Newsletternew1_1_ by peirongw


									News NM
The newsletter of the National Neighbourhood Management Network
Thurrock Wardens, joint winners of the NRU’s Warden’s Achievement Awards for community engagement

Issue 1

Inside this Issue:
p2. Network Update p3. Neighbourhood
Management and LAAs

p4. Year of the Volunteer p5. Respect on the

p6. Virtual Child Model p6. Jobs Board p7. Upcoming events p8. In the Spotlight

Community Involvement Means Better Services


or most neighbourhood managers, involving local community in helping to shape local services is one, if not the key, element of improving delivery.

A recent research report published by the Office of the Deputy Prime Minister in collaboration with the Home Office and Cabinet Office concurred that community involvement is a crucial factor in improving services, particularly in deprived areas. The main implications of the report are that there is a need for service providers to make community

involvement meaningful and embedded, “there should be no let up in the government’s efforts to promote community involvement and to prompt providers to embed involvement more broadly and intensively”. It concludes that the costs of community involvement are relatively modest and are generally outweighed by the benefits. Among the benefits it cites that involvement: • gives service providers more local knowledge about residents’ needs; • eases access to services amongst disadvantaged groups; • increases provider awareness of the interconnected nature

of problems in deprived areas and the potential for joined-up solutions; and • enhances the motivation of frontline staff and prompts innovation in service delivery. These, in turn, can generate outcomes in the form of better job prospects for local people, better environmental and housing conditions, and improved health, although it acknowledges that these may take time to emerge.

For a copy of the full report or a summary of the main findings please click here to visit the website

ENCAMS Cleaner Safer Greener Network


he Environmental Campaigns charity ENCAMS launched a new Cleaner Safer Greener Network (CSGN) in June this year for large land owners and councils.

We asked local residents in Staveley: ‘Does service provision where communities are meaningfully involved produce better outcomes than services delivered in other ways? “When residents are involved there is a channel of communication between the ‘grass roots’ and service providers so residents are empowered to get things changed - therefore better outcomes are inevitable!” “It’s better for the community to be involved but any resulting changes/improvements will only be small.” “It has to be better if local people can have access to those who make the decisions. NM makes a difference” “No it doesn’t make the slightest bit of difference. The council, police, health service etc. will carry on with their policies that they have in place, individuals or community groups can only ever nibble away at the very edges of decision making.”

Members are kept up to speed with policy developments and training as well as tried and tested initiatives on how to improve neighbourhoods. The Network provides practical examples and advice on techniques for tackling issues such as graffiti removal and fly tipping. For neighbourhood management partnerships that deal with such challenges on a daily basis this practical support can be of real use. For more information contact:



elcome to the new look Neighbourhood Management News, published bi-monthly and written for the benefit of anyone with an interest in neighbourhood working. We would like to include as many of your articles, viewpoints, letters and feedback as we can - just send contributions to The next issue is due out at the end of November, the focus will be on citizenship, community and Europe.

The National Neighbourhood Management Network is currently in the process of being revamped to ensure it continues to be responsive to the changing needs of partnerships. Our vision for the network is one which is practitioner led, delivering a range of new activities through regional networks of support, which can be tailored to meet your individual needs. With this in mind we have decided to deliver the next stage of the network together with regional partners. We are in the process of developing a regional programme of activities to ensure partnerships receive the targeted and tailored support they need. Amongst the activities planned are regional themed events, peer support and lectures. Partners and planned regional activities are set out below:




Event: 27th Feb 06 NM and Children’s Centres, study visit to North Fulham NDC Debate: Dec 05 ‘Integrated Services at Local Level’ tbc Event: NM and Housing Market Renewal tbc Debate: March 06 Community Engagement Event: 8th Nov 05 Social Enterprise Debate: 7th Feb 06 tbc Event: 27th Jan 06 Rolling Out NM Debate: May 06 ‘Social Cohesion and NM’ Event: 29th May 06 ‘Narrowing the Gap?’ Debate: Nov 06 NM and LAAs

West Ham and London, South Plaistow NDC and East and South West Regeneration Exchange TiC Consultancy North East

North West

CSR Partnership

West Midlands, East Midlands, Eastern Region Yorkshire and Humber

Bradford Trident NDC

Three new action teams (small working groups made up of around 10 people) will begin this Autumn, covering the following: • Working with schools and the extended schools agenda • Residents taking control of local services • Community capacity building As part of the changes to the network we will shortly be updating the website and discussion forums to make them more accessible. We also plan to promote the NM agenda at national level – by influencing decision makers in service delivery agencies and government departments. By targeting organisations such as the Local Government Association, the National Housing Federation and the Society of Local Authority Chief Executives we hope to secure workshops, speaking slots or exhibition space to raise the profile of neighbourhood management. As a network we understand the importance of regular and good communication, this new look newsletter and the bimonthly newswire will ensure that you receive relevant and up to date information on all regional and national events, news and activities. We want you to help us shape this network and the type of support we provide – thank you to many of you who have been telling us over the last few weeks what you like about the network and what you would like to change. Please feel free to pick up the phone to talk to us about what you would like from your network.

Lead Director and Project Owner

Assistant Network Manager

Network Assistant

Network Manager


Programme Director

Network Assistant


Neighbourhood Management and Local Area Agreements


ince the introduction of Local Area Agreements (LAAs), neighbourhood management partnerships have been encouraged to keep up to date with policy developments and take part in the negotiating process. We asked three people to give their perspective on the opportunities presented by LAAs.

neighbourhood management is the big question that everyone is asking – mainly because all the funding for NM, along with NRF and NE is scheduled to go into the LAA. I asked myself how I could help influence and define a clear neighbourhood agenda for Camden, and moving into the LAA team seemed the best way of doing this. What does this all mean for neighbourhoods? In my opinion it is bringing to the fore conversations around the role and responsibility of neighbourhood partnerships and management. On a personal level I hope it clarifies the NM position and

every LAA. When you are working to a tight timescale you need all the help you can get, and NM is a great route for meaningful community consultation.


Paul is the Neighbourhood Manager and lead for the NDC funded Neighbourhood Management project in East Brighton (eb4u). Brighton & Hove City Council was one of the original LAA pilots and this opportunity to mainstream neighbourhood management activity has been seized upon by eb4U. They have adjusted their 20 key outcomes to match the key outcomes in the LAA and they have passported relevant NDC funding through the LAA. This reinforces the fact that NDC projects help meet city-wide targets and help identify where projects across the city can share good practice and resources. An early benefit has been joint working and knowledge sharing between the NDC and NRF areas in Brighton and Hove. I believe a multi-layered approach is needed to achieve sustainable change in mainstream service delivery to excluded and deprived areas. Meetings are the bane of many people’s lives but for me they are a welcome opportunity to find out what others are doing, making links and demonstrating this project’s ability to help others meet their targets. So, when negotiating your LAA, get yourself known and get to know your partners. Understand their aims, their budgets and their workplans. Overworked and cash-strapped service providers are naturally averse to risking resources on innovative and new ideas. However, an approach of “I can help meet your targets; reduce your budget spend; increase customer satisfaction” tends to open a few more doors. I believe there is a long way to go before the LAA becomes a document with community ownership and engagement but the potential is there for it to become a key document for achieving sustained regeneration in East Brighton. The Local Agreements Network provides a comprehensive and extended support service for lead officers, specialist officers and their partners, who are engaged in developing, negotiating and delivering LPSAs and LAAs.


David works as a policy adviser in the LAA team in ODPM Phil Woolas MP, minister for local government in ODPM, recently described LAAs as “the most NM and LAAs: improving your neighbourhood exciting recent development in local government” and said the key to a successful local area agreement is strong partnership. That means local organisations and voluntary groups pooling their expertise and, where appropriate, their funding, so that a local area itself becomes the ‘brand’ local people look to, rather than the confusing array of different services. LAAs challenge groups to strip away barriers - including ring-fenced funding - but this creates new opportunities for groups to have a real impact and more influence. I was struck at the recent National Wardens Conference, for example, by wardens’ potential to show how they make real improvements to neighbourhoods and support the regeneration of other organisations. In this way, wardens could attract new resources via the LAA. So it’s vital that neighbourhood groups like these work together to engage with their Local Strategic Partnership and influence their LAA.


Kerry was the neighbourhood manager of Gospel Oak Partnership for eighteen months before taking up a temporary post as the head of the LAA project team in Camden. She is also the regional champion for neighbourhood management for London. For me the LAA is about two major things: it is a way of streamlining processes and simplifying bureaucracy, but also about taking a holistic approach to regeneration in the borough through joining up thinking. The reason I moved from neighbourhood management to the LAA team was because I could help apply what I learned in the neighbourhoods at borough level. What LAAs mean for

ensures that partnerships are seen as contributing positively to regeneration in Camden in a measureable way. It is essential for NM partnerships to be involved in the LAA process and it isn’t enough to say you know someone on the LSP team and hope they will look after you - it is about being much more proactive than that. In Camden the NM budget forms a tiny part of the overall proposed budget and if you aren’t involved you may get forgotten. If I was still a neighbourhood manager with the knowledge I have now I would ensure I had representation on LAA officer working groups and I would offer the NM Board, and local community networks as a consultation route for the LAA as the Voluntary and Community Sector must be involved meaningfully in the development of


Ye a r of wardensthe


Volunteer: adding

Volunteer value

ardening has developed considerably since the pilot warden schemes started in 2000. The majority of wardens operate as enablers in a community support and empowerment role but there are some that take an enforcement role.

countering the criticism that is often heard about youth nuisance and young people only being associated with negative messages and anti–social behaviour.

A contract should be drawn up between the warden service and the volunteer spelling out the benefits for the volunteer: training, professional development, guaranteed job interview for a salaried post with the service if vacancies arise and the volunteer is interested in paid work. The contract should also outline the commitment from the volunteer e.g. a minimum of 6 hours work per week participation in training and development, responsibility for health and safety and adherence to warden service policies like equal opportunities. Local VSC Volunteer bureaux can provide sample contracts and also advise on sources of funding for introducing volunteer opportunities. Volunteers should, where possible, work alongside salaried wardens who can act as a mentor or ‘buddy’. Working with volunteers is not cost neutral. Volunteers’ training, support, equipment, uniform and management time all cost money and should be factored into the scheme’s budget and plan. Often the drop out rate for volunteers can be quite high. They can however, provide added value to a warden service.

Volunteer wardens do not replace paid wardens but work alongside them. They provide extra visibility by their uniformed presence and offer an opportunity to recruit people from the community in which the warden service operates.

Colchester wardens - winner of this year’s warden achievement award for working with the elderly

Case Te e s

Study: Stockton–on volunteer wardens

Volunteer wardens can be of all ages but involving young people has many advantages. The Government’s Green Paper ‘Youth Matters’, and the Russell Commission report published in mid 2005, encourages young people to volunteer within their own communities. There is also much discussion across government and the media about respect, young people and anti-social behaviour. Young volunteer wardens would be well placed to encourage respect amongst young people, older people and across all sections of the community. They would model positive behaviour,

In Stockton–on–Tees, Neighbourhood Wardens were having difficulty making contact with members of the local Black and Minority Ethnic (BME) community, many of whom did not speak English as a first language. The warden scheme manager worked in partnership with the council community cohesion officer and the Parkfields and Mill Lane Neighbourhood Management Pathfinder in order to recruit volunteer wardens from the BME community. Word of mouth was used to recruit four volunteers with the aim of reaching out to the community. They were trained, checked by the Criminal Records Bureau and equipped with uniform in exactly the same way as paid wardens. The service did adapt its policies to meet the needs of the BME community by extending uniform to include Shalwar, Kameez and Dupatta in the service colours. Volunteers signed a contract committing to work a minimum of 6 hours a week. The contract stated that if the volunteer performed well, they would be added to the casual pool of wardens and offered interviews for salaried jobs. They patrolled alongside paid wardens. The first cohort of volunteers worked very successfully and helped improve engagement within the BME community and increase take up of warden support. From the four original volunteers, one resigned owing to family circumstances, two are now full time paid wardens in Stockton and one progressed to a full time college course. Stockton is now recruiting for a new cohort of volunteers and is hoping to recruit a few French speakers that will help the warden service engage better with a group of asylum seekers and refugees whose first language is French.

ly as part nched in Ju , site was lau eb e campaign s Network w fo about th for more in nal Warden e centres , The Natio nal resourc ’ campaign Reassuring r local regio the ‘That’s contacts fo of and e network details of th ationalward it www.n please vis




espect is the current buzzword of government and with the recent appointment of Louise Casey as the government’s ‘coordinator for respect’, many commentators predict it will dominate the government’s policies and statements over the coming months. But what does it actually mean for neighbourhood management initiatives?




barriers between different sections of the community. Intergenerational projects can be particularly successful at challenging negative stereotypes of younger and older residents in a community. Basildon’s warden scheme organised a series of events and activities to establish communication between younger and older residents in the community.

Neighbourhood managers and wardens are increasing self-respect through improved services and opportunities for people living in the neighbourhood. This may be achieved through initiatives designed to help people back into work, including one-stop shops, outreach services, peer support or through enabling local people to work with PCTs and other agencies to develop ‘healthy living’ plans.


As David Miliband says, “it’s hard to promote respect without empowerment. The state must be empowering communities”. The ODPM’s recent paper, Citizen Engagement and Public Services: Why Neighbourhoods Matter gives a clue to the government’s direction. Its twin themes are sustainable improvements in public The need for individuals to services and re-engaging citizens BUILDING RESPECT respect one another regardless with government, with an emphasis on people acting in unison as a local Most of what neighbourhood of age, sex, religion, class or community. managers and partnerships do helps colour is as high up the agenda to build respect, either by design or It suggests a range of new as it has ever been. consequence. approaches: Neighbourhood Charters, where residents set out Tackling inequalities, narrowing community together in practical their expectations of services from the gap between the rich and poor, ways. Local partnerships have held their local authority and other service empowering citizens and improving networking activities to bring faith providers; delegated neighbourhood services and quality of life all helps to groups together, encouraged others budgets; and a revival of parish build respect for oneself, others and to learn about each other’s culture councils and neighbourhood working the neighbourhood. through one-off events, such as sports to enable communities to take more days or community festivals. responsibility. At the recent Together We Can conference, David Miliband, Minister for Communities and Local Government, talked about shared expectations of what citizens will do for themselves and for each other, and shared understanding about what they can expect from government.



Respecting difference and diversity is vital to building strong and healthy communities. Neighbourhood management partnerships and wardens are in a unique position to bring different sections of the


Black and Minority Ethnic (BME) communities make up a large proportion of the population in neighbourhood renewal areas, so ensuring that each community is valued is especially important. Again, neighbourhood management and warden schemes are often wellplaced to take early action on ensuring that new and migrant communities are well integrated into the community. Some partnerships have developed initiatives which aim to break down

Action around ‘liveability’ is about neighbourhoods being ‘clean, green and safe’, creating places where people choose to live and work. This often means tackling anti-social behaviour, such as noisy neighbours and vandalism. So to sum up, the government’s respect agenda is about: • • • • • • • feelings of safety and pride in your environment; increasing opportunities; fostering mutual understanding; uniting diverse communities; delivering better services; community empowerment; and developing shared visions.

Respect! The theme for this years New Deal for Communities (NDC) and Neighbourhood Management (NM) National Conference is ‘Building respect in neighbourhoods’.

Young residents caring for their community


Virtual Child Model
Paul Boylan, neighbourhood manager for Blacon Pathfinder in Chester has been commissioned by the Neighbourhood Renewal Unit and Social Exclusion Unit (within the Office of the Deputy Prime Minister) to develop ideas on the ‘virtual child’. The model can be used to evidence benefits of early intervention with children, resulting in cost savings to service providers and better outcomes for young people and their families. The model is based on a real example of two 18 year olds arrested for multiple burglaries (between them they accounted for approx 32% of all burglaries in what was a high crime neighbourhood). The police officer interviewing the young men noted that neither of them could read or write. Closer inspection revealed that up to 37 different agencies had had contact with them at some point in their lives, despite this the young men were both heroin dependent and well known to the criminal justice system. Earlier in their lives both had also spent time in secure accommodation at a cost of £3,500 per week for a ten week period. Using the model, Blacon Pathfinder questioned how young people such as these can ‘slip through the net’ in an area where public services were spending £30m a year. The model highlights how unconnected services are in reality and how expensive that can be both in the medium and the long term. They realised that service providers in the area continued to work independently of one another. Money was spent and the services were delivered without successful co-ordination or lasting impact. The basis of the Virtual Child is that from day one, i.e. the first day out of hospital, many agencies will be aware of the clustering of risk factors around certain children and families. This can include health visitors, GPs, housing, police, education, social services, and drug agencies. At age five a whole range of services connected to the education system also observe the clustering of risk factors. Aged ten years old the Virtual Child reaches the age of criminal responsibility. Once the young person becomes embroiled in the youth justice system the costs to service providers escalate considerably and the life chances for the young person are even further reduced. The model does not seek to criticise agencies but enables them to identify gaps and areas for improvement. It provides a powerful tool for Neighbourhood Renewal partnerships and agencies to translate strategic plans for service integration (for example the establishment of Children’s Trusts) into a practical reality in neighbourhoods.

The full article, including links to relevant further reading is available here.


e Health Development Manager - click her e Youth Involvement Manager - click her Neighbourhood Manager - click here


iting opportunity, please contact For an informal discussion abut this exc il with Nadeem Malik on 07957 439 539 or ema your CV.
er (Merton, London) Neighbourhood Warden Regional Resource & Training Centre Manag (£32,349 - £34,773 inclusive)
urhood Warden movement for innovative and This is an exciting post representing a career opportunity in the Neighbo confident person. me for the south-west sub-region of You will co-ordinate the delivery of the Neighbourhood Warden training program training and support services. You will London. You will promote the concept of wardening and market the Centre’s training needs for Warden Schemes and other oversee the design, development and delivery of services that meet the post holder will manage a small team of staff organisations involved in community safety across eight boroughs. The and support regional practitioner networks. Out of hours working is a requirement of the post. Merton. You will work for Safer Merton reporting directly to the Manager of Safer on 0208 545 3062. For an informal conversation about the post please call Janet Pinkney Closing date is 20th October


Yo u n g A d v i s e r s Pilots
As part of the Neighbourhood Renewal Unit’s (NRU) work on youth engagement, they are piloting a programme to recruit, train and employ young people as advisers and activists in communities. Groups of young people, recruited and supported locally, will participate in a centrally designed training programme. They will then carry out paid work locally and, potentially, regionally and nationally. There were 21 applications, all enthusiastic and committed to young people and their contributions to community life and wellbeing. Four pilots have been selected: West Middlesbrough NDC, eb4u/ Brighton NDC, Preston Rd/Hull NDC, and East Manchester NDC.
For more information contact Lauren Hills at Shared intelligence on 020 7756 7612, or by email: lauren. hills@sharedintelligence. net

Citizens days in October
On the 17th and 18th October, events are being held in Hull, Birmingham, Southwark and Stoke on Trent to celebrate Citizens Day. Examples of Neighbourhood Renewal work in these areas has been provided to the organisers. However, partnerships might want to find out how they can be involved in the day and use the event to showcase their work with residents. Further information on this can be found here.

Wardens and Neighbourhood Management Conference
The North East Wardens Resource Centre (NEWRC) will be holding a major regional conference in Stockton on Tees on 3rd November. Recognising the central role of wardens in neighbourhood renewal, the theme of the conference is ‘Wardens and Neighbourhood Management’. This one day conference will include contributions from leading figures in neighbourhood renewal. In-depth workshops will enable delegates to share best practice and experience. A panel discussion and question session allows delegates to feed back to decision makers. The exhibition area facilitates one-to-one discussion this wardens, between delegates and relevant organisations. As well as ed at im event is a For more information or to book a place at this conference please d hbourhoo phone NEWRC on 079 1721 2552 or visit the website here. • Neig gers Mana Alternatively write to Unit 8, River Court, Brighouse Rd., Riverside jects • NDC pro orities Industrial Estate, Middlesbrough TS2 1RT Auth • Local active in • Others rhoods. bou neigh

Together We Can

The Home Office are hosting a conference at the Queen Elizabeth II Conference Centre on 16th November. More information on this free conference will be available shortly. The invitation is open to all members of the National Neighbourhood Management Network.

Making it Work: Role of Councillors in Neighbourhood Renewal
LGA are sponsoring an event taking place on 1st November for elected members. It will
provide the opportunity to meet councillors with experience of neighbourhood renewal, and to discuss and exchange good practice with a focus on what works in delivering neighbourhood renewal and tackling social exclusion. The event aims to develop a common understanding of neighbourhood renewal and inspire and encourage councillors working at all levels in deprived areas. Full details of this event can be found on the on the LGA website here.

New Deal for Communities (NDC) and Neighbourhood Management (NM) Achievement Awards and National Conference 2005
This year Neighbourhood Renewal Programmes have launched a new joint awards programme for NDC and NM partnerships, designed to recognise the achievement, dedication and hard work of individuals and groups in delivering the benefits of the NDC and NM programmes to communities across the country. For nomination forms please click here. Please note that the deadline for return of nominations is Friday 21st October. Successful nominees will be notified by Friday 4th November. It is encouraged to nominate colleagues for one or more of the awards (maximum seven nominations per organisation) - it is your opportunity to recognise and celebrate the good work that you do in your community! The National Conference is taking place on Thursday 24th and Friday 25th November 2005 in London. As a large number of people are planning to attend we would encourage you to secure your place as soon as possible by emailing The theme of this year’s conference is ‘Respecting Neighbourhoods’ (see article on page 5). Every network member is eligible for a free place. If you have any questions in relation to the NDC/NM Conference, please do not hesitate to contact Fiona Gardner/ Greg Anderson on 020 7222 2176. Further information is available at our website here.


Barnsley Metropolitan Borough Council and Primary Care Trust have been selected by the government to establish one of the first Children’s Trusts in the country. The Council lead the new Trust, developing a cross agency team comprising key health staff, social workers and staff dealing with special educational needs. The aim of the new trusts is to end debate about which agency is responsible for care and education and to allow services to be built around the needs of the child. Children and Andy Fleming, Participation and Inclusion young people are involved in the Manager for Barnsley Youth Service, talks about the introduction of Children’s development of the Trust through Trusts. the borough’s 18 youth councils.
What is your role in Barnsley Youth Service and your connection to neighbourhood management pathfinder in Kendray, Barnsley? My job title is Participation and Inclusion Manager for Barnsley Youth Service but I also manage a project in the neighbourhood management area called Kendray Participation Project. I am part of the NM board as a young person’s champion. I became involved before we got the pathfinder money,when we identified that there were major issues in the area we set up the Kendray Initiative, an early regeneration scheme. Barnsley is one of the 35 pilot Children’s Trusts, Can you tell me a bit more about what this is? Because both the NM initiative and Children’s Trust are pathfinders, they both provide the conditions to try new, exciting approaches in relation to the participation of young people. The Children’s Trust for me is about putting all services under one umbrella to share intelligence, deliver joint initiatives and ensure that a streamlined service for children and young people is provided. This will cut down bureaucracy and make sure that services are addressing needs. An example of this is the children’s plan that has to be in place in each Local Education Authority (LEA) by April 2006. We have the mechanisms in place to ensure that young people will influence what is in this plan. In my experience, dissemination of good practice is happening all the time, as lots of workers that have worked in NM take the learning, knowledge and skills and incorporate it into their own practice. Policies regarding children’s services are changing rapidly. Why is this and what are some of the key things to look out for? Nothing ever stands still and the same goes for the needs of young people. The government is in the process of making radical changes. The biggest influence and change has been the Every Child Matters agenda and the Five Outcomes framework. If you look at the five outcomes you can see how they relate to the NRF floor targets. This will give the NM initiative the opportunity to work with even more partners and towards sustainability. What opportunities are there for neighbourhood management initiatives to align themselves with these changes? NM initiatives need to have dialogue with their children and young people’s strategic partnership and share the lessons they have learnt from the NM approach. It is only through sitting around the table that they will be able to help shape this plan. This is a way of ensuring the sustainability of what has already been achieved within the neighbourhood and hopefully some of those lessons will be mainstreamed and put into practice in neighbouring areas. What are the threats to neighbourhood renewal initiatives in terms of these changes? None, if they start to have a dialogue with the key partners/services driving the changes. For once it looks like the government departments are working together. Any final advice or guidance to anyone keen to keep up to date and involved with the changes going on? For me NM has got to be very careful that it doesn’t work in a silo, it needs to be working at both a strategic level and at ground level. The changes can have a great benefit for all and gives the opportunity to disseminate the lessons learnt from the Neighbourhood Management Pathfinders.

I N T H E S P O T L I G H T. . .

The new Audit Commission report includes 45 key measures (click here) to help paint a picture of the quality of life in a local authority and will be a key information tool in the CPA process. The full report can be downloaded here.

Following the bomb attacks in London, IDeA and several of its partner bodies have issued a joint statement. In addition, the Inter Faith Network issued guidelines intended to ease intercommunity tensions. For further information click here.


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