NOT PROTECTIVELY MARKED PREVENT - National Police … Prevent Dev Pla… · NOT PROTECTIVELY MARKED NOT PROTECTIVELY MARKED. NOT PROTECTIVELY MARKED - 2 - NOT PROTECTIVELY MARKED

PREVENTPhase II of the PolicingResponse to thePrevention of Terrorism &Violent Extremism

Development Plan2010-2011

Version 1.1

NOT PROTECTIVELY MARKED



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Protective marking: None

FOIA exemption: No

Suitable for publication scheme: Yes

Title: Prevent: Phase II of the Policing Response to the Prevention of Terrorism and Violent Extremism: Development Plan 2010-2011.

Version: 1.1

Storage: http://www.pnct.pnn.police.uk/prevent.html

Relevant to: Police at all levels working on Prevent-related activities.

Disseminated to: Chief ConstablesChairs of Police Authorities via Association of Police AuthoritiesACPO Force Prevent LeadsHeads of CTUs/CTIUs/CTCRegional Prevent Co-ordinatorsForce Special BranchBCU CommandersLocal Government AssociationLocal Authority Chief Executives via Government OfficesHome Office, Office for Security and Counter-Terrorism National Policing Improvement AgencyDepartment for Communities and Local GovernmentDepartment for Children, Schools and FamiliesDepartment for Business Innovation and SkillsDepartment of HealthHer Majesty’s Inspectorate of ConstabularyUK Border Agency

Summary: Guidance on activities to deliver the Police Service contribution to Prevent. This includes the minimum levels of Prevent capability at a BCU/force and regional level which link to the ACPO Protective Services Minimum Standards.

Task generated by: Chief Constable Sir Norman Bettison, ACPO Prevent Lead and chair of the National Police Prevent Programme Board

Author/Warrant No: D. Supt. Rex Matthews/Tim Maile, Prevent Delivery Unit, ACPO TAM

Creating OCU/Unit: ACPO Prevent Delivery Unit

Quality assured by: Chief Constable Sir Norman Bettison, ACPO Prevent Lead and chair of the National Police Prevent Programme Board

Publication date: 24 December 2009

Handling instructionsThis report should be handled in accordance with the protective security marking shown at the top of the document. This report may be disseminated to outside agencies/partners. This cover sheet must not be detached from the report to which it refers.


Contents

Preface 4

Section A Purpose of this Development Plan 6

Section B Government Policy Context 7

CONTEST 7

Prevent Strategy 7

Section C How to use this Plan 8

Self Assessing Against this Plan 9

Section D Prevent Policing Activities 11

Leadership, Governance and Structures (LGS) 11

Understanding Vulnerability (UV) 18

Information Sharing (IS) 20

Community Partnership and Interventions (CPI) 23

Assessing Progress (AP) 28

Annex A: List of Abbreviations 31

Annex B: BCU Commanders and/or BCU Prevent Leads Checklist 32

Annex C: Force Prevent Lead (Delivery Manager) Checklist 37

Annex D: Regional Prevent Co-ordinator Checklist 44

Annex E: National Indicator 35 (NI35) Criteria 46

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PREFACE

Much has been achieved since the publication of the first ACPO PreventImplementation Plan in September 20081. Indeed, the HMIC report, Prevent:Progress and Prospects, states that “Both police and partners are progressing andon trajectory to full delivery”2. During this initial phase the police service hasworked hard to set a central direction through the publication of a number ofguidance documents whilst building the capacity and capability to deliver Preventactivity locally. Now is the time to build upon what we have learned and focus onensuring that Prevent is mainstreamed within everyday policing.

I have long said that community cohesion is a necessary strategy in preventingviolent extremism and terrorism, but it is not sufficient in itself. This isdemonstrated by the fact that the four suicide bombers in 2005 were nurtured incohesive communities. They had not previously come to the notice of the policein any significant way and so something additional to the community cohesionstrategy is required.

There has been much public debate recently around the Prevent agenda and theaccusation that it is about spying on Muslim communities. This is not true and wemust be united and robust in our response. The police service has a duty to protectthe people and communities we serve from harm and we do not waiver from thisresponsibility.

The ACPO contribution to the Government’s Prevent strategy is aimed atprotecting vulnerable:

• people,

• communities, and

• institutions from harm, regardless of where this harm emanates.

1 PREVENT, The Policing Response to the Prevention of Terrorism & Violent Extremism.2 HMIC reports, PREVENT: Progress and Prospects, Section 1.2.1, June 2009.

Prevent relies upon properly focused and co-ordinated local policing workingtogether with partners and communities. Building trust and confidence throughrenewed and consistent engagement are critical to counter terrorism policing ingeneral and Prevent in particular.

Central to our ability to achieve this is a better understanding of the hard to reachgroups that form part of our communities. By working with our partners toaccurately identify these groups, listening to their concerns and working withthem to build sustainable solutions, we can work together to build trust andconfidence and reduce those factors often at the heart of grievances andalienation.

Neighbourhood profiles are essential to effective neighbourhood policing andthey provide a rich source of information to help us focus our engagement withall our communities, whether they are geographically defined or based on religionor other affiliation. The introduction of the Counter Terrorism Local Profile (CTLP)helps add context to this picture, enabling us to develop a shared understandingof vulnerability, threat and risk with our partners and the community and plan ourresponse accordingly.

Her Majesty’s Inspector of Constabulary also identified that, “Police leadership inPrevent is potentially controversial”, and we must do all we can to help supportour partners in joining us on the stage of delivery. This will come into sharperfocus as public spending is placed under increasing scrutiny and we need toensure that we make the most of our joint resources whether it is money, skills orknowledge.



This development plan aims to build upon what has already been achieved andthe excellent work that is being undertaken within forces and the regions. It looksto maintain the momentum of Prevent activities and focuses on:

Implementing the priorities contained within the refreshed ACPO PreventStrategy 3:

• Embedding Prevent – within everyday policing and partnership activity.

• Partnership Interventions – strengthening Prevent delivery and focusing onpartnership activities to support vulnerable individuals.

• Prevent/Pursue Overlap – continuing to develop more proportionate andappropriate tactical options.

• Information Sharing – establishing a shared understanding of vulnerability,threat and risk with partners.

• Prevent Capability & Capacity Building – evaluating and sharing what works.

It is recognised that Prevent is not a one size fits all activity and Chief Constableswill wish to tailor their approach within existing policing structures to ensure localtraction and support from their communities. To this end, a number of capabilitiescontained within this plan have different expectations, according to the levels ofchallenge faced, in relation to the extent of activity proposed. However, we wouldexpect forces to work towards implementing all the activities set out in this planby 31 March 2011.

3 ACPO Prevent Strategy and Delivery Plan Priorities for 09/10 is available on:http://www.pnct.pnn.police.uk/prevent.htm

This document has been produced without a protective marking to demonstratethe open and transparent approach by ACPO to preventing violent extremism andI encourage you to share the contents of this plan widely with partners who arecrucial to the successful delivery of Prevent.

For further information on any aspect of this development plan please contactyour Regional Prevent Co-ordinator or the ACPO Prevent Delivery Unit (PDU):[email protected]

Chief Constable Sir Norman Bettison,ACPO Prevent Lead and chair of the National Police Prevent Programme Board


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Section A: Purpose of this Development Plan

1. This plan recognises that significant progress has been made since thepublication of the initial Prevent Implementation Plan in September 2008. Itaims to move us from the position of building capability and capacity withinthe police service, supported by the generation of central guidance, to one ofmainstreaming Prevent within normal partnership activity, with a clear focuson local delivery. This development plan intends to:

i. Ensure that the ACPO Policing Response to the Prevention of Terrorism andViolent Extremism is delivered effectively and consistently by the policeservice working closely with their delivery partners

ii. Provide guidance on the practical activities police should considerundertaking at the local, force and regional level, working with partners,to deliver their contribution to local Prevent programmes of action

iii. The activities contained within the plan have been developed inconsultation with practitioners and directly contribute towards existingprocesses to monitor police and partnership performance such as: NationalIndicator 35 and the Comprehensive Area Assessment process (CAA),APACs and the revised ACPO Protective Service Minimum Standards

iv. Ensure that Prevent is mainstreamed into everyday policing activity androutinely considered within existing police and partnership processes.Throughout, there is explicit linkage to other areas of policing such as:

• Neighbourhood policing

• Tasking and co-ordination processes (NIM)

• Community engagement

• Effective partnership working

• Enhancing trust and confidence within communities.

2. It is intended for all police forces including non Home Office forces and thosewithin devolved administrations. It is not intended to be overly prescriptive andforces are encouraged to tailor the plan to their local needs thus supportingthe principle of embedding Prevent within everyday policing and partnershipactivity.

This plan does not intend to:

3. Inhibit joint partnership planning or the production of a joint partner Preventplan.

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Section B Government Policy Context

CONTEST

4. In March 2009 the Government published an updated version of CONTEST4,its strategy for countering international terrorism. The updated strategy takesinto account the changing threat and new challenges faced by the UK and itsdependencies, but its aim remains the same:

To reduce the risk to the UK and its interests overseas frominternational terrorism, so that people can go about their lives freelyand with confidence.

5. As in 2006, when details of the strategy were last published, delivery of thestrategy is organised around four workstreams:

• Prevent: to stop people becoming terrorists or supporting violentextremism.

• Pursue: to stop terrorist attacks.

• Protect: to strengthen our protection against terrorist attack.

• Prepare: where an attack cannot be stopped, to mitigate its impact.

Prevent Strategy

6. The national Prevent strategy has five main objectives to stop peoplebecoming terrorists or supporting violent extremism. The police and otherlocal delivery organisations require flexibility to implement Prevent accordingto local circumstances and conditions but it is important that these commonobjectives provide a framework for activity. The five objectives are:

4 http://security.homeoffice.gov.uk/counter-terrorism-strategy/

• To challenge the ideology behind violent extremism and supportmainstream voices.

• To disrupt those who promote violent extremism and support the placeswhere they operate.

• To support individuals who are vulnerable to recruitment, or have alreadybeen recruited by violent extremists.

• To increase the resilience of communities to violent extremism.

• To address the grievances which ideologues are exploiting.

The strategy has two supporting objectives or ‘enablers’:

• To develop supporting intelligence, analysis and information.

• To improve our strategic communications.

7. The police service outlined its approach to Preventing Violent Extremism withinthe Strategy and Delivery Plan which was launched in 2008, and theImplementation Plan for 08/09. This strategic approach was revised within therefreshed ACPO Strategy and Delivery Plan 09/10 which focused on:

• Embedding Prevent

• Partnership Interventions

• Prevent/Pursue Overlap

• Information Sharing

• Prevent Capability & Capacity building.

The activities contained within this development plan contribute to the above.

8. While this document focuses on the policing contribution to Prevent, there isa collective responsibility between the police service and partners to worktogether to build trust and confidence within communities.

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Section C How to use this plan

9. This plan has been developed through extensive consultation with thosetasked with the practical delivery of Prevent and quality assured by:

• Project leads within the ACPO Prevent Delivery Unit

• Regional Prevent Co-ordinators, who have consulted within their regions

• The Association of Police Authorities (APA)

• Her Majesty’s Inspectorate of Constabulary (HMIC)

• National Policing Improvement Agency (NPIA)

• Government Offices (GOs)

• The Local Government Association (LGA)

• The Home Office (OSCT) and other Government Departments.

10. This plan has been developed for ease of use by practitioners and retains theformat of the original Implementation Plan 08/09 which proved popular withForces and BCUs.

11. It is intended to assist practitioners by:

• Outlining the activities practitioners have thought important for thesuccessful delivery of Prevent.

• Outlining the level of capability expected within certain activities torecognise the differing level of risk faced by forces and/or BCUs.

• Acting as a self assessment tool for regions, forces and BCUs to monitortheir progress.

• Providing a regional and national overview of the police service’scontribution to the Prevent strategy.

The Regional Prevent Co-ordinators have undertaken to brief and supportforces within their region on the implementation and monitoring ofprogress against the activities contained within this plan.

12. The activities contained within this plan focus on processes as opposed tooutcomes. However, the experience and feedback from practitioners hasshown that undertaking these activities supports the outcomes of a widerange of national indicators, including NI35 and the APACs framework, whilsteffectively contributing to the Prevent objectives outlined in Section B. The ACPO Prevent Delivery Unit has also worked closely with the NPIA toensure the activities are consistent with and contribute to the revised ACPOMinimum Standards for Protective Services. (Further details will be provided inan addendum to this document to be issued following publication of therevised standards (expected mid 2010)).

The plan is based around the following five key areas:

1. Leadership Governance and Structures (LGS)

2. Understanding Vulnerability (UV)

3. Information Sharing (IS)

4. Community Partnership and Interventions (CPI)

5. Assessing Progress (AP)

13. Each of these areas is broken down into specific activities which are set out inthe template under the following headings:

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• Activity – the activities the BCU/force/region should consider undertakingto deliver their contribution to Prevent. The suggested timescale forimplementation of this plan is the 31 March 2011. (It is recognised thatnot all forces have a BCU structure. It is therefore incumbent on the forceto ensure that it has appropriate processes in place to implement andmonitor progress of these activities at the local and force level. To assistforces in achieving this, the plan is available in electronic format to allowfor any amendments).

• Ref and NI35 link – this column contains a unique reference number foreach activity. It is colour coded to demonstrate the link between theactivities and NI35 (the key is set out in Annex E). This will help police andpartners understand how the plan supports the outcomes of NI35. Eachactivity has been linked to the most relevant NI35 criterion; however forcesmay also identify additional links across the other NI35 criteria.

• Requirement – many of the activities contained within this plan areapplicable to all forces. However, it is recognised that not all forces sharethe same level of threat, vulnerability and risk. Delivery should be moreadvanced where the risk is greater. This section of the plan highlights theseareas and indicates the requirements expected of forces. Forces shouldunderstand their levels of threat, vulnerability and risk as articulated inprevious documents, and it is strongly recommended that they continuallyreassess using recently produced CTLPs and other information. TheRegional Prevent Co-ordinators have undertaken to work with forces inhelping to assess their level of threat, vulnerability and risk within the forceand its component BCUs.

• Guidance and further information – where to go for furtherinformation and guidance on the activity with a particular emphasis onpartnership guidance.

Self Assessing against this Plan

14. The checklists in Annexes B, C and D summarise the activities relevant toBCU Commanders, force Prevent leads and Regional Prevent Co-ordinatorsand should be used to record the self assessment grading and provideevidence to support the assessment.

15. The local response to Prevent should be proportionate and based on anassessment of threat, vulnerability and risk. The CTLP process has allowed thepolice service to develop from the simplistic differentiation of priority and non-priority BCUs used within the first round of CSR funding (all forces nowreceive funding). Forces and BCUs should now have a better understandingtogether with partners of the level of threat, vulnerability and risk they face.Certain activities within this plan require forces and/or BCUs to undertakeactivity proportionate to their assessment.

16. This plan categorises the level of risk as high, medium and low. Forcesshould make their own judgement as to where they are on this scale inconsultation with the Regional Prevent Co-ordinator. This must be based on acomprehensive assessment which uses a range of information and dataincluding: CTLPs, neighbourhood mapping, levels of CSR funding, localdemographics and partnership data.

17. Once forces have determined their level of risk they can use this plan tomeasure their progress against each activity. Scoring should be based on thefollowing categories:

Planning

Region/force/BCU has evidence to support the following statements:

• Decided not to undertake the activity and can evidence its rationale;

• yet to consider the issue;

• in the very early stage of developing a plan but this is not translated intoactivity.

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Implementing:


• The existence of plans and policies that are yet to be fully implemented;

• some recent examples of activity;

• a recognition that further work is required;

• refining the approach.

Developing:


• Complementary plans and policies;

• established structures with future plans;

• responsibilities allocated;

• staff in place;

• clear and visible approach.

Advanced:


• Resilient internal structures;

• tangible partnership working on PVE;

• staff established with direction and supporting infrastructure;

• consistent force wide approach;

• review process in place and completed.

Mainstreamed:


• Day to day business understanding and addressing vulnerability;

• embedded across force and partners;

• mature and systematic review process in place;

• staff and resources in place with succession planning demonstratingresilience (resilient).

18. Forces are invited to monitor progress against the activities contained withinthis plan and to submit a quarterly self assessment return to their RegionalPrevent Co-ordinator. These returns will be collated at the national level andwill inform the future direction of the police contribution to Prevent throughthe National Police Prevent Programme Board.

NI35 linkage: Quick Reference Guide

19. Each activity has been linked to one of the four criteria in NI35: Buildingcommunities resilient to violent extremism. The key below provides a quickreference guide to the colour coding. Annex E sets out the performancedescriptors which expand on the four parts on NI35.

Understanding of, and engagement with, Muslim Communities

Knowledge and understanding of the drivers and causes of violentextremism and the Prevent objectives

Development of a risk-based preventing violent extremism actionplan, in support of delivery of the Prevent objectives

Effective oversight, delivery and evaluation of projects and actions



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Section D: Prevent Policing Activities

LEADERSHIP, GOVERNANCE AND STRUCTURES (LGS)This section covers:

• Strategic partnership working at force level• Mainstreaming Prevent within daily policing activity• Identified posts and focused resources• Training, briefing and tasking of staff• Using partnership structures• Joint understanding of vulnerability, threat and risk • Regional co-ordination and support.

FORCE

Ref. & Activity Requirement Guidance and Further InformationNI35 link

LGS 1.1 The force can demonstrate that the ACPO rank Preventlead actively engages with key strategic partners, includingthe Prevent lead in the police authority and IAGs, and hasestablished clear governance and oversight structures focusing on:

• Progressing the Prevent agenda; and

• promoting and embedding a partnership approach.

All forces The Prevent Strategy: A Guide for Local Partners (June 2008)for information and programmes of action:http://security.homeoffice.gov.uk/news-publications/publication-search/prevent-strategy/

Delivering the Prevent Strategy: An Updated Guide for LocalPartners (August 2009):http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners

More information on neighbourhood policing and the policingpledge can be found on the Home Office and NPIA Websites:

http://www.homeoffice.gov.uk/documents/policing-pledge

http://www.neighbourhoodpolicing.co.uk/

The APA Prevent Strategy – Prevent: A Strategic Framework isavailable at:http://www.apa.police.uk/APA/Publications/Prevent+–+A+Strategic+Framework.htm


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FORCE (continued)


LGS 1.2 The force can demonstrate that the ACPO rank Prevent leaduses force structures to incorporate Prevent into dailypolicing business e.g. incorporation of Prevent activity withinneighbourhood policing, the Policing Pledge and the widertrust and confidence agenda with all communities, especiallyhard to reach groups.

All forces HMIC Report: Prevent Progress and Prospects – para. 1.3.1: http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

LGS 1.3 The force has an identified post (Delivery Manager)responsible for delivering and mainstreaming Preventactivity within the force, and providing advice andguidance to BCU Commanders and BCU Prevent Leads.

All forces HMIC Report: Prevent Progress and Prospects – para. 4.9.3/para. 4.10.2:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

LGS 1.4 The force has undertaken an assessment, based on the CTLP, as to the level of resources required to implement the force strategic approach to Prevent.

High risk – local resources

Medium/Low risk –access to forcelevel resources

LGS 1.5 The force can demonstrate that Prevent activity is prioritisedtowards those BCUs assessed as being vulnerable, or with ahigher level of risk.

All forces

LGS 1.6 The force can demonstrate that CSR Prevent funded posts(CTIO, CEO or similar) have job descriptions with clearobjectives and performance outcomes.

All forces


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FORCE (continued)


LGS 1.7 The force can demonstrate that CSR funded posts (CEO,CTIO or similar, Prevent leads and Channel Co-ordinators)have undertaken the relevant Prevent training pathway,including Community Engagement (ICE) training.

All forces For more information on the Prevent training pathway pleasecontact: [email protected]

For more information on ICE training please see the NPIAwebsite: http://www.npia.police.uk/en/10375.htm

LGS 1.8 The force can demonstrate that police officers and staff havea clear understanding of the force and local partnershipapproach to Prevent and how it should be delivered througheveryday policing and partnership business.

All forces

LGS 1.9 The force can demonstrate that Prevent is considered withinexisting training e.g. neighbourhood engagement, diversityand faith training.

All forces Workshop to Raise Awareness on Prevent (WRAP) and RichPicture Training. For further information please contact:[email protected]


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BCU/LOCAL DELIVERY STRUCTURE


LGS 2.1 BCU has an identified lead for the development anddelivery of Prevent activity.

High risk – full timededicated post

Medium/Low risk –nominated individual

HMIC Report: Prevent Progress and Prospects – para. 4.10.2:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

LGS 2.2 BCU can demonstrate that where appropriate the BCU utilises existing partnership structures (e.g. LSPs, CDRPs, CSPs etc) to engage with key partners (e.g. local authorities,health, education, UKBA and National Offender Management) to:

• Deliver effective and proportionate Prevent programmes of action;

• identify emerging and best Prevent related practice (e.g. around community engagement or interventions); and

• identify and eliminate barriers to delivery.

However, it is recognised that areas facing a higher level ofrisk may consider the establishment of specific Prevent relatedgovernance structures e.g. Prevent Partnership Board.

High risk – routinely andsystematically

Medium risk –regularly

Low risk – when required

HMIC Report: Prevent Progress and Prospects –Recommendation 1/para. 1.3.2/para. 6.2.4:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

The Prevent Strategy: A Guide for Local Partners (June 2008)for information and programmes of action:http://security.homeoffice.gov.uk/news-publications/publication-search/prevent-strategy/


Prevent, police and schools: Guidance for police officers andpolice staff to help schools contribute to the prevention ofviolent extremism is available on the PNCT website:http://www.pnct.pnn.police.uk/prevent.htm

OSCT Prevent Website – for further details of how to accessthe site please email: [email protected]

HMIC Report: Prevent Progress and Prospects –Recommendation 5:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

For further information on UKBA work contact:[email protected] [email protected]


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BCU/LOCAL DELIVERY STRUCTURE (continued)


LGS 2.3 BCU can demonstrate that partnership structures taskedwith the delivery of Prevent undertake a joint plan/planningprocess based on a shared understanding of vulnerability,threat and risk (CTLPs), with agreed priorities to ensure thatactivity is co-ordinated at a partnership level.

All BCUs

LGS 2.4 BCU can demonstrate that it works with partners toco-ordinate Prevent activities that have:

• clear ownership

• defined outcomes

• timescales

• effective use of finance and resources

• review mechanisms

High risk – routine andsystematic sharing ofresources and finance

Medium risk –occasional sharing offinance and resources


LGS 2.5 BCU can demonstrate agreed and consistent Preventcommunications and marketing messages, consistent withregional and national communications, between policeand partners for both internal and external use. Thisshould emphasise the fact that the Prevent agenda isdelivered by a wide range of organisations including thepolice service in partnership with communities.

High risk – proactive partnership

strategy which isregularly reviewed

Medium/Low risk –an agreed

partnership strategy

HMIC Report: Prevent Progress and Prospects – Section 5.3:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

Preventing Violent Extremism: Learning and DevelopmentExercise – Section 4:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-vio-ext-learning-dev/

The ACPO Prevent Communications Strategy and moreinformation on RICU is available on the PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

For more information on the local, national and internationalapproach to counter terrorist messaging contact RICU:[email protected]


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BCU/LOCAL DELIVERY STRUCTURE (continued)


LGS 2.6 BCU can demonstrate that CSR funded posts (CEO/CTIO orsimilar) and neighbourhood policing team officers are awareof vulnerability, threat and risk relating to violent extremism intheir local area e.g. vulnerable institutions and communities.

All BCUs


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REGION


LGS 3.1 The Regional Prevent Co-ordinator can demonstrate that theyprovide support and guidance to forces (MPS OCUs) withintheir region, particularly those identified as having a higherlevel of threat or risk.

All CTUs/CTIUs/CTC

LGS 3.2 The CTU/CTIU/CTC can demonstrate that, together with theregional Government Office(s) lead(s), it:

• Co-ordinates Prevent activity across the region;

• identifies emerging and best Prevent related practice (e.g. around community engagement; interventions andtraining); and

• disseminates national messages and priorities.

All CTUs/CTIUs/CTC HMIC Report: Prevent Progress and Prospects –Recommendation 5:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

LGS 3.3 The CTU/CTIU/CTC can demonstrate that the regionalPrevent CSR funded posts, and those engaged in Preventactivity, have undertaken the relevant Prevent trainingpathway, including Community Engagement (ICE) training.

All CTUs/CTIUs/CTC For more information on the Prevent training pathway pleasecontact: [email protected]

For more information on ICE training please see the NPIAwebsite: http://www.npia.police.uk/en/10375.htm


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UNDERSTANDING VULNERABILITY (UV)This section covers:

• Counter Terrorism Local Profiles (CTLPs) and the National Intelligence Model (NIM) process

• CTLP data sets and partners’ contribution

• Regional support in the CTLP process.

FORCE AND/OR BCU


UV 1.1 Force and/or BCU can demonstrate that they haveimplemented the principles of the National CTLP Guidancewithin their NIM strategic cycle.

High risk – local levelrequirement e.g. BCU

Medium/Low risk –force level

requirement

National Guidance on Counter Terrorism Local Profiles for BCUCommanders and Local Authority Chief Executives, the CTLPcommunications toolkit and the factsheet are available on thePNCT website: http://www.pnct.pnn.police.uk/prevent.htm

For guidance on the NIM see:http://police.homeoffice.gov.uk/publications/police-reform/Interactive_NIM_1_.pdf

UV 1.2 Force and/or BCU can demonstrate that Prevent and CounterTerrorism Local Profile(s) are routinely considered within theNIM CT tasking and co-ordination process e.g. force/BCUStrategic Assessment and Force/BCU Control Strategy.



requirement

National Guidance on Prevent Case Management available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

For guidance on the NIM see:http://police.homeoffice.gov.uk/publications/police-reform/Interactive_NIM_1_.pdf

UV 1.3 Force and/or BCU can demonstrate that BCUs, LocalAuthorities and other relevant partners are involved in theCTLP commissioning process in line with the nationalguidance on CTLPs.



requirement

National Guidance on Counter Terrorism Local Profiles for BCUCommanders and Local Authority Chief Executives, the CTLPcommunications toolkit and the factsheet are available on thePNCT website: http://www.pnct.pnn.police.uk/prevent.htm


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FORCE AND/OR BCU (continued)


UV 1.4 Force and/or BCU can demonstrate that CTLPs consider localneighbourhood profiles (and other NIM compliant products),local and force level tensions monitoring and can be used toidentify gaps in knowledge and understanding aroundvulnerability, threat and risk relating to violent extremism.


Medium/Low risk –force level requirement

UV 1.5 Force and/or BCU can demonstrate a process to actively seekfeedback on the content, quality and relevance of the CTLPboth internally and with partners.



National Guidance on Counter Terrorism Local Profiles for BCUCommanders and Local Authority Chief Executives available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

UV 1.6 Force and/or BCU can demonstrate that the CTLP process isused to:• Develop a shared understanding of vulnerability, threat and

risk between police and partners; and• to inform and help prioritise partnership Prevent activity.



REGION


UV 2.1 The CTU/CTIU/CTC can demonstrate that Prevent is routinelyconsidered within the NIM regional CT tasking and co-ordination process.

All CTUs/CTIUs/CTC National Guidance on Prevent Case Management available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

UV 2.2 CTU/CTIU/CTC can demonstrate that it provides support toforces/BCUs identified as facing a higher level of threat, in thedevelopment and production of CTLPs, in line with nationalguidance.

All CTUs/CTIUs/CTC National Guidance on Counter Terrorism Local Profiles for BCUCommanders and Local Authority Chief Executives available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm


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INFORMATION SHARING (IS)This section covers:

• Mapping communities with partners

• Briefing and involving Neighbourhood Policing Teams (NPTs)

• Identifying, collating and reporting community tensions

• Sharing information with partners at a BCU/force and regional level.

FORCE AND/OR BCU


IS 1.1 Force and/or BCU can demonstrate that it jointly undertakes aprocess of community mapping with partners through thesharing of relevant data and neighbourhood policing activity, toaccurately identify the composition and nature of communities.

All forces/BCUs National Guidance on Counter Terrorism Local Profiles for BCUCommanders and Local Authority Chief Executives available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

IS 1.2 Force and/or BCU can demonstrate that their KINs and IAGsare representative of the communities they serve. e.g.consideration of community mapping and data.

All forces/BCUs

IS 1.3 Force and/or BCU can demonstrate that it has a process tocollect and assess information from local communities andpartners to inform Prevent activity.

All forces/BCUs For more information on tensions monitoring and the NationalCommunity Tensions Team contact: [email protected] visit: http://www.pnct.pnn.police.uk/prevent.htm

IS 1.4 BCU can demonstrate that it has a process to briefneighbourhood policing teams concerning Prevent activity.

High risk – routineand systematic briefing

Medium risk – regular briefing

Low risk – briefing when required

National Guidance on Prevent Case Management available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

See the National Standard for the Management of PoliceInformation for further general details on information sharing:http://www.crimereduction.homeoffice.gov.uk/policing21.htm


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IS 1.5 Force and/or BCU can demonstrate that neighbourhoodpolicing teams are engaged and consulted on the assessmentof vulnerability, threat and risk within their neighbourhoods.

High risk – BCU level


IS 1.6 Force and/or BCU can demonstrate that they contributeto Op Element through weekly returns and have a processfor circulation of the report to key groups and individuals.

All forces For more information on tensions monitoring and the NationalCommunity Tensions Team contact: [email protected] visit: http://www.pnct.pnn.police.uk/prevent.htm

IS 1.7 Force and/or BCU can demonstrate that they use informationsharing agreements for exchanging Prevent information withpartners.

High risk – routine andsystematic exchange

Medium risk – regular exchange

Low risk – exchange as required

Delivering the Prevent Strategy: An Updated Guide for LocalPartners (August 2009) Annex One:http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners

National Guidance on Prevent Case Management (section 4)available on the PNCT website:http://www.pnct.pnn.police.uk/prevent.htm

IS 1.8 Force and/or BCU can demonstrate that personal informationin relation to Prevent related activity is catered for withinexisting force policy and subject to scheduled review.

All forces/BCUs National Guidance on Prevent Case Management (Section 4on information sharing and Principle 11) available on the PNCTwebsite: http://www.pnct.pnn.police.uk/prevent.htm

Delivering the Prevent Strategy: An Updated Guide for LocalPartners: http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners

IS 1.9 Force and/or BCU can demonstrate that it has a process toshare Prevent related information with communities throughtheir community engagement officers and existingneighbourhood policing engagement processes e.g. KINs.

All forces/BCUs


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REGION


IS 2.1 CTU/CTIU/CTC can demonstrate that it has regionalpartnership processes in place to ensure a sharedunderstanding of vulnerability, threat and risk across theregion e.g. with Government Office(s) and forces.

All CTUs/CTIUs/CTC It is anticipated that as the process matures CTLPs will containall elements of threat and risk within CONTEST, where relevantto the local area.


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FORCE AND/OR BCU


CPI 1.1 Force can demonstrate that Prevent is included within existingengagement plans and strategies. For example:

• Linkage with police authority consultation activity;

• incorporation within neighbourhood policing engagementstrategies;

• trust, confidence and satisfaction community surveys; and

• the Policing Pledge.

All forces BCU Commander Guide for Counter Terrorist Operations (June 2009) – a guide for BCU police and staff which sets outlearning, strategies and tactics to help manage communitytension created or exacerbated by CT operations. Available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

More information on neighbourhood policing and the policingpledge can be found on the Home Office and NPIA Websites:

http://www.homeoffice.gov.uk/documents/policing-pledge

http://www.neighbourhoodpolicing.co.uk/

CPI 1.2 Force and/or BCU can demonstrate that it has adopted theprinciples and safeguards of the Prevent, police and schoolsguidance and, where relevant and appropriate, also applythese when engaging with further and higher educationinstitutions.

High risk –focused BCU activity

Medium/Low risk –force level approach

Prevent, police and schools: Guidance for police officers andpolice staff to help schools contribute to the prevention ofviolent extremism is available on the PNCT website:http://www.pnct.pnn.police.uk/prevent.htm

COMMUNITY PARTNERSHIP AND INTERVENTIONS (CPI)This section covers:

• Mainstreaming Prevent engagement in existing strategies and processes

• Raising awareness of Prevent within communities to build trust and confidence

• Prevent media and communications

• Identifying and responding to national and international incidents likely to lead to heightened community tensions

• Working with the NCTT in assessing local community tensions

• Identifying vulnerability

• Supporting vulnerable individuals.


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CPI 1.3 Force and/or BCU can demonstrate that whereappropriate, it supports partners and community groupsin delivering Prevent related awareness and training.



For more information on the table top CT exercises such asOperation Nicole, Act Now and hindsight, contact:[email protected]

For more information on ICE training and the e-learningpackage please see the NPIA website:http://www.npia.police.uk/en/10375.htm

CPI 1.4 Force and/or BCU can demonstrate that they:

• regularly receive national communications products (e.g. ACPO Prevent Bulletins and RICU and Central Prevent Analysis (CPA) documents)

• consider the products in their communications strategyfor Prevent; and

• circulate the products to relevant groups and individuals.

All forces To access the ACPO Prevent Communications Strategy pleasevisit: http://www.pnct.pnn.police.uk/prevent.htm

For more information on Prevent Bulletins contact:[email protected]

For more information on the local, national and internationalapproach to counter terrorist messaging contact RICU:[email protected]

CPI 1.5 Force and/or BCU can demonstrate that they have a processto identify incidents whether home or abroad, which maylead to an increase in local community tension.

High risk –local level e.g. BCU

Medium risk –force level


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CPI 1.6 Force and/or BCU can demonstrate that they have aneffective process to engage with, brief and reassurepartners and communities in advance of police CToperations, and as part of their response to increasesin community tensions.


Medium/Low risk–force level

BCU Commander Guide for Counter Terrorist Operations (June 2009) – a guide for BCU police and staff which sets outlearning, strategies and tactics to help manage communitytension created or exacerbated by CT operations. Available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

Preventing Violent Extremism: Learning and DevelopmentExercise: http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-vio-ext-learning-dev/

Operation Pathway: Lord Carlile’s Review Report

CPI 1.7 Force and/or BCU can demonstrate that it has a process attimes of heightened community tensions and exceptionaldemand to:

• provide force updates to the NCTT; and

• assist in the co-ordination and facilitation of nationalrequests e.g. national intelligence requirement.

All forces For more information on tensions monitoring and the NationalCommunity Tensions Team contact: [email protected] visit: http://www.pnct.pnn.police.uk/prevent.htm

CPI 1.8 Force and/or BCU can demonstrate a visible and accessibleprocess with frontline staff, partners and the communityto identify and refer vulnerable individuals, communitiesand institutions.

All forces The Prevent Strategy: A Guide for Local Partners (June 2008)for information and programmes of action:http://security.homeoffice.gov.uk/news-publications/publication-search/prevent-strategy/



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CPI 1.9 Force and/or BCU can demonstrate that Channel fundedsites have adopted the principles from Channel: A Guidefor Local Partners.

All Channel Funded Sites

For access to the Channel Guidance and factsheet pleasecontact [email protected] or visit:http://www.pnct.pnn.police.uk/prevent.htm

CPI 1.10 Force and/or BCU can demonstrate that non-Channel fundedsites supporting individuals vulnerable to violent extremismconsider the principles and safeguards of Channel: A Guidefor Local Partners. Where appropriate, existing partnershipprocesses should be utilised e.g. Safeguarding Children,Crime and Disorder and MAPPA partnerships.

All non-ChannelFunded Sites

For access to the Channel Guidance and factsheet pleasecontact [email protected] or visit:http://www.pnct.pnn.police.uk/prevent.htm

CPI 1.11 Force and/or BCU can demonstrate that non-Channel fundedsites operating referral processes seek support and guidancefrom either a Channel Co-ordinator within their force and/orthe Regional Prevent Co-ordinator.


CPI 1.12 Force and/or BCU can demonstrate that it is aware of existingguidance on the safeguarding of PVE funding and seeks toensure compliance with partners in relation to Prevent relatedproject applications.

All forces For more information on the security checking protocolplease contact: [email protected]

CPI 1.13 Force and/or BCU can demonstrate that they are aware ofthe ACPO ‘Terrorist and Violent Extremist Use of the Internet’leaflet and have made this available to communities andpartners.

All forces ACPO internet leaflet and ACPO poster also available on PNCT.For further information on violent extremism on the internetplease contact: [email protected]


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REGION


CPI 2.1 CTU/CTIU/CTC can demonstrate that it has a process attimes of heightened community tensions and exceptionaldemand to:

• Provide support and guidance to forces within the region;

• provide regional updates to the NCTT; and

• assist in the co-ordination and facilitation of nationalrequests e.g. national intelligence requirement.

All CTUs/CTIUs/CTC BCU Commander Guide for Counter Terrorist Operations (June 2009) – a guide for BCU police and staff which sets outlearning, strategies and tactics to help manage communitytension created or exacerbated by CT operations. Available onthe PNCT website: http://www.pnct.pnn.police.uk/prevent.htm

For more information on tensions monitoring and the NationalCommunity Tensions Team contact: [email protected] visit: http://www.pnct.pnn.police.uk/prevent.htm

CPI 2.2 The CTU/CTIU/CTC can demonstrate that it provides supportand guidance to non-Channel funded forces undertakingintervention and referral activity.

All CTUs/CTIUs/CTC Workshop to Raise Awareness on Prevent (WRAP) and RichPicture Training. For further information please contact:[email protected]


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FORCE AND/OR BCU


AP 1.1 Force and/or BCU can demonstrate that they monitorprogress against the activities contained within this planby submitting quarterly self assessment returns to theCTU/CTIU/CTC (Regional Prevent Co-ordinators).

All forces For further info contact the PDU Senior Business PerformanceAnalyst: [email protected]

AP 1.2 Force and/or BCU can demonstrate that they monitor andassess activity and performance in relation to all PreventCSR funded posts (CTIO, CEO or similar) and understandthe benefits they are delivering locally.

All forces For further info contact the PDU Senior Business PerformanceAnalyst: [email protected]

AP 1.3 The force and/or BCU can demonstrate that they haveconsidered the use of existing mechanism to assess thelevels of trust, satisfaction and confidence withinvulnerable communities, to better inform and measurethe impact of Prevent related activity.

High risk – focused on local activity

Medium/Low risk –focused at a force level

NHP Trust and Confidence, Policing Pledge Surveys.

ASSESSING PROGRESS (AP)This section covers:

• Monitoring and reporting arrangements for the Prevent Development plan

• Developing a performance framework

• Performance of CSR funded posts

• Measuring trust and confidence

• Evaluating Prevent related projects

• Sharing best practice.


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AP 1.4 The force and/or BCU can demonstrate that Channelfunded sites submit appropriate management informationto the ACPO Prevent Delivery Unit on a monthly basis.

All ChannelFunded Sites

For access to the Channel Guidance and factsheet pleasecontact: [email protected] or visit:http://www.pnct.pnn.police.uk/prevent.htm

HMIC Report: Prevent Progress and Prospects – para. 7.2.6:http://inspectorates.homeoffice.gov.uk/hmic/inspections/thematic/prevent-report/

AP 1.5 Force and/or BCU can demonstrate that it has a processwhich involves partners, for the commissioning, monitoring,evaluation and Value for Money (VfM) of Prevent projects.

All forces Delivering the Prevent Strategy: An Updated Guide for LocalPartners (August 2009): http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners

CLG Guidance on evaluating local Prevent projects andprogrammes:http://www.communities.gov.uk/publications/communities/localPREVENTprojectsprogrammes

AP 1.6 The force can demonstrate that it engages with thePolice Authority on the development of a comprehensiveperformance framework, to enable effective governanceand scrutiny of police Prevent activity.

All forces The APA Prevent Strategy – Prevent: A Strategic Frameworkis available at: http://www.apa.police.uk/APA/Publications/Prevent+–+A+Strategic+Framework.htm

AP 1.7 The force can demonstrate that it has a process to shareperformance and best practice information with BCUCommanders/BCU Prevent leads and CTU/CTIU/CTCRegional Prevent Co-ordinators as part of a regular andsystematic meeting process.

All forces


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REGION


AP 2.1 CTU/CTIU/CTC can demonstrate that they monitor theirprogress against the regional activities contained withinthis plan and submit quarterly updates to the ACPOPrevent Delivery Unit.

All CTUs/CTIUs/CTC

AP 2.2 CTU/CTIU/CTC can demonstrate that the region collates,assesses and submits quarterly force returns within theirregion to the ACPO Prevent Delivery Unit.

All CTUs/CTIUs/CTC

AP 2.3 CTU/CTIU/CTC can demonstrate that they monitor andassess activity and performance in relation to their PreventCSR funded posts (CTIO, CEO, analysts or similar) andunderstand the benefits they are delivering regionally.

All CTUs/CTIUs/CTC

AP 2.4 CTU/CTIU/CTC can demonstrate it has a process whichinvolves partners, for the commissioning, monitoring,evaluation and Value for Money (VfM) of Prevent projects.

All CTUs/CTIUs/CTC


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Annex A: List of Abbreviations

ACPO Association of Chief Police Officers

APA Association of Police Authorities

APACS Assessments of Policing & Community Safety

BCU Basic Command Unit

CAA Comprehensive Area Assessment

CDRP Crime & Disorder Reduction Partnerships

CEO Counter-Terrorism Engagement Officer

CPA Central Prevent Analysis

CSP Community Safety Partnerships

CSR Comprehensive Spending Review

CTC Counter Terrorism Command

CTLP Counter Terrorism Local Profile

CTU Counter Terrorism Unit

CTIO Counter Terrorism Intelligence Officer

CTIU Counter Terrorism Intelligence Unit

GO Government Office

HSB Head of Special Branch

KIN Key Individual Network

KDI Key Diagnostic Indicator

LSP Local Strategic Partnership

NCTT National Community Tensions Team

NI35 National Indicator (35)

NIM National Intelligence Model

NPIA National Policing Improvement Agency

OSCT Office for Security and Counter Terrorism, Home Office

PVE Preventing Violent Extremism

RICU Research, Information and Communications Unit, Home Office

SB Special Branch

UKBA UK Border Agency


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Annex B: BCU Commanders and/or BCU Prevent Leads Checklist

Prevent can only be successfully delivered by a range of partners, workingtogether based on a joint understanding of threat, vulnerability and risk (e.g. CDRPs, LSPs or CSPs). The BCU Commander (or equivalent depending uponforce structures) is the primary link to senior partners and will be key in developing ‘mature partnerships’ demonstrated by:

• Highly developed information sharing;

• strong links between police management teams and partners; and

• joint working focused on Prevent.

The HMIC report: ‘Prevent Progress and Prospects’ suggested that effectivePrevent leadership at BCU level is characterised by:

• Providing visible leadership within the BCU, ensuring information sharing isundertaken;

• engaging with key partners and driving Prevent; and

• ensuring BCU structures for delivery are implemented and appropriatelyresourced.

Ref. Activity Requirement Self Assessment – including supporting evidence

LEADERSHIP, GOVERNANCE AND STRUCTURES

LGS 2.1 An identified lead for the development and deliveryof Prevent activity – BCU Delivery Manager.

High risk – full timededicated post

Medium/Low risk –nominated individual

LGS 2.2 Utilising partnership structures to engage with keypartners, to deliver effective and proportionatePrevent programmes of action.

High risk – routinelyand systematically

Medium – regularly




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LEADERSHIP, GOVERNANCE AND STRUCTURES (continued)

LGS 2.3 Joint plan/planning process with partners based on a sharedunderstanding of vulnerability, threat and risk with agreedpriorities.

All BCUs

LGS 2.4 Prevent activity has:

• clear ownership

• defined outcomes

• timescales

• effective use of finance and resources and reviewmechanisms.

High risk – routineand systematic

sharing of resourcesand finance

Medium risk –occasional sharing offinance and resources

Low risk –when required

LGS 2.5 Agreed and consistent Prevent communications andmarketing messages between police and partners that isconsistent with regional and national communications.

High risk –proactive partnership

strategy which isregularly reviewed

Medium/Low risk –an agreed

partnership strategy

LGS 2.6 CSR funded posts (CEO/CTIO or similar) and neighbourhoodpolicing team officers are aware of local vulnerability, threatsand risk.

All BCUs


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UNDERSTANDING VULNERABILITY

UV 1.1 Principles of the National CTLP Guidance implementedwithin BCU NIM strategic cycle.

High risk –local level requirement

e.g. BCU

UV 1.2 Prevent and CTLPs are considered within the NIM CTtasking and co-ordination process.


e.g. BCU

UV 1.3 Partners involved in the CTLP commissioning process. High risk –local level requirement

e.g. BCU

UV 1.4 CTLPs consider local neighbourhood profiles (and otherNIM compliant products), tensions monitoring and can beused to identify gaps in knowledge and understanding.


e.g. BCU

UV 1.5 Process to seek feedback on CTLPs both internally andwith partners.


e.g. BCU

UV 1.6 CTLP process is used to develop a shared understanding ofvulnerability, threat and risk between police and partners;and inform and help prioritise partnership Prevent activity.


e.g. BCU


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INFORMATION SHARING

IS 1.1 Joint process of community mapping with partners andneighbourhood policing activity to accurately identifythe composition and nature of communities.

All BCUs

IS 1.2 KINs and IAGs are representative of the communities theyserve, e.g. consideration of community mapping and data.

High risk –BCU assessment

IS 1.3 Process to collect and assess information from localcommunities and partners to inform Prevent activity.

All BCUs

IS 1.4 Process to brief neighbourhood policing teamsconcerning Prevent activity.

High risk –routine and

systematic briefing

Medium risk –regular briefing

Low risk –briefing when required

IS 1.5 Neighbourhood policing teams are engaged andconsulted on the assessment of vulnerability, threatand risk within their neighbourhoods.

High risk –BCU level

IS 1.7 Information sharing agreements used for exchangingPrevent information with partners.

All BCUs


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INFORMATION SHARING (continued)

COMMUNITY PARTNERSHIP AND INTERVENTIONS

IS 1.8 Personal information in relation to Prevent is catered forwithin existing force policy and subject to scheduled review.

All BCUs

IS 1.9 Process to share Prevent related information withcommunities.

All BCUs

CPI 1.2 Adopted principles and safeguards of the Prevent, policeand schools guidance.


ASSESSING PROGRESS

CPI 1.3 Supports partners and community groups in deliveringPrevent related awareness and training.


CPI 1.5 Process to identify incidents which may lead to an increasein local community tension.


AP 1.3 Use of existing mechanism to assess the levels of trust,satisfaction and confidence within vulnerable communitiesto better inform and measure the impact of Prevent relatedactivity.

High risk –focused onlocal activity

CPI 1.6 Effective process to engage with, brief and reassure partnersand communities in advance of police CT operations and aspart of their response to increases in community tensions.



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Annex C: Force Prevent Lead (Delivery Manager) Checklist

Working directly, or through force management, to the ACPO Lead, the PreventDelivery Manager is a key enabler in co-ordinating the delivery of Prevent withinthe force. The HMIC report: ‘Prevent Progress and Prospects’ suggested that therole is characterised by:

• Acting as the single point of contact and conduit of information/DevelopingPractice from Regional or National sources;

• mainstreaming Prevent into everyday policing activity and police andpartnership processes;

• providing advice and guidance to BCU Commanders and Prevent Leads;

• developing and refining force strategy and policy; and

• assuming responsibility for delivery of the force plan and ensuring force widedevelopment in line with risk/threat.

HMIC views the absence of this role as an inhibitor to successful implementationof Prevent. Allocating Prevent in addition to other responsibilities (e.g.‘double–hatting’ the HSB in a number of forces) may not give Prevent thenecessary impetus (depending upon local vulnerability, threat and risk). In a smallnumber of forces, this post may be occupied by a non-police officer.



LGS 1.1 ACPO rank Prevent lead engages with key strategic partnersand has established clear governance and oversight structuresto progress the Prevent agenda and promote and embed apartnership approach.

All forces

LGS 1.2 ACPO rank Prevent lead uses force structures to incorporatePrevent into daily policing business.

All forces

LGS 1.3 Identified post (Delivery Manager) responsible for deliveringand mainstreaming Prevent activity within the force andproviding advice and guidance to BCU Commanders andBCU Prevent Leads.

All forces


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LEADERSHIP, GOVERNANCE AND STRUCTURES (continued)

LGS 1.5 Prevent activity is prioritised towards those BCUs assessedas being vulnerable or with a higher level of risk.

All forces

LGS 1.6 CSR Prevent funded posts (CTIO, CEO or similar) have jobdescriptions with clear objectives and performanceoutcomes.

All forces

LGS 1.7 CSR funded posts (CEO, CTIO or similar, Prevent leadsand Channel Co-ordinators) have undertaken therelevant Prevent training pathway, includingCommunity Engagement (ICE) training.

All forces

LGS 1.8 All staff have a clear understanding of the force andlocal partnership approach to Prevent and how itshould be delivered through everyday policing andpartnership business.

All forces

LGS 1.9 Prevent is considered within existing training. All forces

LGS 1.4 Assessment as to the level of resources required toimplement the force strategic approach to Prevent.

High risk –local resources

Medium/Low risk–access to forcelevel resources


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UV 1.1 Principles of the National CTLP Guidance implementedwithin force NIM strategic cycle.


requirement

UV 1.2 Prevent and CTLPs are considered within the NIM CTtasking and co-ordination process.


requirement

UV 1.3 Partners involved in the CTLP commissioning process. Medium/Low risk –force level

requirement

UV 1.4 CTLPs consider local neighbourhood profiles (and other NIM compliant products), tensions monitoring and can beused to identify gaps in knowledge and understanding.


requirement

UV 1.5 Process to seek feedback on CTLPs both internally andwith partners.


requirement

UV 1.6 CTLP process is used to develop a shared understanding ofvulnerability, threat and risk between police and partners;and inform and help prioritise partnership Prevent activity.


requirement


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INFORMATION SHARING

IS 1.1 Joint process of community mapping with partners andneighbourhood policing activity to accurately identify thecomposition and nature of communities.

All forces

IS 1.2 Mapping of community data used to ensure IAGs and KINsare representative of the communities they serve.

Medium/Low risk –force assessment

IS 1.3 KINs and IAGs are representative of the communities theyserve, e.g. consideration of community mapping and data.

All forces

IS 1.5 Neighbourhood policing teams are engaged and consultedon the assessment of vulnerability, threat and risk withintheir neighbourhoods.


IS 1.6 Weekly returns to Op Element and circulation to key groupsand individuals.

All forces

IS 1.7 Information sharing agreements used for exchangingPrevent information with partners.

All forces

IS 1.8 Personal information in relation to Prevent is catered forwithin existing force policy and subject to scheduled review.

All forces

IS 1.9 Process to share Prevent related information withcommunities.

All forces


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CPI 1.1 Prevent is included within existing engagement plans andstrategies.

All forces

CPI 1.2 Adopted principles and safeguards of the Prevent, policeand schools guidance.


CPI 1.3 Supports partners and community groups in deliveringPrevent related awareness and training.


CPI 1.4 Regularly receive, consider, and circulate nationalcommunications products.

All forces

CPI 1.5 Process to identify incidents which may lead to an increasein local community tension.


CPI 1.6 Effective process to engage with, brief and reassure partnersand communities in advance of police CT operations and aspart of their response to increases in community tensions.


CPI 1.7 Process to provide force updates to the NCTT; and assist inthe co-ordination and facilitation of national requests at timesof heightened community tensions and exceptional demand.

All forces

CPI 1.8 Visible and accessible process with frontline staff, partnersand the community to identify and refer vulnerableindividuals, communities and institutions.

All forces

CPI 1.9 Channel funded sites have adopted the principles fromChannel: A Guide for National Partners.



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COMMUNITY PARTNERSHIP AND INTERVENTIONS (continued)

CPI 1.10 Non-Channel funded sites consider the principles andsafeguards of Channel: A Guide for National Partners. Whereappropriate, existing partnership processes should be utilised.


CPI 1.11 Non-Channel funded sites seek support and guidance fromeither a Channel Co-ordinator within their force and/or theRegional Prevent Co-ordinator.


CPI 1.12 Awareness guidance on the safeguarding of PVE fundingand seeks to ensure compliance with partners in relation toPrevent related project applications.

All forces

CPI 1.13 Aware of the ACPO ‘Terrorist and Violent Extremist Use ofthe Internet’ leaflet and have made this available tocommunities and partners.

All forces

ASSESSING PROGRESS

AP 1.1 Monitor progress against the activities contained within thisplan by submitting quarterly self assessment returns to theCTU/CTIU/CTC (Prevent Regional Co-ordinators).

All forces

AP 1.2 Monitor and assess activity and performance in relation toall Prevent CSR funded posts (CTIO, CEO or similar) andunderstand the benefits they are delivering locally.

All forces

AP 1.3 Use of existing mechanism to assess the levels of trust,satisfaction and confidence within vulnerable communities tobetter inform and measure the impact of Prevent related activity.

Medium/Low risk –focused at aforce level


- 43 -



ASSESSING PROGRESS (continued)

AP 1.4 Channel funded sites submit appropriate managementinformation to the ACPO Prevent Delivery Unit.


AP 1.5 A process which involves partners, for the commissioning,monitoring, evaluation and Value for Money (VfM) ofPrevent projects.

All forces

AP 1.6 Engages with the Police Authority on the development ofa comprehensive performance framework.

All forces

AP 1.7 Process to share performance and best practice informationwith BCU Commanders/BCU Prevent leads and PreventRegional Co-ordinators.

All forces


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Annex D: Regional Prevent Co-ordinator Checklist

The Regional Prevent Co-ordinator has a crucial role in ensuring the linkbetween the national and the force level to facilitate the effective delivery ofthe national Police Prevent strategy. The role involves:

• Working with the GO Prevent lead to co-ordinate Prevent activity across theregion;

• providing support and guidance to forces in the development and delivery oflocal programmes of action;

• working with forces in helping to assess their level of threat, vulnerability andrisk; and

• briefing and supporting forces on the implementation and monitoring ofprogress against the activities contained within this plan.



LGS 3.1 Support and guidance to forces (MPS OCUs) within theirregion, particularly those identified as having a higher levelof threat or risk.

All CTUs/CTIUs/CTC

LGS 3.2 Works with the regional Government Office(s) lead(s),to co-ordinate Prevent activity across the region.

All CTUs/CTIUs/CTC

LGS 3.3 Regional Prevent CSR funded posts and those engaged inPrevent activity have undergone appropriate training.

All CTUs/CTIUs/CTC


UV 2.1 Prevent is routinely considered within the NIM regionalCT tasking and co-ordination process.

All CTUs/CTIUs/CTC

UV 2.2 Provides support to forces/BCUs identified as facing ahigher level of threat, in the development and productionof CTLPs in line with national guidance.

All CTUs/CTIUs/CTC


- 45 -



INFORMATION SHARING


IS 2.1 Regional partnership processes in place to ensure a sharedunderstanding of vulnerability, threat and risk across the region.

All CTUs/CTIUs/CTC

CPI 2.1 Process to provide support and guidance to forces; provideregional updates to the NCTT; and assist in the co-ordinationand facilitation of national requests at times of heightenedcommunity tensions and exceptional demand.

All CTUs/CTIUs/CTC

ASSESSING PROGRESS

CPI 2.22 Provides support and guidance to non-Channel fundedforces undertaking intervention and referral activity.

All CTUs/CTIUs/CTC

AP 2.1 Region monitors their progress against the regional activitiescontained within this plan and submits quarterly updates tothe ACPO Prevent Delivery Unit.

All CTUs/CTIUs/CTC

AP 2.2 Region collates, assesses and submits quarterly force returnswithin their region to the ACPO Prevent Delivery Unit.

All CTUs/CTIUs/CTC

AP 2.3 Monitor and assess activity and performance in relation totheir Prevent CSR funded posts (CTIO, CEO, analysts or similar)and understand the benefits they are delivering regionally.

All CTUs/CTIUs/CTC

AP 2.4 Process which involves partners, for the commissioning,monitoring, evaluation and Value for Money (VfM) ofPrevent projects.

All CTUs/CTIUs/CTC


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Annex E: National Indicator 35 (NI35) Criteria

Understanding of, and engagement with, Muslim communities

• Mapping and understanding local Muslim communities in order to inform an effective and inclusive engagement and empowerment strategy

• Effective engagement and empowerment of Muslim communities as part of a whole community engagement strategy

Knowledge and understanding of the drivers and causes of violent extremism and the Prevent objectives

• Establishing an evidence base through an assessment of risks and vulnerabilities, including evidence into the drivers and causes of violent extremism, which canbe used to design an effective and proportionate programme of action

• Developing and using robust and agreed information sharing arrangements to ensure effective communication between partners

Development of a risk-based preventing violent extremism action plan, in support of delivery of the Prevent objectives

• Establishing strong multi-agency partnership arrangements to ensure the effective development and delivery of the Prevent Programme of Action

• Promoting positive understanding of Islam as a peaceful religion in order to undermine distorted interpretations promoted by violent extremists

• Identifying and providing support to institutions which may be vulnerable to extremists, creating a hostile environmental for those who promote violent extremism

• Supporting individuals who are vulnerable to being targeted and recruited to the cause of violent extremism

• Building the capabilities of Muslim communities, including young people and women, to provide positive leadership to local communities and confidence tochallenge extremism

• Providing opportunities and safe spaces in which communities can discuss and address the grievances that ideologues are exploiting

Effective oversight, delivery and evaluation of projects and actions

• There is extensive and professional evaluation of the local programme of action and projects which is used to inform future improvement

• Local partners design clear and efficient project delivery and management plans

• There are effective oversight and scrutiny structures and functions in place

More detail on the NI35 performance descriptors is available in Self-assessing local performance against NI35: Building resilience to violent extremism. Guidance forLocal Partners: http://security.homeoffice.gov.uk/news-publications/publication-search/general/NI35_Guidance12835.pdf?view=Binary

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Association of Chief Police Officers of England, Wales and Northern IrelandPrevent Delivery Unit (incorporating NCTT)

2nd Floor, 10 Victoria Street,London SW1H ONN

[email protected]

December 2009

Documents

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