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Community Cohesion Strategy

One Wrexham Community Cohesion Strategy 2008-11

Following extensive consultation with partner agencies the Executive Board gave formal approval to Wrexham’s first multi agency Community Cohesion Strategy and Action plan in September 2008. Members of the Corporate Governance and Policy Scrutiny Committee had been directly involved in guiding and monitoring the development of the Strategy since the Council’s work on cohesion began in 2005.

A multi agency Community Cohesion Co-ordination Group was established. This group was responsible for taking forward the Community Cohesion Strategy and Action Plan.

One Wrexham Community Cohesion Strategy 2011-14

The first Community Cohesion Strategy and Action Plan came to a close in March 2011. Therefore, building on the work undertaken during 2010-11 and feedback from our partner agencies a revised Community Cohesion Strategy and Strategic Action Plan for 2011-14 has been developed.

The Community Cohesion Co-ordination Group held a multi agency Visioning event to:

Consultation on the draft Strategy

Following approval by the Corporate Governance and Policy Scrutiny Committee in November 2010 consultation on the draft Strategy was undertaken between November 2010 and February 2011. This included:

Key consultation messages

Through the consultation process a number of key messages have been identified:

Monitoring and evaluation

Monitoring and evaluation were identified as key concerns though the consultation process. Therefore a Results Based Accountability approach has been adopted to ensure that the revised Strategy is:

Equality Impact Assessment

A formal Equality Impact Assessment of the draft Strategy was undertaken in a workshop attended by members of the Community Cohesion Co-ordination Group. The workshop included:

The information gained from the workshop has been used to inform amendments to the draft Strategy and Strategic Action Plan.

Community Cohesion Priorities – 2011-14

The consultation process has confirmed that:

Using the Results Based Accountability approach to monitoring the Strategy we have developed a way of describing these priorities that helps us to show whether people are better off as a result of our actions:

The overall result we want the Strategy to achieve for the people of Wrexham:

Quantifiable description of what this result will look like:

We have identified six key outcomes that we will be working on over the next three years in order to achieve this result:

Outcomes What this will look like
1. Minority communities are represented on strategic partnerships. Increased representation of minority communities on strategic partnerships.
2. Public, voluntary and community sector staff understand who our communities are and what they need. Community views inform Equality Impact Assessments.

Public, voluntary and community sector staff are more culturally competent and confident to engage with minority communities.
3. Different communities come together in everyday situations. People are confident to mix with people from different backgrounds.

Agencies are confident to bring together people from different backgrounds.
4. People are confident to report community tensions. Community tensions are reported.
5. Children and young people influence the community cohesion agenda. Children and young people from minority communities are represented on strategic partnerships.
6. Children and young people are confident to mix well together. Children and Young people are confident to mix with people from different backgrounds.

Agencies working with children and young people are confident to bring together children and young people from different backgrounds.

Each of these outcomes will be delivered through the Strategic Action Plan. In addition project level action plans will be developed to deliver each of the strategic outcomes.

Monitoring and review

Progress on implementing the Strategic Action Plan and the annual operational action plans are reviewed quarterly by the Community Cohesion Co-ordination Group and annually by the council’s Corporate Governance and Policy Scrutiny Committee.