For the purpose of my agenda I have sought to replicate Sections 1 & 2 only - the remaining sections can be accessed through the official Home Office Document

Section 1: The Prevent Framework - Highlighted within this doc.

Prevent aim and objectives , Further information: CONTEST and Prevent , Partnerships , The local context , Prevent research , Vetting and security classification , Communicating Prevent , Prevent and other forms of violent extremism

Section 2: Effective Prevent Delivery - Highlighted within this doc.

Radicalisers and the places where they may operate, Supporting vulnerable individuals, Communities, Broadening engagement with communities, Schools and colleges, Adult and youth justice, Tackling violent extremism on the internet, UK Border Agency (UKBA) 17, Communications 17, Connecting the local and international: foreign policy

Section 3: Accountability, Monitoring and Evaluation - Available at http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners.html

Accountability, Monitoring and evaluation, NI35 as an evaluation tool, Further guidance to assist with evaluation,  Interventions monitoring, Shared values

Section 4 Practical Support - Available at http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners.html

Central Government, Government Offices, Other sources, Websites

Section 5 Funding - Available at http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners.html

Local authorities, Police, Other funding

The Prevent Framework

The Prevent strategy is based around five objectives. It needs to be delivered through a wide ranging local partnership and should be informed by an understanding of the local

context. Local Prevent partnerships should make connections between Prevent and other associated and related agendas. Local partners can give Prevent work different titles

but, irrespective of the way Prevent is presented, it is vital to retain a focus on the Prevent objectives.

Prevent is part of the Government’s strategy to counter the threat from international terrorism. Alongside Prevent, Government and the police are engaged in a range of  

work to address other forms of violent extremism.

Effective Prevent Delivery

In the past two years, together we have developed best practice around the Prevent objectives, which needs to be reflected in the design of local Prevent programmes.

Programmes need to focus on individuals, communities and places. It may also be important to facilitate debate about foreign policy. Communications, and in particular,

the internet and digital media are vital to Prevent.

Accountability, Monitoring and Evaluation

Local partnerships should ensure that their Prevent programme of action includes clear objectives, measurable impacts and comprehensive arrangements for monitoring and

evaluation. Organisations funded under Prevent need to demonstrate a commitment to our shared

values.

Practical Support

A range of support is available on delivering Prevent, including from central Government, Government Offices, sector led initiatives and websites. Local partners

need to take advantage of this support in developing and delivering their Prevent programme.

Funding

Prevent funding is not intended for a single ethnic or faith community. Effective interventions often need to draw in many different communities, working alongside one

another. Localities need to make full use of all available resources, not just Prevent specific funding.

The Prevent Framework

The Prevent strategy is based around five objectives. It needs to be delivered through a wide ranging local partnership and should be informed by an understanding of the

local context. Local Prevent partnerships should make connections between Prevent and other associated and related agendas. Local partners can give Prevent work different titles

but, irrespective of the way Prevent is presented, it is vital to retain a focus on the Prevent objectives.

Prevent is part of the Government’s strategy to counter the threat from international terrorism. Alongside Prevent, Government and the police are engaged in a range of

work to address other forms of violent extremism.

Prevent aim and objectives

1.1 The overall Prevent programme has five main objectives which are intended to address specific causes of radicalisation. Local delivery organisations require

flexibility to implement Prevent according to local circumstances and conditions but it is important that these common objectives provide a framework for activity.

1.2 The five objectives are:

• To challenge the ideology behind violent extremism and support mainstream voices;

• Disrupt those who promote violent extremism and support the places where they operate;

• Support individuals who are vulnerable to recruitment or who have already been recruited by violent extremists;

• Increase the resilience of communities to violent extremism; and

• Address the grievances which ideologues are exploiting.

1.3 The strategy has two supporting objectives or ‘enablers’:

• To develop supporting intelligence, analysis and information; and

• To improve strategic communications.

Further information: CONTEST and Prevent

1.4 Detailed information on the overall counter terrorism strategy and Prevent is available from a number of sources,

including:

• Pursue Prevent Protect Prepare: The United Kingdom’s Strategy for Countering International Terrorism (HM Government March 2009): http://security.homeoffice.gov.uk/

counter-terrorism-strategy/ The first section of this document includes a summary of the history of terrorism as it has affected the UK and UK interests overseas, an assessment of

the changing nature of the threat and ideas about how it might develop in the future. This section was drafted to specifically meet local requirements for a narrative that might be used

with local stakeholders.

• The Prevent Strategy: A Guide for Local Partners in England (HM Government June 2008): http:// security.homeoffice.gov.uk/newspublications/

publication-search/ prevent-strategy/ This document sets the framework for local delivery of the Prevent strategy and provides practical examples of the kind of action that can be

taken to deliver Prevent. It includes annexes which address factors driving radicalisation and performance monitoring.

• Delivering the Prevent Strategy: practical steps for local partners and Delivering the Prevent Strategy: Good practice examples (June 2009). These documents provide local partners

with further advice on delivering Prevent and offer examples of how local Prevent partnerships are putting Prevent into practice. Both documents can be obtained by emailing

Prevent1@ homeoffice.gsi.gov.uk

Partnerships

1.5 Partnerships are the key to the successful local delivery of Prevent. Local authorities and the police both have leading roles to play but the breadth of the Prevent challenge (in

terms of the range of relevant places, communities, institutions and issues) requires a multiagency approach. Local partnerships with responsibility for Prevent should include

all or most of the organisations listed in the Prevent Strategy: A Guide for Local Partners (pages 8-10), including police, local authorities (social, cultural, children’s

and leisure services), education, probation, prisons, health and the UK Border Agency.

1.6 An effective partnership will have agreed:

• Aims, objectives and a collective delivery plan, with individual activities/ projects clearly assigned to a range of different partners;

• Arrangements for oversight, monitoring and accountability;

• A decision making and commissioning process;

• Coverage of geographical areas, institutions and communities; and

• Effective mechanisms for shared learning.

1.7 The Association of Chief Police Officers (ACPO), the Local Government Association (LGA) and the Association of Police Authorities (APA) have all published

guidance on the specific contribution they can make to local delivery of Prevent:

• Association of Chief Police Officers: Prevent: The Police Implementation Plan – a summary for partners can be obtained by emailing prevent@ acpo.pnn.police.uk This is a

summary of the guidance produced by the Association of Chief Police Officers for police forces and sets out how the police can contribute to local Prevent partnerships and to the

seven Prevent objectives.

• Local Government Association: Leading the PVE agenda – a role made for councillors; and Leading the PVE agenda – engaging, supporting and funding community

groups. These booklets are available at http://www.lga.gov.uk/lga/core/ page.do?pageId=1181586 They are designed to help councillors and local authorities with Prevent,

emphasising the importance of the community leadership role that councillors provide and outlining the steps they can take to increase their engagement with this agenda.

• Association of Police Authorities: Prevent - A Strategic Framework for Police Authorities. The APA has produced a strategic framework to assist local police authorities to

develop their response to Prevent and contribute to the national Prevent objectives. It is focused on governance and oversight of Prevent policing, consultation and engagement, and

police authorities’ strategic role in Prevent partnerships. Further information on the role of police authorities in Prevent and the APA Prevent Strategic Framework are

available from apa.info@lga.gov.uk

The local context

1.8 Prevent work needs to be grounded in information about local communities and local risks. Much of the information which is required will already be held by organisations

attending the partnership group. Since the publication of our 2008 guidance, two additional sources of information are now available which can be shared with Prevent delivery

partners using new information sharing protocols:

• Counter Terrorism Local Profiles (CTLPs) are being produced by counter terrorism police to inform strategymaking at a local level and are designed to give some detail about

local risks. They are intended to generate information sharing between police and partners in preventing violent extremism. Further information on CTLPs can be obtained by

contacting prevent@acpo.pnn.police.uk

• Central Prevent Analysis (CPA): These products provide deeper background information on issues related to radicalisation and violent extremism. They are designed to

provide  senior local statutory partners with information to support policy decisions and resource allocations. CPA papers can be obtained through Prevent leads in the regional

Government  Office and the police Counter Terrorism Unit or Counter Terrorism Intelligence Unit.

1.9 A range of published non-Government material is also now available which provides an important context for Prevent related work. Two examples are:

• Understanding Muslim Ethnic Communities: http://www. communities.gov.uk/communities/ racecohesionfaith/research/ understandingmuslimcommunities/ This is research into 13 of

the most significant Muslim ethnic diaspora communities in the UK.

• The Role of Muslim Identity Politics in Radicalisation (a study in progress): http://www.communities. gov.uk/publications/communities/ muslimidentitypolitics This is an

abridged working study on the role of Muslim identity politics in radicalisation, written by Durham University academic Tuyfal Choudhry.

Prevent Research

There is an active social science Prevent research programme across Government, addressing pathways and metrics of radicalisation, effective intervention programmes

and community attitudes/responses to violent extremism. Research findings are used to inform strategy and help develop and guide interventions. They will be shared with

local delivery partners. A recent example of research work that has shaped thinking on Prevent is a process

evaluation of Channel (see page 11 for information on Channel), led by the Royal United Services Institute (RUSI) on behalf of the Home Office. This highlighted the need for

improved communications about the purpose of Channel to community stakeholders, information sharing protocols and clearer evidence based guidelines on vulnerability

and risk assessment. OSCT is aiming to publish key Channel findings later in 2009.

Work by the Research, Information and Communications Unit (RICU) in OSCT has addressed communication themes (audiences, messages and channels/messengers) to establish

the most efficient and effective ways of communicating with priority audiences on counter terrorism. This work is being presented to local partners in

strategic communications workshops. Government views on the radicalisation process are continually being updated by new

research, although it is evident that there is no single pathway to radicalisation, just as there is no single profile of a person who is vulnerable to radicalisation. New insights

will be circulated to local partners. For further information please contact: Prevent1@homeoffice.gsi.gov.uk

Vetting and security classification

1.10 Vetting should not be a barrier to sharing counter terrorism related material above RESTRICTED level. Consideration about whether it is appropriate for an

individual to be vetted should take place at a local level and on a case-by-case basis. Further advice, including the possibility of funding for vetting, is available from OSCT

by emailing Prevent1@homeoffice.gsi.gov.uk

1.11 The Government Protective Marking System (GPMS) and personnel security

issues are explained in the Security Policy Framework available from the   website: www.cabinetoffice.gov.uk/ spf.aspx The Baseline Personnel Security

Standard, advocated as recruitment best practice by the Cabinet Office, is sufficient for unlimited access to RESTRICTED and CONFIDENTIAL material, and occasional

access to SECRET material. For further information see www.cabinetoffice.gov.uk/ media/45160/hmg_bpss.pdf Communicating Prevent

1.12 Prevent and the associated funding arrangements, such as the Area Based Grant, have been designed to give local partners maximum flexibility to deliver a

programme which takes into account local circumstances.

1.13 S ome areas have delivered elements of their Prevent programme  and as a part of associated agendas – for example community cohesion and safer neighbourhoods. In

some cases, areas have chosen not to use the terms Prevent or Preventing Violent Extremism when delivering specific interventions in conjunction with these

other local agendas.

1.14 Making these connections across agendas is certainly vital and where particular terminology is impeding relationships locally and damaging delivery it can be dropped. However,

although the community cohesion and safer neighbourhood agendas and Prevent overlap, they are not identical.

The remainder of this document sets out areas where they are clearly different. In using the language of cohesion and safer neighbourhoods it is therefore also

important for local partners to maintain a focus on the Prevent objectives set out here and to be clear with communities and organisations they may be funding

what they are seeking to achieve. Prevent and other forms of violent extremism

1.15 Prevent is part of the Government’s strategy to counter the threat from international terrorism. The Government recognises and takes seriously the threats

from other forms of violent extremism, in particular from violent far right groups, though it judges that these threats are not at present as great as the threat from

 nternational terrorism.

1.16 Alongside the Prevent strategy, Government and the police are already engaged in a range of work to address other forms of violent extremism. Over the coming months, the

Government will be further developing work in these areas and specifically in strengthening community resilience. This work will be resourced separately to Prevent.

Effective Prevent Delivery

In the past two years together we have developed best practice around the Prevent objectives, which needs to be reflected in the design of local Prevent programmes.

Programmes need to focus on individuals, communities and places. It may also be important to facilitate debate about foreign policy. Communications and, in particular,

the internet and digital media are vital to Prevent.

2.1 Two years after revising the Prevent strategy and developing the five core objectives we have much more experience of Prevent delivery and some emerging

best practice. Radicalisers and the places where they may operate

2.2 Although the police have the key part to play in disrupting the activities of those who promote violent extremism, all local partners have responsibilities in this area.

The partnership will also be able to support institutions where radicalisers may operate. For example, partners should:

• Ensure Criminal Records Bureau checks are in place for all individuals with vulnerable young people;

• Ensure funding is denied to groups or individuals involved in radicalisation;

• Work with other public state accommodation providers to limit the use of their premises for inappropriate activity; and

• Ensure appropriate checks and systems are put in place to ensure groups accessing and using council premises are committed to upholding shared values. The Local Government

Association and Improvement and Development Agency recently released guidance on this issue: Striking the Balance: Managing the use of council facilities for communities;

www.lga.gov.uk/lga/core/page.do?pageId=2164903

Supporting vulnerable individuals

2.3 Supporting individuals who are at risk of being or who have been recruited to violent extremist groups or more generally to the cause of violent extremism is the

third of the Prevent objectives.

2.4 Local areas need to have in place or have access to arrangements for intervening with vulnerable individuals that include:

• Provision for the identification and referral of those who are vulnerable to violent extremism;

• A means of assessing the needs and vulnerabilities of the person concerned; and

• A range of interventions aimed at addressing the individual’s needs and vulnerabilities. These interventions will often draw on a very wide range of community and partnership

resources.

2.5 In many areas these arrangements are provided through a ‘Channel’ programme. The ‘Channel’ process uses existing partnership working between the police,

local authorities, statutory partners and the local community to support those who are vulnerable to violent extremism. ‘Channel

– A guide for local partnerships’ will be available later in 2009 at www.security. homeoffice.gov.uk This guidance will be particularly useful to the police and local

authorities implementing Channel but will also be relevant to other partnerships.

2.6 The support needed for people referred under Channel programmes or other multi-agency arrangements will vary but may include:

• Mentoring and counselling: providing support, challenge and direction;

• Theological guidance and discussion: helping an individual to develop their knowledge so that they can better understand and respond to violent extremist rhetoric;

• Educational projects: supporting individuals through a combination of cultural, ethical, religious and vocational education and, where

necessary, also helping them to find employment;

• Encouraging civic engagement: exploring themes such as political and community engagement, volunteering, civil challenge, human rights and social justice; and

• Working with the support network of the person referred: engaging family support structures and peer networks to help them provide support and challenge to the individual.

2.7 OSCT currently funds a range of projects to intervene with individuals identified as radicalised or vulnerable to violent extremism, both in the community

and in custody. OSCT is also working with Government Offices and local partners to identify priority areas where the availability of these types of intervention needs to be

improved and will fund increased provision in 09/10.

2.8 In cases where an individual is under the age of 18 and believed to be at risk from violent extremism, consultation with Local Authority Children’s Service is

needed to ensure that the full range of vulnerabilities are addressed. Further information on safeguarding and promoting the welfare of children, young people and

families can be found at www.dcsf.gov.uk/ everychildmatters/

2.9 Work with vulnerable individuals may require the sharing of personal information between partners. Further guidance on information sharing has been included in

Annex 1 to this guide.

2.10 An important part of work to support vulnerable individuals is the coordination of activities commonly defined as Prevent and Pursue. This means increasing community

confidence in counter terrorism policing, making best use of the range of interventions available (so that a Prevent response is considered for a

Pursue problem and vice versa) and using information and intelligence to effectively inform decision making. In August 2009, the National Prevent Delivery Unit in

ACPO and OSCT published Prevent Case Management Guidance, a RESTRICTED guide for counter terrorism police and practitioners. It aims to provide guidance on:

• Integrating Prevent into force and regional counter terrorism tasking processes, combining national consistency with local flexibility;

• Supporting the case management of Prevent interventions, to ensure there is a mechanism to record decisions and manage and monitor action;

• Information sharing for Prevent purposes, covering personal data, vetting and classification; and

• Tactical delivery, with case studies and best practice.

2.11 Although a RESTRICTED document, the police can share this guidance with other partners where relevant and appropriate. For further information or to

seek a copy please email prevent@acpo.pnn.police.uk or Prevent1@homeoffice.gsi.gov.uk

Communities

2.12 The great majority of people in all communities in this country are strongly opposed to violent extremism. Some communities may seek specific support to

better enable them to speak out against violent extremism. Communities and Local Government (CLG) has published guidance and studies on effective community-based

interventions to build resilience to violent extremism and supports a number of groups and initiatives. Building leadership is critical in strengthening communities.

Preventing Violent Extremism: Next Steps for Communities: http://www.communities.gov.uk/publications/communities/preventingviolentextremismnext This

document sets out the work of CLG to reduce support for violent extremism by building civic, community and faith leadership.

• Empowering Muslim Women: Case Studies: http://www.communities.gov.uk/publications/communities/empoweringmuslimwomen These case studies provide a snapshot of some

of the good work that is taking place across the country to empower Muslim women to play a more active role in both their own communities and in wider society.

• National Muslim Women’s Advisory Group (NMWAG): NMWAG is a group of women who are in positions of leadership or who work with Muslim communities in Britain. The

group was established in 2008 by the then Secretary of State for Communities and advises on a range of issues including empowerment and participation in civic, economic and social

life. The NMWAG can also provide advice to local partners on engaging with Muslim women at a local level. Every region has at least one representative on the

group. Local delivery partners can access the NMWAG by emailing PEU@ communities.gsi.gov.uk

• Young Muslims Advisory Group (YMAG): YMAG is a group of 23 young Muslims, aged 17-26, from across England with a broad range of backgrounds and experiences which

reflect the ethnic and denominational diversity of Muslim communities in the UK. The YMAG is sponsored by CLG and Department for Children, Schools and Families (DCSF) and

acts as a critical friend to Government to help find solutions to a range of challenges, including discrimination, unemployment, extremism and civic participation. The YMAG can also

provide advice to local partners on engaging with young Muslims at a local level. Every region has at least one YMAG representative and local delivery partners can contact them by

emailing PEU@communities.gsi.gov.uk or by visiting www.ymag.opm.co.uk.

2.13 It is not the role of the Government to intervene directly in matters of faith. But where theology purports to justify and legitimise violent extremism, the Government will work with

communities and institutions who are best placed to refute it and to provide a coherent response to the questions it may pose.

2.14 Examples of work in this area include:

• The Contextualising Islam in Britain project, in which Cambridge University lead an established group of academics and scholars in a debate about Islam in this country. The

content of these discussions will be disseminated to a wider audience, helping to strengthen young people’s understanding of their faith.

• The Radical Middle Way Roadshows, which create an intellectual space to engage on issues that are confusing and challenging to young people hrough the use of prominent

domestic and international Islamic scholars. They take place at a number of locations around the country, through cooperation with local partners. For

more information go to: www.radicalmiddleway.co.uk

• The Islam in Citizenship Education project, which has been developing citizenship education materials for use in Madrassahs. For more information

go to: www.theiceproject.com

• The Faith Community Development Qualification, which has been developed by the National Institute of Adult Continuing Education to equip Muslim faith leaders, including imams

and other Muslim faith leaders, with the skills to be community leaders. For more information go to: www. niace.org.uk/development-research/

programmes-of-work/faith-communitydevelopment

• The Review of Muslim Faith Leader Training, which will look at student intake, curriculum, recruitment of teachers and pedagogy, linkages

with mainstream education, course outcomes, career pathways an  aspirations of future Muslim faith leaders.

• The framework of minimum standards for state institutions engaging Muslim chaplains in public service (for example, universities and prisons). The draft framework was produced

in 2008 and is now being piloted in a number of public institutions.

2.15 CLG is active in all these projects. CLG also works closely with faith institutions such as mosques to strengthen their ability to play a proactive role in their

communities, including through:

• The Faith and Social Cohesion Unit in the Charity Commission which provides support and advice to faith groups through outreach work, capacity

building and training, publications and guidance; and

• Supporting the Mosque and Imams National Advisory Board which aims to improve standards of governance and leadership in mosques.

2.16 For more information on these projects contact PEU@communities.gsi.gov.uk

Broadening engagement with communities

Local partners will wish to continue to broaden and deepen their engagement with those most at risk from violent extremism. However, as CLG made clear in Next Steps for

Communities, work on the Prevent agenda should draw on the experience, energy and ideas of all faith and non faith communities. Where it would improve the impact and

delivery of the Prevent agenda, CLG funding to local authorities can, and should, also be used to support cross community engagement and communication –

provided a clear connection is maintained to achieving the Prevent aim and objectives and to the local programme of action. For more information contact PEU@

communities.gsi.gov.uk

2.17 Schools and colleges are an important part of local communities. The Department for Children, Schools and Families (DCSF) has published a toolkit -

Learning together to be safe: a toolkit to help schools contribute to the prevention of violent extremism - in response to calls from schools for more practical advice on

how they can contribute to Prevent. The toolkit is available online: http://www.dcsf.gov.uk/violentextremism/toolkitforschools/index.shtml A more comprehensive on-line

version of the guidance is also available on teachernet and can be viewed at: http://www.teachernet.gov.uk/wholeschool/violentextremism/

2.18 The toolkit is aimed at school leaders for use in staff training, reviewing school practice and developing partnership working and is intended for all schools

(primary and secondary) and pupil referral units across England. It reflects discussions with young people, teachers, police, community representatives and

local authorities across the country.

2.19 The section entitled ‘understanding the issues’ at the start of the toolkit gives background information on the threat from violent extremist groups and on what

might make young people vulnerable. The second section includes practical advice for building resilience and managing risks under four headings: leadership

and values; teaching, learning and the curriculum; pupil support and challenge; and managing risk and responding toevents.

2.20 In February 2009, the then Department for Innovation, Universities and Skills (DIUS) also published a toolkit for further education colleges, in conjunction

with DCSF and the Association of Colleges, based on the schools version described above. This toolkit - Colleges: Learning together to be safe toolkit and Next

Steps document - reflects consultation on the role of further education colleges in promoting community cohesion and preventing violent extremism. In response to the consultation, a

next steps document has also been published, explaining how work will be taken forward in the sector. Both documents have been sent to all college principals. They can be viewed

online at: http://www.dius.gov.uk/further_education/guidance_and_good_practice/preventing_violent_extremism.aspx

Adult and youth justice

2.21 The National Offender Management Service (NOMS) has developed a strategy for the management of the risks of extremism and radicalisation

posed by offenders, both in prison and under probation supervision. The NOMS programme contributes in particular to objectives 2 and 3 of the Prevent strategy.

It includes work to better understand risks and motivating factors behind violent extremist offending and the development of intervention approaches for extremist

offenders in custody and in the community. The programme of work is supported by a intelligence infrastructure, close working with partner agencies and training

and support for Muslim Chaplains, Offender Managers and other front-line staff. Further details can be obtained from the NOMS Extremism Unit: 020 7217 2727;

Tackling violent extremism on the internet

As CONTEST sets out, the internet enables faster dissemination of violent extremist propaganda and provides a means for recruitment into violent extremist groups. But it

also provides a way of challenging violent extremist rhetoric and promoting a positive response. The internet is therefore important to the Government and to local Prevent

delivery plans. OSCT is responsible for the co-ordination and delivery of the Cross-Government Internet Strategy. The framework has been designed directly to support CONTEST

and to address the areas in which the internet can have maximum impact in countering terrorism:

Objective 1: Terrorists and violent extremists find it hard to exploit the internet for operational purposes.

Objective 2: Terrorists and violent extremists find it hard to exploit the internet for radicalisation and recruitment.

Objective 3: The Internet is an environment where terrorist and violent extremist messages are challenged and alternatives are readily available.

Objective 1 is largely in support of the Pursue workstrand of CONTEST but both

Objectives 2 and 3 recognise the role that the internet can play in support of the Prevent agenda. OSCT has been working with partners across Government, as well as with the

police, intelligence agencies and statutory bodies to deliver this strategy. However improved engagement with communities and citizens is vital. Community driven action on the

internet has the potential to significantly increase the impact of any Government effort. In November 2008 OSCT invited community representatives to a conference to discuss

the use of the internet in recruitment and radicalisation. This highlighted confusion and concern around whether individuals could enter into debate online around topics such as jihad or

suicide-bombing, without being at risk of falling foul of new terrorist legislation. As a direct response to this, OSCT is producing a legal guidance document

for use by communities which clarifies the issues. Many of the potential risks that the internet poses and practical steps that can be taken to mitigate these are set out in an OSCT

e-safety best practice guidance leaflet. This can be found on the Home Office website: http://security.homeoffice.gov.uk/newspublications/

publication-search/general/Officers-esafety-leaflet-v5.pdf. This leaflet will also be sent to all e-safety officers in local authorities. Similarly, OSCT has worked with

ACPO to ensure that these same messages were part of the advice provided to front line police officers in their recent poster and leaflet campaign. What can you do?

– Find, read, circulate and promote the guidance that has already been provided;

– Ensure that both the negative and positive influences from the internet are understood by all those who have responsibility for internet provision (schools,

libraries, community centres, parents);

– Include the role of the internet as an element of general discussions on Prevent;

– Feedback to OSCT any issues that arise around the internet that are not felt to be adequately addressed;

– Encourage communities to take action against violent extremist material on the internet themselves by reporting the content to internet providers – or by

countering inaccurate views; and

– Consider how you can incorporate the internet into all aspects of your Prevent delivery.

UK Border Agency (UKBA)

2.23 UKBA is supporting work on Prevent at a local level through a programme within in-country immigration, asylum and citizenship processes to:

• Raise awareness of Prevent amongst staff and partners;

• Ensure UKBA is fully integrated into arrangements for the identification, referral and support of potentially vulnerable foreign nationals;

• Develop a strategy for supporting vulnerable individuals in immigration detention centres through a programme of guidance and training

for detention staff, managers and the chaplaincy; and

• Improve integration of migrants into the UK through the ‘Earned Citizenship’ programme.

2.24 It is vital that UKBA is integrated into local Prevent partnerships. For further information on UKBA work contact Daksha. Mistry@homeoffice.gsi.gov.uk

Communications

2.25 Good Prevent delivery programmes can be wholly undermined by poor communications. An effective local delivery plan needs to have a section dedicated

to communications work. This should consider:

• How Prevent itself should be explained and presented to local communities;

• How news stories which may play into the Prevent agenda need to be addressed locally; and

• How arguments presented by violent extremist organisations can best be refuted.

2.26 Regular guidance to local partners on all these issues is available from the Research Information and Communications Unit (RICU), the cross-government counterterrorism

strategic communications unit located in the Office of Security and Counter Terrorism. Examples include:

• Counter Terrorism Communications Guidance: This is a general guide for communicating with Prevent audiences, available by emailing RICU@homeoffice.gsi.gov.uk It is

not intended to be prescriptive. On the basis of both in-depth qualitative research commissioned by RICU into how messages are received by community audiences and informal

feedback from communities, this paper sets out general principles for communicating with community audiences, top-line messages on terrorism and use of specific language.

• The following products are also available from RICU by emailing RICU@homeoffice.gsi.gov.uk - The RICU Weekly Update provides facts on topical news stories and issues

that resonate with communities. The update includes links to interesting news articles relevant to Prevent that local delivery partners may wish to draw

to the attention of people in their area.

A framework to help local partners develop a communications strategy, moving beyond stakeholder communications to usingcommunications principles to support

policy delivery; and —Bespoke communications support on request.

2.27 Annex 3 to this document lists our response to frequently asked questions about the Prevent strategy. Connecting the local and international: foreign policy

2.28 Outreach to British Muslim communities on foreign policy is a key part of our Prevent work. The aim of this programme is for Foreign Office officials

and Ministers to take part in discussions with British Muslims on foreign policy issues of concern. The events open up space for informed debate and allow us

challenge myths often peddled by violent extremists in their attempts to radicalise others. Discussions on previous outreach visits have covered a wide range of policy

issues, from Iraq, Afghanistan and the Middle East Peace Process to climate change and aid to Africa.

2.29 Since March 2008 Foreign Office officials have taken part in 45 events, along with FCO Ministers including the Foreign Secretary, who has held ‘question time’

style events with audiences of between 80 and 300 young Muslims in Tower Hamlets, Birmingham, Bradford and Glasgow. During his visit to Bradford, the Foreign Secretary

also addressed over 2,500 worshippers at the Madni Jamia mosque following Friday prayers – a first for a Cabinet Minster. For further information please contact Toby.

Relf@fco.gov.uk or Lizzie.Lovett@fco.gov.uk

http://security.homeoffice.gov.uk/news-publications/publication-search/general/updated-guide-for-local-partners.html