion work. The Government has welcomed the report and set out some
key actions to take it forward.
4
The Community Cohesion strategy builds on the policies and actions that have
been identified both in the report “Our Shared Future” and the Government’s
subsequent response.
The Community Cohesion Strategy is closely aligned to other strategic
developments in Salford.
Making The Vision Real - Salford’s Community Plan (2006-2016), identifies
the following vision for Salford
'In 2016, Salford will be a beautiful and welcoming city, driven by energetic and
engaged communities of highly skilled, healthy and motivated citizens, who have
built a diverse and prosperous culture and an economy which encourages and
recognises the contribution of everyone, for everyone.'
The plan contains a priority theme with direct relevance to the Community
Cohesion Strategy
“To create an inclusive city - to ensure that all citizens have the resources and
support they need to participate fully in the life of their community and in society
generally”.
The key priorities within this theme are:



To close the inequalities gap in Salford
To build and support all individuals to play a full role in their community
To build cohesion by enabling communities, especially excluded
communities, to influence decision-making in the city
The Salford Local Area Agreement (LAA) 2008 - 2011 has a designated
indicator and supporting indicator that directly relate to community cohesion.
LAA Priority
Community
Cohesion
Designated LAA Indicator
NI 1 % of people who believe
people from different
backgrounds get on well
together
Supporting LAA Indciator
NI 2 % of people who feel they
belong to their neighbourhood
The indicators within the Local Area Agreement, including the two relating to
community cohesion, will all have three year targets for improvement.
Salford has already set itself targets for improvement under a Local Public
Service Agreement (LPSA2). Two of these targets focus on improving
performance on issues that are linked to community cohesion.
5
To increase the number of people who believe their area is a place where
people get on well together from 57% at the end of 2006/07, to 60% at the
end of 2007/08 and then 65% by the end of 2008/09.
To increase the number of people who believe they can influence decisions
in their area from 23% at the end of 2006/07, to 26% at the end of 2007/08
and then 30% by the end of 2008/09.
In addition, the proposals for a new set of National Indicators for Local Authorities
and Local Authority Partnerships from April 2008, includes several performance
indicators with relevance to community cohesion. These offer the potential to
develop a more comprehensive performance framework for monitoring progress
on community cohesion. The proposed indicators include







The percentage of people who feel they belong to their neighbourhood
Civic participation in the local area
Participation in regular volunteering
Engagement in the arts
Migrants’ English language skills and knowledge
Building resilience to violent extremism
People treating one another with respect and consideration
Several of these indicators are new, and as a result, any targets would need to
be defined following the establishment of a baseline.
At a local level, a sense of place, shared civic values and the ability for local
communities to be involved in the decisions that shape their local areas are key
factors in building community cohesion. Salford’s Neighbourhood Management
structures, with their Community Committees and associated devolved
budgets play a vital role in community cohesion work by bringing people
together at neighbourhood level to work on projects that benefit the whole
community. This not only creates a sense of common purpose but also helps
create stronger links across communities, and develop pride in local areas.
Community Cohesion in Salford
Community cohesion cannot be achieved or aspired to if any group of people are
excluded. We want to take a “whole community“ approach, recognising that
community cohesion in Salford is about all groups including black and minority
ethnic people, people of different faiths and cultures, young and older people,
disabled people, people living with mental health problems, lesbian, gay, bisexual
and transgender people. Everyone has a role to play in making Salford a more
cohesive city.
6
The strategy is a unique opportunity to secure commitment to building cohesive
communities, and to begin to develop and build on expertise and knowledge in
Salford about “what works”.
There is already partnership work underway that supports community cohesion in
Salford.
At a local level, there is a strong focus on work to support community cohesion,
with well developed opportunities for local people to be heard and influence
decision-making through Community Committees and Neighbourhood
Management structures. There are also examples of project work to support
cohesion locally, including work with the Yemeni community in Eccles, and the
Better Together initiative in East Salford which aims to celebrate diversity and
bring different communities together.
Multi-agency partnership work to support the integration of new arrivals is wellestablished, including the work of the Multi-Agency Forum on refugees and
asylum-seekers and the Migrant Workers Project in East Salford.
Lack of cohesion is often associated with negative perceptions of crime. The
work of the Crime and Disorder Reduction Partnership to reduce crime and antisocial behaviour, and the fear of crime in Salford, provides a firm foundation to
develop further work to support community cohesion.
There is a strong commitment across partners in Salford (both through the Local
Strategic Partnership and the Strategic Leads Group on Community Cohesion) to
work jointly to support and develop community cohesion in the city.
There are however challenges and emerging issues.
The pace of change in communities is unprecedented. Communities are
changing, and the emergence of new communities, creates new challenges for
agencies. This will require new approaches to collecting information and data,
and a flexible approach to community engagement, to provide a full
understanding of the communities, both long standing and new and emerging,
that make up Salford. Better mapping of communities and their needs will enable
all partners in the city to plan and develop services effectively.
As our communities evolve, there needs to be a continued focus on tackling hate
crime and harassment, in all its forms. In addition, the increasing complexity of
our local communities will require a better understanding of the factors that
contribute to tensions, how to monitor those and respond effectively to them.
Work that brings different communities together, to support dialogue and build
tolerance and trust will become more important. This could be work at a city-wide
level, to support dialogue across communities with the support of groups such as
7
the Communities of Identity, however there also needs to be work at a local level
to support more activities that bring people together in ways that benefit the
whole community.
Our ambitions
1. Establishing leadership and engagement
Strong leadership and engagement are essential to community cohesion. An
agreed local vision, arrived at through engagement and advocated by strong
respected leaders, will provide a positive focus for community cohesion activity.
Leadership at a strategic level
The Community Cohesion Strategy will enable Partners in Salford to develop a
shared understanding of community cohesion in Salford, provide strategic
direction and secure high level commitment. Partners in Salford established the
Strategic Leads Group on Community Cohesion (SLGCC) to develop, and
support the delivery of the strategy.
Political leadership
Local authorities, as leaders of their communities are best placed to understand
the challenges and complexities of the areas that they serve. Salford City Council
sees the role of all elected members in the city as integral in the championing of
community cohesion. There is a dedicated Lead Member for Community
Cohesion, who is also a member of the SLGCC.
Community leadership
For Salford, community engagement is a key element in supporting community
cohesion. Empowered community groups, and effective community leaders, from
the voluntary sector, can act as gateways to their communities and allow
community cohesion activities to take place.
This strategy sets out a commitment to strengthen leadership and commitment
from all sections of the community to support community cohesion in Salford. We
recognise that knowledge of what makes a cohesive society is constantly being
developed and updated. Work will be undertaken with key individuals in the
statutory, private and voluntary sectors in Salford to allow them to develop an
understanding of what they can do to support and actively engage with the
community cohesion agenda, and develop actions and responses that build
cohesion in the city.
In Salford we will
8

Develop and deliver a programme of training and support for leaders and
key individuals to develop skills, knowledge and confidence about what
makes communities cohesive

Develop a marketing and communication plan that enables leaders and
key individuals to promote the Community Cohesion Strategy, and convey
priority messages about what creates cohesive communities
2. Developing shared values and a shared sense of place
Shared values are a basis for creating a shared future. This strategy seeks to
support the development of shared civic values in Salford. Regular social
interaction between people supports the development of a sense of community.
This strategy aims to promote opportunities to bring communities together in a
way that improves places and lives.
In Salford we will

Explore and develop the role of citizenship in Salford, and identify how it
can support the development of community cohesion in schools and
neighbourhoods

Promote the City Council’s core values and their role in supporting
community cohesion

Build on the success of Community Committees and Community Action
Plans and identify through them projects that encourage communities to
work together for mutual benefit and activities that celebrate the diversity
of the local community.

Recognise and develop the role that culture, leisure and sport have in
enabling people to connect to the communities and places around them.

Create well designed and safe open spaces and facilities that allow people
to meet and mix

Work in partnership to ensure that English Language courses are widely
available and recognise that a shared language is essential to cohesion
and integration

Continue to work in partnership to develop strategies for welcoming new
arrivals
9
3. Improving Information and Communication
Reliable information on communities and their needs is vital to ensure effective
action planning and allocation of resources. Agencies need to work together to
develop data that provides up to date, joined-up information about local
communities, both in terms of neighbourhoods and communities of identity. This
needs to be supplemented by contacts and networks within communities who
can help to identify the local issues behind the data. Local knowledge about and
from our communities will help to ensure that projects and actions are effectively
targeted.
Organisations need to prioritise transparency and fairness, and to build trust with
communities. Effective communication, backed up by accurate data and
information, can play a vital role in supporting community cohesion. There is a
need for organisations to do more to explain how resources and opportunities
have been allocated, to minimise the risks of perceptions of favouritism. There is
also a role for organisations to actively challenge (or “myth-bust”) misconceptions
that could cause tensions between communities. This is particularly relevant
where long-settled communities have a perception that some newer communities
get unfair, preferential treatment.
In Salford we will

Work in partnership to improve the quality of data available on both
neighbourhoods and communities of identity

Support the development of the Salford Information Observatory to ensure
information and data is aligned and shared more effectively

Promote the
Governance

Ensure that the data is used to inform decisions on the allocation of
resources at a local level, and ensure that decisions on the allocation of
resources and opportunities are clearly explained

Challenge misconceptions around preferential treatment, particularly with
regard to newer communities such as refugees and migrant workers
Salford
Strategic
Partnership’s
Principles
in
Good
4. Community safety and tension monitoring
People from all communities want to feel safe in their everyday lives, and in the
places where they live, work and visit. Crime and the fear of crime can have a
detrimental impact on community cohesion.
10
The following are priority community safety issues in relation to community
cohesion in Salford:
Hate crime must be effectively dealt with. Individuals and communities need to
feel confident that incidents of hate crime are taken seriously and are dealt with
in an effective and supportive manner.
Tensions between communities can occur in any locality. Identifying and
monitoring the issues that cause those divisions allows development of effective
programmes of work to mediate and build understanding between different
groups within communities.
Work needs to be undertaken to address disaffection amongst young people. If
left unaddressed, this can lead to anti-social activity, and also contribute to the
development of a gang culture causing tensions between young people from
different communities.
There is a need to challenge those who for political, religious or other reasons
seek to undermine an integrated society and threaten the safety and well-being
of others.
In Salford we will

Build on the existing partnership work to effectively record, report, detect
and ultimately reduce hate crime in Salford

Ensure that there is effective monitoring of tensions between communities
and where issues are identified, actions are put in place to effectively
defuse tensions.

Work in partnership to reduce disaffection amongst young people

Develop projects and frameworks that support and enable communities in
Salford to challenge the ideas and activities of extremists
5. Involving and supporting young people
Children and young people have a part to play in shaping the society of today
and the future. They need to be provided with the skills, knowledge and
opportunities to interact.
11
They also need to be encouraged to take part in shaping the city in which they
live. In Salford we are committed to creating opportunities for children and young
people to participate in the design, development and evaluation of services. We
recognise the potential children and young people have to contribute to decisions
at every level and appreciate the many benefits to be gained from their effective
participation.
Work with children and young people can make a valuable contribution to
community cohesion.
In Salford we will

Develop work to promote community cohesion in schools, including work
on citizenship

Support schools to address bullying, racism, homophobia and religious
harassment

Provide positive activities for young people

Support the delivery of the Children’s and Young People’s Participation
Strategy, and the implementation of “Hear By Right” standards in Salford

Support work with socially excluded young people
6. Intergenerational work
Community cohesion can often be undermined by a lack of dialogue across
generations. This lack of dialogue can contribute to misunderstandings but it can
also lead to a sense of isolation for both old and young members of communities,
communities being fearful of young people (particularly groups of young people)
and a lack of mutual respect between older and younger people.
In Salford we will

Work with representative organisations to identify and overcome the
barriers to better communication between generations

Develop projects at a local level to encourage mutual understanding
between generations

Recognise and develop the role that projects focused on heritage can play
in developing inter-generational dialogue and a sense of identity and place
12
7. Interfaith work
Faith communities have an important role to play in community cohesion work in
Salford. We need to better understand the role that faith groups and inter-faith
forums can play in both promoting cohesion and preventing divisions, and learn
from and build on any existing good practice. In addition we need to understand
the ability of faith-based groups to build “social capital” and how that can
contribute further to community cohesion work in Salford.
In Salford we will

Support the development of the Salford Faith Network

Develop a programme of events that celebrates faiths and cultures in
Salford and provides opportunities for all communities to participate

Identify and recognise the contribution that faith-based groups can make
to community cohesion work in Salford
8. Valuing and developing the role of local Third Sector
Organisations
Local voluntary, community, faith and social enterprise sector organisations can
provide the glue that binds communities together and create opportunities for
people of different backgrounds to work together on shared goals. These
organisations can also provide an effective voice for communities of identity to
voice issues and concerns. In Salford, much community engagement activity is
delivered by the third sector, often on behalf of the Council or other statutory
sector partners. Capacity building of voluntary and community organisations is
promoted within the Voluntary Sector Compact Agreement.
In Salford we will

Support the continued development of the five recognised Communities of
Identity. These are:
o
o
o
o
o

Disability Forum
Black and Minority Ethnic (BME) Forum
Faith Network
Refugees and asylum-seekers
Lesbian, Gay, Bisexual and Transgender (LGBT) Network
Identify opportunities to bring together third sector organisations to support
mutual understanding across communities
13

Agree the challenges and objectives for the third sector in building
community cohesion in Salford

Build community cohesion objectives into the Voluntary Sector Compact
Agreement
9. Tackling inequalities and deprivation
Efforts to develop community cohesion must be under-pinned by effective work
to tackle inequalities and increase opportunities and the quality of life for all.
Individuals or communities experiencing discrimination and prejudice are less
likely to connect to, or feel part of a wider society. Work by public bodies, who
have a duty to eliminate unlawful discrimination and promote equal opportunities,
needs to be supported by similar commitments from the private and voluntary
sectors.
In Salford we will

Support the mainstreaming of equalities and cohesion work through the
Salford Strategic Partnership

Tackle disadvantage through developing work to connect local people to
job opportunities and the benefits of economic growth

Work in partnership through the Local Area Agreement to improve health
outcomes and reduce inequalities; improve economic prosperity through
education attainment, skills, employment and enterprise; and improve
community safety

Recognise the role that employers have in tackling discrimination and
facilitating interaction, and promote the importance of having a workforce
that reflects the diversity of the community.

Develop the work of the Ethnicity Monitoring Framework to improve
equality monitoring systems
Community Cohesion - from strategy to action
The Strategic Leads Group on Community Cohesion will lead and coordinate the
delivery of the strategy by advising, supporting and evaluating the work of
Partners in Salford (the Salford Strategic Partnership) in relation to community
14
cohesion. They will continue to identify good practice, key policy issues and
innovative thinking in community cohesion. They also advise partners through
Partners in Salford, on what can be done to help to build stronger and more
cohesive communities and minimise the potential risk of community tensions.
On an annual basis they will review progress and agree future priorities, to
support the continued delivery of our ambitions for community cohesion in
Salford.
Bibliography:
The Government’s Response to the Commission on Integration and Cohesion,
February 2008
15
Our Shared Future, Commission on Integration and Cohesion, June 2007
Interim Statement, Commission on Integration and Cohesion, February 2007
Submission to the Commission for Integration and Cohesion, Institute of
Community Cohesion
Partners in Agreement, Salford Agreement 2007-2010
Community Engagement Strategy for Salford 2007
‘Strong and Prosperous Communities’ DCLG October 2006
The Neighbourhood Renewal Strategy
The End of Parallel Lives, the Report of the Community Cohesion Panel 2004
Building Cohesive Communities 2001
Making The Vision Real, Salford’s Community Plan 2006 - 2016
Salford Community Safety Strategy 2005 – 2008
Inspired in Salford: The role of culture in achieving Salford’s aspirations 2007
Connecting People to opportunity in Salford and the city region – report to
Salford Strategic Partnership March 2007
Community Cohesion: SEVEN STEPS (A Practitioner’s Toolkit)
Community Engagement Strategy for Salford (Partners In Salford)
Children’s and Young People’s Participation Strategy
Every child matters, Salford Children and Young People’s Plan 2006
Hear By Right http://www.nya.org.uk/hearbyright
16
Appendix 1
Community Cohesion Strategy Delivery Plan – 2008-2010
No
Action
1. Develop and deliver a pilot
programme of training and
support with partners to
develop skills, knowledge
and confidence about what
makes communities
cohesive
Ambition
Establishing
leadership and
engagement
Lead
Brian Wroe
Develop good practice
resources and toolkit on
community cohesion for use
by partners in Salford
2. Develop an updated
demographic profile of
communities in Salford
3. Develop strategies to
Improving
information
and communication
Developing shared
Martin Vickers
Brian Wroe
Milestones 2008/09

Community Cohesion Strategy
launch event by August 2008

Pilot programme of training
and support developed by
August 2008

Pilot training programme
delivered by November 2008

Develop and deliver training
programme on community
mediation techniques by March
2009

Audit of current information
available on communities in
Salford undertaken by August
2008.

Look at best practice in
developing community profiles
in other areas by September
2008

Initial community profile to be
developed by April 2009

Process in place to keep
profile updated by April 2009

Action Plan on Migrant
Milestones 2009/10

Good practice resources
and toolkit developed by
September 2009

Event to promote good
practice toolkit delivered
by January 2010

Community profile
updated by March 2010

Develop representative
welcome and work
effectively with new arrivals
to Salford
values and a shared
sense of space
Workers agreed through MultiAgency Forum by September
2008
Tackling inequalities
and deprivation
Develop community
engagement processes for
new and emerging
communities
4. Develop and coordinate a
programme of events that
celebrate cultures and faiths
in Salford, building on
current good practice at
neighbourhood level
5. Maximise provision of ESOL
(English for Speakers of
Developing shared
values and a shared
sense of space
Developing shared
values and a shared
Susan Wildman/
Brian Wroe
Anne Beattie/TBC

Welcome Packs for new
arrivals (linked to the Welcome
to Salford initiative) to be
developed by September 2008

Programme of work to support
refugee integration (including
support for the refugee
community sector) developed
through Multi-Agency Forum
by October 2008

Audit current activity by July
2008

Agree 12 month programme of
community cohesion events
with Neighbourhood
Management team and
Marketing and
Communications (Events
Team) by January 2009

Audit of current ESOL and
English language course
forum with the refugee
community sector by
August 2009

Develop and agree
appropriate methods for
engagement with Eastern
European/Migrant
Worker communities by
June 2009

Deliver agreed
programme of events by
February 2010

Evaluate programme and
make recommendations
for further work by March
2010
Other Languages) and
English language courses
within Salford.
6. Develop inter-faith work and
seek ways for faith groups to
work together to promote
community cohesion
7. Review and develop work to
monitor and minimise
community tensions
sense of space
provision by July 2008
Tackling inequalities
and deprivation
Interfaith work
Community safety
and tension
monitoring
Jon
Stephenson/Shaun
Clydesdale
Kevin Mulligan

Identify gaps in current
provision by September 2008

Explore potential to increase
opportunities for English
language courses, including
work-based provision, and
third sector support. Process
complete and
recommendations for actions
by February 2009

Review current arrangements
for interfaith dialogue in Salford
by August 2008

Action plan developed to
improve inter-faith dialogue, in
partnership with the Interfaith
Forum by January 2009

Develop improved monitoring
and analysis systems for hate
crime by July 2008

Develop a multi-agency
approach to hate crime and
agree priorities through PDG
by September 2008

Develop multi-agency
community tension monitoring

Develop and agree the
role of the Third Party
Reporting Centres in
identifying community
tensions by May 2009

Deliver programme of
training to Third Party
Reporting Centres to
support their role in
monitoring community
tensions by September
process by October 2008
8.
Work with schools to support
the introduction of the new
duty to promote community
cohesion
Involving and
supporting young
people
John Stephens/
Shaun Clydesdale

Develop and deliver local
project work as part the AGMA
Preventing Violent Extremism
(PVE) work by March 2009

Deliver a programme of
awareness-raising sessions
and training to governors and
head teachers/teachers on the
role of schools in promoting
community cohesion by August
2008

Develop good practice
resources for cohesion work in
schools by November 2008
2009

Develop and deliver local
Preventing Violent
Extremism project to
agreed AGMA priorities
by March 2010
9. Develop projects to
encourage greater
understanding between
older and younger residents
through intergenerational
work
Intergenerational
work
Janice Lowndes/
Diana Martin

Involving and
supporting young
people
Delivery of two
intergenerational projects by
January 2009 (one project to
have a focus on health issues)

Evaluate the two local
intergenerational pilot
projects at
neighbourhood level by
April 2009

Identify key partners to
support work promote
opportunities for
intergenerational
activities by May 2009

Develop and deliver a
programme to activities
to promote greater
understanding between
older and younger
residents by February
2010

Support the Community
of Identity forums to
deliver their agreed
programme of actions for
2009/10 by March 2010

Work with local colleges
and university to identify
cohesion issues. Agree
priorities for further action
by September 2009
Promote intergenerational
work to encourage greater
understanding between
older and younger residents
10. Support the continued
development of the
Community of Identity
forums
Valuing and
developing the role
of local Third Sector
Organisations
Martin Vickers

Support the Community of
Identity forums to deliver their
agreed programme of actions
for 2008/09 by March 2009
Tackling inequalities
and deprivation
11. Work with universities and
colleges to develop their role
in promoting cohesion
Developing shared
values and a shared
sense of space
TBC