Version 1
April 2009
BUILDING RESILIENCE TO VIOLENT
EXTREMISM
DELIVERING THE PREVENT
STRATEGY IN BIRMINGHAM
S:\PSO\PvET\Delivery Plan\BUILDING RESILIENCE TO VIOLENT EXTREMISM - Final Version 1.doc/Linda
16/10/2009
1. The
Threat
The UK faces a severe and continuing threat from international
terrorism. The most significant threat is currently from Al-Qaida and
associated groups. Al-Qaida uses a distorted interpretation of Islam,
history and contemporary politics to justify attacks against civilians in
this country and overseas, examples in the UK include London,
Glasgow and, more recently, Exeter.
Terrorism threatens all of us. Terrorists are criminals who attack
common values we all share as British citizens, and although a
community-wide approach is required to tackle the issues of
radicalisation, it must be recognised that the Muslim communities are
more vulnerable. The Prevent Strategy detailed below is about
supporting and protecting these communities.
2.
The Prevent Strategy
The Director General of the Security Service spoke publicly at the end
of 2007 about the threat to this country from Al-Qaida-influenced
terrorism. He estimated that there were around 2,000 individuals who
the Security Service believed posted a direct threat to national security
and public safety because of their support for and links to terrorism.
The figure in 2006 was around 1,600. In 2007, 37 individuals were
convicted in 15 significant terrorist cases; 21 of those individuals
pleaded guilty.
To respond to this threat, the Government has developed a counter-
terrorism strategy known as CONTEST. This has four main
components, each with a clear objective:
•
Pursue – to stop terrorist attacks;
•
Prepare – where we cannot stop an attack, to mitigate its impact;
•
Protect – to strengthen our overall protection against terrorist
attacks; and
•
Prevent – to stop people becoming terrorists or supporting violent
extremists.
The Prevent Strategy has five key strands aimed at addressing the
causal factors and stopping people becoming or supporting terrorists or
violent extremists:
•
Challenging the violent extremist ideology and supporting
mainstream voices;
•
Disrupting those who promote violent extremism and supporting
the institutions where they are active;
•
Supporting individuals who are being targeted and recruited to the
cause of violent extremism;
•
Increasing the resilience of communities to violent extremism; and
•
Addressing the grievances that ideologues are exploiting.
2
These are supported by two cross-cutting work streams which are key
enabling functions in delivering the strategy:
•
Developing understanding, analysis and information; and
• Strategic
communications.
3. Birmingham
Context
Muslims in Birmingham account for 14.3 per cent of the city’s
population (140,000) out of a total population of one million, with
Pakistanis numbering just over 104,000 (74% of Muslims in
Birmingham). Although it is the seventh highest Muslim population as
a proportion of a British city, it is twice as large as the single highest
concentration of Muslims outside of London. In April 2001, nine per
cent of all 1.6 million British Muslims in the UK resided in Birmingham.
Approximately 16 per cent of Britain’s entire Pakistani population of
658,000 were found to be in the city of Birmingham (ONS 2005).
Muslims in Birmingham comprise one of the most diverse sets of
people in the country outside of London, made up of Bangladeshis,
Somalis, Yemenis, Iraqis, Kurds, Afghans, Indians, Africans and, of
course, new Muslims (converts).
Although in the immediate years after the end of the Second World
War, South Asians and African-Caribbean’s from former
Commonwealth countries came to the United Kingdom in search of
work and better opportunities, in recent periods it has been groups
from Eastern Europe, the Middle East and North Africa who have
migrated to the city of Birmingham, In particular, over the last five
years Somalis, who have often come to Birmingham via stays in
Holland, Denmark, and Sweden, number approximately 30,000 people
(unofficially) and are of different generations, genders, and tribal
allegiances. During the 1990’s refugee groups arrived and settled
within the city in three ways. The first emerged in 1992-93 under a
programme called Governmental 1000 in which around a thousand
Bosnians who left the country arrived. Second, there are
approximately 2,000 Albanian asylum seekers and refugees in the
West Midlands, mainly from Kosovo. Finally, approximately 4,000-
5,000 Kurdish asylum seekers and refugees live in Birmingham, the
vast majority from Iraq. In general, new Muslim groups have settled in
parts of the city where current second and third generation South Asian
Muslim groups tend to be found. Whilst there is no single profile of a
violent extremist or a single radicalisation pathway, there are
recognised factors and vulnerabilities. One of these is a change of
environment or circumstance (ie. Refugees and new comers). This is
especially so there is evidence of trauma in that individual’s country of
origin. This fact has not been lost in the development of Birmingham
Delivery Plan.
3
The map below, utilising census data from 2001, highlights the
locations of the Muslim communities in Birmingham.
4
MUSLIM COMMUNITIES IN BIRMINGHAM
Green lines denote
ward boundaries; black
lines denote police
boundaries
Birmingham
City Centre
PAKISTANI
BANGLADESHI
YEMENI
SUNNI
SOMALI
KURDISH
SHIAH
Concentration of Muslim Population Utilising 2001 Census Data
5
Many of the arrests in relation to extremism issues in the city and
across the country have been of ‘Azad’ Kashmiris, Pakistanis, and also
some Somalis and African-Caribbean converts. Aside from the
political and theological context of violent extremism, one cannot ignore
the social, cultural and economic positions of young people in Western
European societies who feel so disenchanted that they only see a
solution to their problems and that of the Muslim world through the
narrow prism of violent extremism. It is apparent, therefore, that
problems of intergenerational tension, crises of identify, socio-
economic marginalisation, and perceptions in relation to foreign policy
as well as wider societal grievances play a considerable part in the
processes of creating a sense of deepening alienation and exclusion
that encourage susceptible minds to be taken in by the violent,
aggressive and politically-motivated theology of reactionary dogma.
Muslim Unemployment Position
Unemployment rates for Muslims are higher than those for people from
any other religion, for both men and women. In 2004, Muslims had the
highest male unemployment rate in Great Britain, at 13 per cent. This
was about three times the rate for Christian men (4 per cent).
Unemployment rates for men in the other religious groups were
between 3 and 8 per cent.
The unemployment rate for Muslim women at 18 per cent was about
four times the rate for Christian and Jewish women (4 per cent in each
case). Unemployment rates for women in the other religious groups
were between 6 per cent and 9 per cent. Unemployment rates were
highest among those aged under 25 years for all religious groups.
Muslims aged 16 to 24 years had the highest unemployment rates.
They were over twice as likely as Christians of the same age to be
unemployed – 28 per cent compared with 11 per cent.
Unemployment rates by religion and sex
6
Although unemployment rates for older Muslims were lower, there was
a greater difference between their unemployment rates and those for
people from other religious backgrounds. Muslims aged 25 and over
were more than three times as likely as Christians of the same age to
be unemployed – 11 per cent and 3 per cent respectively.
Men and women of working age from the Muslim faith are also more
likely than other groups in Great Britain to be economically inactive,
that is, not available for work and/or not actively seeking work.
Reasons include being a student, being disabled or looking after the
family and home.
Among working age men, Muslims had the highest overall levels of
economic inactivity in 2004, 31 per cent compared with 16 per cent of
Christians. This is partly explained by the young age profile of Muslims
and the correspondingly high proportion of students. However, among
older men of working age, Muslims also tended to have the highest
levels of economic inactivity, largely due to ill health.
Within each religious group, women were more likely than men to be
economically inactive. The main reason was that they were looking
after the family and home. Muslim women were more likely than other
women to be economically inactive. About seven in ten (69 per cent)
Muslim women of working age were economically inactive, compared
with no more than four in ten women of working age in each of the
other groups. Christian women were least likely to be economically
inactive (25 per cent).
Economic inactivity rate of working age people by religion and sex
7
On average, Muslim unemployment in Birmingham is approximately
three times the average of the city. Furthermore, ethnic and Muslim
minority unemployment rates are hyper-cyclical – that is at times of
economic downturn the impact felt by minority groups is often
considerably greater. In addition to unemployment and inactivity, there
is the further complication of underemployment. Although there is no
data to evidence this point, there is a perception that Muslim graduates
are not finding the job opportunities which match their actual skills
education or ability which can lead to frustration and a sense of
grievance.
4. Strategic
Assessment
Arguably terrorism affects all the communities across Birmingham, but
it is the Muslim communities who will be engaged with regards to the
PVE agenda. This is because Muslim communities are most
vulnerable to radicalisation, and the agenda seeks to provide support to
the people and groups who are making a positive contribution to this
agenda. The focus for the delivery of PVE work is specifically directed
to support Muslim communities of the four key constituencies of Perry
Barr, Ladywood, Hodge Hill and Hall Green. Demographic data and
police intelligence have been utilised to identify the key areas to which
the projects will be delivered. Although activity will take place across
the city, the majority of the projects will be centred on those areas as it
is recognised that this is where most vulnerability lies.
West Midlands Police have completed a strategic assessment which
highlights emerging issues/trends, which have arisen during 2008, and
will identify any major long term issues which could develop during the
forthcoming year. Although, the document relates to the West
Midlands, Birmingham, as one would expect due to the demographics,
features heavily. The document is classified as ‘secret’ and, therefore,
cannot be re-produced in any detail, but provides corroborating
evidence to support the implementation of projects and activities in the
areas of Birmingham specified above. West Midlands Police is
developing an electronic based system to provide automatic
‘neighbourhood profiles’ on a yearly basis. The profiles will be updated
and maintained by neighbourhood officers, and will contain information
such as historical geography of the neighbourhood, census information,
index of multiple deprivation, and ACORN profiles. An
information/intelligence sharing protocol is being developed which will
benefit both Birmingham City Council and West Midlands Police, and
will add value to the PVE programme.
Government and academic research, and case histories of those who
have perpetrated or attempted terrorist attacks have concluded that
there is no single profile of a violent extremist or a single pathway to
violent extremism.
8
Following Operation Gamble (February 2006), police operation to
address a conspiracy by a group of young Birmingham Muslim men to
kidnap and decapitate a serving Muslim solider) it was the learning
from a number of community consultation meetings which defined the
themes for the projects which would be funded by the PVE Pathfinder
Fund.
The first consultation meeting took place with all elected members on
31 January 2007 in the Council House. This was followed by a
community consultation meeting with key figures across different faiths
on 1 February 2007 in the Council Chamber. Projects suggested in
these consultation meetings fell under 5 themes of Reclaiming Islam,
Media, Women, Young People and Cross Cutting Projects.
On 20 February 2007 Cllr Alan Rudge hosted a third meeting with
elected members and community representatives in the Council
Chamber to outline and consult on a number of projects under the 5
themes that the Council would work to identify appropriate levels of
funding. The Equalities Division at Birmingham City Council was
tasked to prepare a bid for specific projects that came out of the
community consultations to the department for Communities and Local
Government (CLG). This was successful and a funding of £525,000
was awarded to Birmingham City Council.
In March 2007 Birmingham City Council in partnership with the British
Muslim Forum held a conference with leading Muslim scholars from the
Muslim world to communicate more widely to the communities the
ideas for building community resilience to violent extremism. Following
this, the Council then set out to formally launch the Pathfinder
programme and in September 2007 with the support of communities
and partners (eg. West Midlands Police, Government Office, West
Midlands) and elected members, it did so at the Burlington Hotel in the
presence of the Rt Hon Parmjit Dhanda MP, the then Minister for
Community Cohesion.
Eleven projects were carried out during the Pathfinder phase.
These projects were the subject of independent evaluation, which had
the aims of examining whether the Pathfinder Programme has been
effective and to make recommendations for future work in this area.
Although the evaluation provided clear indications of what succeeded
during the Pathfinder phase, it did have limitations with regards to an
in-depth summary of actual tangible outcomes. The Programme
Manager has added weight to the evaluation by consulting with project
leads and assessing reports submitted following the Pathfinder. As a
result a number of projects will be re-instated during the first tranche of
the new programme, whilst other projects which did not realise their
expected potential, will not.
9
Whilst the Pathfinder proved useful in allowing Birmingham to
understand the nature of the problem, gain greater knowledge and
understanding of the Prevent objectives, and implement projects, it is
recognised that a different approach needs to be taken for this next
phase of work in order to improve performance against NI 35.
This plan has drawn on some of the lessons from the Pathfinder phase.
In July 2007 the Prime Minister announced expenditure of £70 million
nationally to support local authorities over three years to tackle violent
extremism. Birmingham has received £2.4 million.
Project leads who were responsible for a number of projects
implemented during the Pathfinder phase have completed applications
for funding. The application process makes clear the need for
sustainability and ‘mainstreaming’ of the key project themes once
funding has expired. ‘Mainstreaming’ will have a different meaning to
different projects. The added value may mean that learning has been
cascaded so that agencies and groups can continue the work once the
funding ceases. The project may result in the production of
toolkits/DVDs etc which can be distributed at minimal cost once funding
closes. It may also be the case that the legacy may be an identifiable
change in the behaviour and attitudes of participants.
Activity during 2007/2008 was implemented utilising CLG funding. This
Delivery Plan takes into account that not only is the next phase of
funding delivered through the Area Based Grant, but in addition there is
funding from other areas such as the Youth Justice Board Department
for Children, Schools and Families, Office for Security and Counter-
Terrorism (in respect of objectives 2 and 3) and the police.
5.
Programme Management and Governance
This action plan describes a structure and system based on recognised
programme management principles which will ensure that the
programme will:
1)
meet the specific objectives of Prevent Strategy
2)
be jointly agreed and managed by the police, local authority and
other partners
3)
be proportionate to the level of threat in each local area (utilising
police intelligence and the Strategic Assessment)
4)
reflect local needs and opportunities
5)
set out clear and tangible milestones in tracking progress.
The attached Governance chart outlines the structures involved in
delivery of the PVE agenda in Birmingham. The structure was initially
10
developed to oversee the implementation of projects utilising funding
granted by the CLG, but has been expanded to take into account other
PVE funding streams and activities taking place across the city. One of
the objectives of the Steering Group will be to co-ordinate PVE activity,
thus preventing duplication of effort, ensure maximum synergy and
efficiency.
11
PVE GOVERNANCE
Safer Birmingham Partnership
Executive Board
ACC Stuart Hyde (Chair)
Projects Assessment
PVE Steering Group
Cllr Alan Rudge
Panel
Dr Mashuq Ally (Chair)
Cabinet Member for Equalities and
Chief Supt Paul Scarrott (Vice Chair)
HR
Chair: Neighbourhood Partnership
Highlight Report
Dr Mashuq Ally
Senior Responsible Owner
Paul Marriott
Programme Manager
Programme Office
Project Team Leaders’
Performance Meeting
Programme Manager
Project Leads
12
Safer Birmingham Partnership Safer Birmingham Partnership are the responsible body to whom the
Programme Board (PVE Steering Group) are responsible. Terms of
Reference for Partnership are currently under development and will be
added to this plan upon completion. Attached at Annex C is the Be
Birmingham Partnership Framework which illustrates the role of
Community Safety within the other strategic thematic boards and
partnerships. The PVE structure has been approved by the Chief
Executive of Birmingham City Council who has agreed that the lead
department for delivery should be the Equality & Diversity Division.
PVE Steering Group
This group is chaired by Dr Mashuq Ally, Head of Equality and Diversity
for Birmingham City Council, the senior responsible owner and lead
officer for PVE. The Vice-Chair is Chief Superintendent Paul Scarrott,
the West Midlands Police lead for Prevent. Membership of the group
comprises of the following:
Birmingham City Council
• Director of Public Affairs & Communications
• Service Director, Inclusion Services
• Director of Constituency Services
• Strategic Director of Environment & Culture (Acting)
BeBirmingham
• Director Safer Birmingham Partnership
Partner Agencies
• Director of UK Borders Agency
• West Midlands Police Authority Member
• Government Office West Midlands
• Regional Prisons PVE Lead
• Senior Officer from Probation Services
Community members representing
• Birmingham
Central
Mosque
• Ashram Housing Association
• Birmingham Race Action Partnership
• Islamic
Relief
• Muslim Women’s Advisory Group
• Waits
Action
13
The Responsibilities of the group are to:
(a)
Ensure the programme delivers within its agreed parameters
(cost, timescale, impact)
(b)
Resolve the strategic and directional issues between projects,
which need the input and agreement of senior stakeholders to
progress the integration into mainstream.
(c) providing
assurance
The Steering Group commits to regular diarised meetings to coincide
with the Project Board meetings at 3 monthly intervals. Its terms of
reference are attached at Annex A.
The original purpose of a “Programme Board” was to have oversight of
the work of the Programme Manager regarding the £2.4 million provided
by the CLG. The Board has developed into a PVE Steering Group for
the reasons alluded to on page 10-11.
Project Team Leaders Performance Meeting
This is a structured, diarised, four weekly meeting, chaired by the
Programme Manager in order to effectively evaluate progress of the
projects, utilising PRINCE 2 methodology. Finance and Press Officers
will also be present.
Programme Office
The Programme Office will use an established management system.
• reporting
procedures
•
updating documentation i.e. Programme Communication
Plan and Risk Register
•
other procedures including finance.
The individuals identified to carry out the role of the programme office
are officers from within the Equality and Diversity Division.
In order to enhance the delivery of the PVE agenda in Birmingham, the
City Council made a successful application for the Office for Security
and Counter Terrorism for funding for two additional posts (£97,000) to
support the Programme Manager.
These new two year staff positions (Young Persons’ Development
Officer and a Researcher/Analyst) will effectively lift strategic lessons
from a range of new projects, help ensure sustainability and continuity
and cross link themes/projects to partners involved in mainstream
activity.
14
Commissioning Process
In accordance with Birmingham City council financial accounting
procedures, an application form has been devised, based on the
Community Leadership Fund application, for organisations to complete
in order to request funding. The form contains a detailed section
outlining the desired outcomes of the programme together with
engagement criteria.
Those projects incepted as a result of the Pathfinder programme will be
required to complete the form in order to request further funding. This
will allow for corporacy and transparency, also ensuring that
organisations are committed to the aims and objectives of the prevent
strategy, through the inclusion of the engagement criteria.
The commissioning framework is explained below and should be read
in conjunction with the flowchart below;
Stage 1
Evaluation of Pathfinder phase
Stage 2
Application Forms completed and submitted
Stage 3
Project Assessment Panel convened to review
applications and make recommendations to Programme
Board. Panel consists of:
• Chair of Programme Board
• Vice Chair of Programme Board
• Programme
Manager
• Member of Muslim Women’s Advisory Group
• Birmingham University Lecturer and Researcher
• Committee member of Key Birmingham Mosque
The 3 community members were selected for their
credibility, knowledge and experience of the PVE
Agenda.
Stage 4
Recommendations of Assessment Panel discussed at
Programme Board where decisions are made to grant
funding.
Stage 5
Service Level Agreement s drawn up and funding
allocated. Performance monitoring carried out at monthly
Project Leads Performance Meeting as described in
Governance chart and on Page 14.
15
Commissioning Framework
16
Once project applications have been considered and approved, the full list of
projects within the programme will form a Projects Dossier. The Dossier will
include the following:
i.
description of the project
ii.
funding required with details of expenditure
iii.
main activities and timescales
iv.
outputs and measurement
v.
evaluation and monitoring
vi. resource
requirements
Below is the programme schedule:
Measure Benefits
Pathfinder projects
Tranche 1
evaluation process
(Aug 2008)
Continuation of projects
defined as successful
• Identify
projects
• Distribute
application/assessment
forms
• Engage
with
project
leads
• Assess/review
completed
application/assessment
forms by Projects
Assessment Panel
• Begin
Projects
(Sept/Jan 09)
Tranche 2
•
Gap analysis to determine
which objectives of
Prevent Strategy are not
being addressed
• Identify new projects
• Distribute
application/assessment
forms
• Engage with project leads
• Assess/review
completed
application/assessment
forms by Projects
Assessment Panel
• Begin
Projects
(April/July 2009)
Tranche 3
To be determined
after completion of
Tranche 2
17
Stakeholder Engagement Strategy
This defines the framework that will enable effective stakeholder engagement
and communication, and can be found at Annex B.
Clearly there are stakeholders at every level from the Chief
Executive/Assistant Chief Constable to individuals engaged at Neighbourhood
level. Indeed, a key element of engagement is through Birmingham’s
Neighbourhoods model. The intention is to engage in effective
neighbourhood partnership working through the respective Neighbourhood
Managers. In particular there are 11 Priority Neighbourhoods where this
engagement will be particularly prevalent.
Priority Neighbourhoods
• Aston
Pride
• Lozells
• Handsworth
• Soho Finger & Gib Heath
• Ward End & Pelham
• Washwood Heath & Saltley
• Bordesley
Green
• Bordesley Green & Small Heath
• Farm Park & Sparkbrook North
• Sparkhill North & Central
• Balsall
Heath
PVE activity will as also take place in other areas of Birmingham, as it is
recognised that violent extremists can emerge from any neighbourhood. But it
is within the eleven neighbourhoods listed that the greatest areas of
vulnerability lie, and this is where most activities will take place to support the
local communities.
18
The map below indicates the areas of Birmingham.
19
6)
Activity Delivery and Projects
As alluded to earlier a number of funding streams have been made available
to various Birmingham City Council Departments, and West Midlands Police,
and this plan outlines the different projects being implemented. West
Midlands Police have developed a strategy for Prevent which focuses on the
needs of Communities, Partners and Neighbourhood Policing Teams. The
Prevent Department is led by a Superintendent who provides a strategic
overview of Prevent across the four police forces in the West Midlands region.
Day to day Prevent operations in West Midlands Police are managed by a
Chief Inspector who controls four main Prevent sections.
The Community Engagement and Intelligence Team are responsible for
maintaining a comprehensive knowledge of local communities, key contacts
and emerging community issues. They are structured to provide support for
West Midlands communities and the wider regional forces.
A Risk Management Team has responsibility for issues relating to vulnerable
individuals. This includes Terrorist Act offenders released from Prison and
those subject to Control Orders and Special Immigration Appeals Cases.
West Midlands Police are recruiting and training 23 Security and Partnership
officers to work across the force area. The Security and Partnerships Officers
will work closely with communities and partners developing trust and
confidence on prevent issues. This will additionally raise awareness amongst
police, partners and communities.
The role aims to provide an overt, visible and accessible link between the
covert counter terrorism function, the police family, communities and partners.
The role is focussed on delivering the five core Prevent objectives and
ensuring all aspects of intelligence are addressed by neighbourhood policing
resources.
Primary responsibilities include:
• Awareness, briefing and debriefing
• Gathering
community
intelligence and raising awareness of Counter
Terrorism
• Building
relationships
with communities and partners
20
Funding Allocated for PVE Delivery in Birmingham
Source of
08/09
09/10
10/11
Lead
Funding
Partner
Area Based Grant
£645,000
£800,000
£968,000
Equality &
(Communities and
Diversity
Local
Government)
Department for
£400,000*
Children,
Children Schools
Young
and Families
People &
Families/
West
Midlands
Police
Office for Security
Equality &
and Counter
Diversity
£97,000
Terrorism
(Objectives 2 & 3)
Channel Project
£75,000 (not
Equality &
(Office for Security
time specific)
Diversity
and Counter
Terrorism
Youth Justice
Youth
Board
£189,000
Offending
Service
Area Based Grant
£25,000
Children,
(DCSF)
Young
People &
Families
The following table outlines the work currently under development against
each of the Prevent Strategy objectives.
*This funding has been allocated to West Midlands Police to deliver the
schools toolkit and ‘Watch over Me’ DVD. This funding is for the West
Midlands Region (West Midlands, Staffordshire, Warwickshire,
Worcestershire, Shropshire and Herefordshire) and not specifically for
Birmingham, though due to the geographic and demographic make up of the
City Birmingham will receive more than the other local authorities. The
allocation for Birmingham is £25,000 with five other local authorities receiving
£15,000 each.
21
PROGRAMME OF ACTION
OBJECTIVE ONE: Undermine extremist ideology and support mainstream voices
Why is this important?
Al-Qaida and other violent extremists have developed an ideology which sanctions and even requires violence against civilians.
They justify the use of violence by presenting a distorted interpretation of Islam, history and contemporary politics. The ideology is
one factor in the radicalisation process – albeit never the only factor and seldom the most important. Countering that ideology –
exposing its inaccuracies and shortcomings – is an important part of Prevent Strategy. But this work can rarely be done directly by
Government, as there are important local considerations
Details of Programme or
Project Lead
Resources
Timescale
Progress Update and
Outcomes
Project
Evaluation Process
Connected Histories
Izzy Mohammed
£29, 830
Jan-Oct 2009
Monthly Projects Leads
• Develop
Performance Meeting
programme
A Birmingham Archives
Birmingham City
and ‘toolkit’
and Heritage project
Council
to deliver to
which seeks to engage
existing
young Muslims with a
PVE
view to raising their
projects
awareness of the
complete way in which
• Produce
Muslim history is
archive
intertwined positively with
collection at
British history. The aims
Birmingham
are to promote these
Archives
connected histories and to
and
provide a basis for the
Heritage
development of an
awareness of the past
• Complete
that can lead powerfully to
community
the construction and
document-
formation of identity.
tary
• Produce
an
exhibition
• Develop
22
web
presence
• Complete
community
event
Asylum and Refugee
Mohammed Aden
£9,985
Feb-June 2009
Monthly Projects Leads
•
Deliver 4
Care Ltd
Performance Meeting
Success
Clubs
Delivery of a series of
within
success clubs with young
specified
people from the Somali
timescale
community designed to
enable young people to
develop knowledge, skills
and attitudes that are
more likely to lead to
personal success through
developing time limited
projects that focus on the
development of goal
setting skills, managing
mentoring relationships,
an informed sense of
morality, group identity
and entrepreneurial skills.
Each Success Club will
have an organisational
mentor and appropriate
support in learning key
issues or developing key
relationships in order to
achieve both the
personal, process and
outcome focussed goals
of the Success Club.
Development of women’s
Zubeda Limbada
Application under
Not yet defined
forum, ‘Muslimah in
development
Action’ with the objective
Birmingham City
of:
Council
23
• Connect
organisations,
projects and
services
• Assist
capacity
building for
existing
organisations
• Strengthen
social
networks
• Promote
role
models for
women
• Help
Muslim
women create a
social platform
and contribute to
the development
of communities
and the city as a
whole
Provide leadership
against terrorism
24
OBJECTIVE TWO: Disrupt those who promote violent extremism and strengthen vulnerable institutions
Why is this important?
In this country and overseas propagandists are an essential part of the process by which individuals are recruited to the cause of
violent extremism.
Propagandists make use of a wide range of institutions and other platforms. Local partners with others have an essential role to
play in disrupting the propagandists and also in supporting the institutions where they may be active.
Details of Programme
Project Lead
Resources
Timescale
Progress Update and
Outcomes
or Project
Evaluation Process
Capacity Building and
Karl George
£75,000
July 2008-March 2009
Monthly Project Leads
• 30
Mosques
Governance of
Performance meeting
benefit from
Mosques
governance
project
Building on the success
of last year’s Pathfinder
• Complete
this project seeks to
mosque
reduce the risk of
governance
Mosques being infiltrated
toolkit for the
by violent extremists.
30 mosques
The programme aims to
help build the capacity of
• ‘Mentor’
Mosque Committees to
mosques
improve leadership and
developed
ensure that women and
young people participate
in the development of
the Mosque. In addition,
the programme ensures
that Mosques are in
compliance with charity
law and aware of the
laws and regulations of
the UK covering areas of
Health and Safety, Child
Protection, CRB checks
etc.
25
OBJECTIVE THREE: Support individuals who are vulnerable to recruitment by violent extremists
Why is this important?
Advocates of violent extremism very often target individuals who for a range of reasons are vulnerable to their messages. Although
there is presently less evidence on vulnerability in relation to violent extremism compared with other forms of crime, local partners
will recognise relevant factors: peer pressure, the absence of positive mentors and role models, a crisis of identity, links to
criminality including other forms of violence, exposure to traumatic events (here or overseas), changing circumstances (e.g.
dislocation to a new environment, including migration and asylum) and a sense of isolation. A range of existing structures and
programmes are already in place to support people exhibiting many of these vulnerabilities (e.g. helplines, mentoring programmes)
and it is critical that we build on and make the most of these.
Details of Programme or
Project Lead
Resources
Timescale
Progress Update and
Outcomes
Project
Evaluation Process
Birmingham Youth
Dawn Roberts
£189,000
August 2008-July
Internal Youth
Offending Service
over 2 years
2010
Offending Service
Birmingham City
Management and
Birmingham Youth
Council
(from Youth Justice
monthly Project Leads
Offending Service has
Board)
Performance Meeting
received funding from the
Senior Responsible
Youth Justice Board. The
Owner: Dawn Roberts
project includes a number
of wide ranging
interventions which will be
implemented in
collaboration with the
overall Birmingham PVE
Delivery Plan
The project aims to reduce
the risks of individual young
people within the Criminal
Justice System becoming
vulnerable to violent
extremism and develop and
test out a model of
intervening in the process
of radicalisation of young
people.
26
Youth Inclusion
Maria Jardine
£171,948
January-December
Monthly Project Leads
•
Deliver 36
Programmes (Lozells,
2009
Performance Meeting
sessions
Washwood Heath,
Birmingham City
of ‘The
Sparkbrook)
Council
Circle’
Delivering a number of
•
Deliver 6
projects to vulnerable
workshops
young people including
of ‘Journey
success clubs (defined
of The
earlier in objective one)
Soul’
Journey of the Soul
•
Deliver 12
Working with young people
Success
alienated from their elders
Clubs
and wider society through a
process of exploring self
•
Deliver
identity from inward spiritual
one to one
well being to project a
mentoring
positive outward focus. The
in 12 week
project links young people
pro-
with elders within their
gramme
community to build effective
ongoing relationships.
Discussion Groups
The development of a
series of community-led
discussion groups called
‘The Circle’ to help young
people develop a better
understanding of Islam.
This will enable mainstream
imams to re-connect with
young people as mentors,
teachers and authoritative
voices as well as
countering the arguments
of violent extremists.
The project will encourage
young people to reject
violent extremism from an
27
informed position of
spiritual strength and
understanding. It will also
help them to become more
confident in promoting
cohesion within their
communities.
Shard End YIP
Dave Williams
£!2,000
Feb 2009-Feb 2010
Monthly Project Leads
•
Service
Kingstanding YIP
Performance Meeting
Level
Alison Holmes
£12,000
Agreement
Assess the influence of
yet to be
violent extremism and
Birmingham City
determined
explore the reasons for
Council
violent extremism with
those at risk of being
influenced.
Mosaic
Jonathan Freeman
£150,000
Jan 09 – April 11
Monthly Project Leads
•
‘Sign up’
Over 3 years
Performance Meeting
25 schools
Project is part of a network
Business in the
in Birming-
of multiple, Muslim-led
Community
(£30,000 over 3 years
ham area
initiatives united in a
from Sandwell MBC)
in which to
common good of breaking
deliver
down barriers across British
mentoring
society. The Mosaic
Mentoring Network,
•
Register at
facilitated by the Prince of
least 175
Wales Charities, seeks to
mentors
encourage successful
Muslims from across the
•
Secured
public and private sectors
support of
to mentor young Muslims in
at least 60
the most deprived areas of
local busi-
the city. This will be part of
nesses
a multi-regional
arrangement and at present
•
Provided
is a joint venture with
at least
Sandwell MBC
3300
mentoring
experi-
28
ences and
33 world of
work visits
Children, Young People
and Families Directorate
Deliver a number of
initiatives in schools with
assistance of West
Midlands Police
(i) Provide a toolkit which
(i) Inspector Asghar
£400,000
Until April 09
will raise awareness,
Shah
(from DCSF)
provide information, help
schools understand the
West Midlands Police
positive contribution they
can make to empower
young people whilst
protecting them from violent
extremist activity, and
provide advice on
managing risks locally.
(ii) to make available to all
(ii) Nargis Rashid
secondary schools and
colleges a high quality
Birmingham City
education tool “ watch over
Council
me” DVD which addresses
the issues of radicalisation
and community cohesion
for a period of three years
and to provide a multi-
agency training programme
to support the delivery.
Channel Project
Ravdeep Pabla
£75,000
Jan 09 -
To be determined
(OSCT funded)
The Channel Project is a
West Midlands Police
multi-agency approach to
support vulnerable
29
individuals. It is a local and
community based initiative,
which utilises existing
partnership working
between the police, local
authority and the local
community. The project
takes referrals from a
number of sources on
individuals that may be
vulnerable to becoming
involved in violent
extremism. A joint risk
assessment of each
individual case is then
made by project members
and any issues of concern
are identified. A
programme of intervention
tailored to the needs of the
individual is then developed
and implemented.
Involvement of community
partners is key. They will
have expertise and insight
into the process of
assessment, referral and
intervention. Further
information is available
from the ACPO National
Community Tensions
Team at
[email address]
Young Persons
Paul Marriott
£48,793
Dec 08-April 10
Performance
Development Officer post to
(from OSCT)
management through
forge links with existing co-
Birmingham City
existing governance
ordinators and assist in
Council
structure
establishment of Pan-
Birmingham Youth Forum
30
OBJECTIVE FOUR: Increase the capacity of communities to challenge and resist violent extremists
Why is this important?
Strong, organised and empowered communities are better equipped to effectively reject the ideology of violent extremism, to isolate
apologists for terrorism and to provide support to vulnerable institutions and individuals. We want communities to take the initiative
in these areas but we can work with communities to enable them to do so. Collaborative work itself undermines the narrative of
separation and conflict which is often used by violent extremists, emphasising that there is more that unites us than divides us.
Details of Programme
Project Lead
Resources
Timescale
Progress Update and
Outcomes
or Project
Evaluation Process
Working in collaboration
Nargis Rashid
£16,000
April 09-April 10
Monthly project Leads
•
No Service
with Madrassahs who
Performance Meeting
Level
already work to a
Birmingham City Council
Agreement
curriculum and
signed at
assessment framework,
present
to produce a common
time, due to
curriculum which will
insufficient
include learning of the
capacity to
Quran, Islamic studies
deliver
and citizenship.
project
Support Madrassahs to
Nargis Rashid
£54,645
April 09-April 10
Monthly project Leads
•
Madrassah
meet their legal
Performance Meeting
managers
requirements, create a
Birmingham City Council
understand
safe learning
need to
environment for children
implement
and improve the learning
safe-
opportunities they offer
guarding
through awareness
procedures
raising seminars,
teacher training and
•
Staff
development, and
understand
managers network
child
meetings.
protection ,
health and
safety,
31
teaching
and
learning ,
citizenship
and
behaviour
manage-
ment
policies and
procedures
•
Children,
parents and
Madrassah
teachers are
involved in
improving
Madrassahs
•
Madrassah
managers
share best
practice and
exchange
information
•
Improved
links
between
Madrassahs
and
mainstream
schools
32
OBJECTIVE FIVE: Effectively address grievances
Why is this important?
In the UK and overseas violent extremists exacerbate and then selectively exploit certain grievances to recruit people to their
cause. But if a grievance is both well founded and legitimately expressed we must be ready to address it with evidence counter
argument or informed debate.
At a local level experiences of racism, perceptions of inequality and community conflict, and the experience of other forms of
criminality can all create grievances that may be exploited by apologists for terrorism. Other perceived grievances may relate to the
accessibility of services, perceived media hostility, stigmatising Muslim communities e.g. anti-terrorism legislation (and to
Islamophobia and extreme far-right activity). If the grievances are legitimate community engagement mechanisms should work as
well for Muslims as for the rest of the population in airing and solving the issue.
There are existing government programmes which are already intended to address many of these issues. Very often we need only
to be making connections between these existing programmes and this strategy.
Details of Programme
Project Lead
Resources
Timescale
Progress Update and
Outcomes
or Project
Evaluation Process
Through the delivery of
N/A
N/A
N/A
N/A
the Hate Crime Strategy
address grievances in
relation to Islamophobia,
racism and bullying
There are no specific PVE projects which currently address Objective Five, though arguably elements of projects listed under other
objectives obviously do. Gap analysis will enable this objective to be prioritised for Tranche Two.
33
OBJECTIVE 6: Developing Prevent-related research and analysis
Why is this important?
Both local and national projects must be underpinned by a strong evidence base. While our understanding of radicalisation and
how to counter it is increasing, we recognise that it needs to be more advanced. Among a broad range of questions, we want to
know more about the nature and scale of radicalisation and about both vulnerability and resilience, in order to help target support
where it is most needed. This is especially important in the light of the current economic downturn.
Details of Programme or
Project Lead
Resources
Timescale
Progress Update and
Outcomes
Project
Evaluation Process
Researcher/Analyst Post
Paul Marriott
£48,793
Dec 08-Apr 10
Performance
to assist in ensuring
(from OSCT)
management through
Birmingham ‘narrative’
Birmingham City
existing governance
remains current, analyse
Council
structure
and evaluate project
outcomes to ensure
legacy and best practice is
preserved.
34
OBJECTIVE 7: Strategic communications
Why is this important?
Violent extremists rely on propaganda and are assiduous in crafting and distributing their messages. Much of this propaganda
comes into this country from overseas. Our own communications play a critical role in exposing this propaganda, but unless well
prepared and considered can inadvertently fuel the terrorist narrative.
We need to ensure consistency of message across departments, and from the local through the regional to the national. Local
practitioners will, of course, need to use their knowledge of their own communities to develop effective communication channels
and messages related to this agenda.
Details of Programme
Project Lead
Resources
Timescale
Progress Update and
Outcomes
or Project
Evaluation Process
Media Skills Workshop
Zubeda Limbada
£14,000
Jan-Sept 09
Monthly project Leads
•
Seven
Performance Meeting
media
The purpose is to assist
Birmingham City
workshops
individuals within the
Council
completed
Muslim community -
community leaders,
•
Media
young people and Muslim
training
women - to increase their
manual
communications skills.
produced
At the same time, the
workshops provide
•
Participants
opportunities for the
produce
media to increase their
positive
understanding of the
media
Muslim communities
reports for
publication
•
Sustainable
network
created
35
7) Performance Measurement
Birmingham has adopted National Indicator 35 (Building Resilience to
Violent Extremism) as one of its Local Area Agreement outcomes for
2008 – 2011.
The indicator is in effect an assessment framework under four
headings, each of which is scored 1 – 5.
(i)
understanding of, and engagement with, Muslim communities
(ii) knowledge
and
understanding of the drivers and causes of violent
extremism and the Prevent objectives
(iii) development of a risk-based preventing violent extremism action
plan, in support of the Prevent objectives
(iv) effective oversight, delivery and evaluation of projects and
actions.
Area 1: Understanding of, and engagement with, Muslim
communities.
Score Description
1
Community engaged on an ad hoc basis and through wider
faith/minority groups. Mechanisms and engagement is/are not
self sustaining or productive. Understanding of the make-up of
the local Muslim community is limited and superficial.
2
Regular mechanisms for consulting and working with Muslim
community, but attendance and reach not wide. Tendency to
engage with individuals and interest groups rather than
communities. Basic knowledge of structure of local Muslim
community in terms of ethnicity and geographical extent.
3
Regular and reliable mechanisms for frequent contact with whole
communities, as well as individuals within communities. Strong
knowledge of the make-up of the Muslim communities, including
different ethnic groups, denominations, social and economic
status, elected representatives and community leaders,
knowledge of location and denomination of mosques, awareness
of community groups. Knowledge of partner agencies
appropriately utilised.
4
Regular and reliable mechanisms which include all communities
and under-represented groups such as women and youth in an
ongoing dialogue. That dialogue influences and informs policy.
Sophisticated and segmented understanding of Muslim
communities, the structures within them, and the cultures which
make them up.
36
5
A self sustaining, dynamic and community driven engagement
which takes place on a number of different levels and in a number
of different ways, with innovative approaches to communication
and engagement of all groups. Sophisticated understanding of
local Muslim communities is used to drive policy development
and engagement.
Area 2: Knowledge and understanding of the drivers and causes
of violent extremism and the Prevent objectives
Score Description
1
Awareness of the issues, but no thinking about what it means for
the locality or how to engage fully with the agenda. Poor
understanding of causes of violent extremism and the
Government’s Prevent strategy objectives.
2
Basic understanding of what is required from local partners, and
familiarity with key documents and guidance material. Attempts
to draw together an evidence base and to analyse the underlying
causes of violent extremism.
3
Good understanding of the Prevent objectives and drivers of
violent extremism among partners. Established evidence base
draws on a number of sources, including evidence from a number
of local partners about violent extremism within the local area.
Awareness of appropriate research. Attempt to take into account
specific local circumstances and build evidence of strength of
drivers locally, including sharing of information between partners.
4
Strong understanding of the Prevent objectives and the drivers of
violent extremism, as well as of the interfaces with related policy
areas. Full use of local, national and international research,
guidance and expertise on the agenda, including good
information sharing between partners. Good understanding of
local circumstances and drivers.
5
Sophisticated understanding of the Prevent objectives and the
drivers of violent extremism. Full use of local, national and
international research, guidance and expertise on the agenda to
build a wide-ranging and sophisticated evidence base. Clearly
strong information interchanges between local partners across
delivery organisations and strands of activity. Strong
understanding of local circumstances and drivers.
37
Area 3: Development of a risk-based preventing violent extremism
action plan, in support of delivery of the Prevent objectives
Score Description
1
Basic, narrowly focused action plan in place.
2
Action plan with clear resource allocations and timeframes
attached to actions. Some linkages to Government’s ‘Prevent’
strategy objectives and to the drivers of violent extremism. Some
links to feedback from community engagement.
3
Risk-based comprehensive and clear action plan which makes
clear links to the ‘Prevent’ strategy. Links to community
engagement and knowledge and understanding of the drivers of
violent extremism. Range of activity covering different strands of
the ‘Prevent’ strategy.
4
Risk based and strategically focused action plan with clear links
to the knowledge and understanding of the drivers of violent
extremism, the ‘Prevent’ strategy and to extensive consultation
with communities. Clear buy-in from senior officers and strategic
partners. Necessary actions, capabilities, policies and projects
clearly identified. Strong focus on multi-agency partnership
working, including synergies with CDRPs and other bodies.
Broad range of activity delivering all strands of the ‘Prevent’
strategy, including through a range of mainstream services.
5
Risk based and strategically focused action plan with strong links
to the knowledge and understanding of the drivers of violent
extremism, the ‘Prevent’ strategy and to extensive consultation
with communities and local partner agencies. Agenda effectively
‘mainstreamed’ through consideration of existing service delivery
and policies, alongside the development of specific actions,
projects and capabilities. Awareness of agenda throughout
partner organisations. Full range of activities across all strands of
the ‘Prevent’ strategy. Innovative actions, projects and
capabilities clearly identified. Strong evidence of multi-agency
approach to deliver across a broad range of partners and
agencies, including synergies with CDRPs and other bodies.
38
Area 4: Effective oversight, delivery and evaluation of projects
and actions.
Score Description
1
Loose and informal monitoring of projects, leading to haphazard
delivery and frequent overruns and changes of scope. Evaluation
is informal and haphazard. Audit arrangements in place.
2
Clear plans for delivery and oversight. Some level of formal
evaluation, but no clear mechanism for follow-up. Audit
arrangements and risk management in place.
3
Monitoring mechanisms in place with regular reviews to ensure
delivery. Oversight group in place. Formal evaluation but which
has no real effect on developing future projects and actions.
Strong audit arrangements and risk management in place.
4
Proven monitoring mechanisms in place which help ensure
regular delivery of projects within timescale, to the required
standard and budget constraints. Oversight group with range of
skills and representing appropriate range of interests. Formal
evaluation using appropriate methodology which has some
impact on the development of future projects. Strong audit
arrangements and risk management in place.
5
Strong tried and tested monitoring mechanisms which allow
highlighting and resolution of issues, track progress and ensure
consistent delivery of projects and actions within timescale, to the
required standard and budget constraints. Oversight group with
appropriate skills and seniority in place and actively involved in
monitoring. Professional and extensive evaluation of project
against agreed objectives, which has real impact on development
of future projects. Strong audit arrangements and sophisticated
risk management in place.
An independent evaluation of last year’s ‘Pathfinder’ PVE projects has
made an assessment that Birmingham currently has a ‘benchmark’
score of 2.5 against the four measurement criteria. However, it must
be stated that the scoring did not take into account the role of the newly
appointed Programme ~Manager, the new governance structures, or
the emerging police/Birmingham City Council partnership.
This evaluation has utilised information from the Pathfinder programme
to review current performance, and make recommendations as to
future direction and engagement.
39
NI 35 Assessment Framework
Score
Understanding of, and engagement with, Muslim
2.5
communities
•
Communities consulted e.g. after arrests in 01/07
•
More than basic knowledge of the Muslim
communities:
Team knowledge = Prevent Team made up
of highly qualified and experienced senior
Muslim professionals e.g. the Head of the
Prevent Team was also the Head of Youth at
the Council
Corporate knowledge = Birmingham City
Council has good grasp of Muslim
communities and understanding of, and
engagement with, Muslim communities with
a number of elected Members, community
engagement forums and ‘issue specific’
groups e.g. the Community Cohesion Forum
chaired by the Chief Executive
•
Size an diversity of the Muslim communities in
Birmingham is significant and complex
•
Evidence of strong support by the Lead Equality
and Diversity Member but more work needs to be
done with other elected Members
Knowledge and understanding of the drivers and
3
causes of violent extremism and the Prevent
objectives
•
Clear demonstration of knowledge and
understanding of the Prevent agenda e.g.
Individual knowledge and leadership = Head
of Equality and Diversity leading on the
Prevent agenda happens to be a highly
regarded and knowledgeable scholar on
Islam
•
Clear understanding of the drivers and causes of
extremism via projects such as Study Circles,
Success Clubs etc
•
Knowledge and understanding of the Prevent
objectives e.g. a clear Pathfinder strategy
Development of a risk-based preventing violent
2
extremism action plan, in support of delivery of the
Prevent objectives
•
Action Plan for Pathfinder
•
Action Plan for 2008 – 11
•
Community Cohesion Executive link to West
Midlands Police
40
Effective oversight. Delivery and evaluation of
2.5
projects and actions
•
Informal monitoring of Pathfinder Projects (by BCC)
•
Assessments by Lord Patel, HMIC and the Audit
Commission
• Independent
Review and Evaluation
•
Clearer audit arrangements have been put in place
•
Governance structures have been improved
•
Secondment of personnel from the West Midlands
Police to help with programme management
Overall Score
2.5
Achieving a higher score against NI 35 is the objective of Birmingham
City Council, albeit with the caveats listed above. Based on the
independent evaluation placing Birmingham currently at 2.5, a realistic
target would be:
i)
3 by the end of 2008 – 2009
ii)
3.5 by the end of 2009 – 2010
iii)
4 by the end of 2010 – 2011
Birmingham is waiting for the Office for Public Management to
complete their work of developing an effective performance
management for the N135 framework. Once this work has been
completed an accurate reflection of the work being undertaken in
Birmingham can be made.
41
Annex A
PVE Steering Group – NI35: Building Resilience to violent
Extremism
Terms
of
Reference
The Steering Group will oversee the local delivery of PREVENT one of the
four strands of the Government’s counter terrorism strategy known as
CONTEST across the City of Birmingham in accordance with the National
Indicator 35: Building Resilience to Violent Extremism.
The Programme Board will be responsible to the Community Safety
Partnership for ensuring the programme delivers within its agreed parameters,
i.e. cost, timescales, impact.
Membership
Birmingham City Council
• Director of Public Affairs & Communications
• Service Director, Inclusion Services
• Director of Constituency Services
• Director Safer Birmingham Partnership
• Strategic Director of Environment & Culture (Acting)
Partner Agencies
• Director of UK Borders Agency
• West Midlands Police Authority Member
• Government Office West Midlands
• Regional Prisons PVE Lead
• Senior Officer from Probation Services
Community members representing
• Birmingham
Central
Mosque
• Ashram Housing Association
• Birmingham Race Action Partnership
• Islamic
Relief
• Muslim Women’s Advisory Group
• Waits
Action
Responsibilities
Make Recommendations to Safer Birmingham Partnership Executive Board
regarding the Partnership’s Delivery Plan for Preventing Violent Extremism.
42
Maintain an overview of activity linked to the Delivery Plan across Birmingham
ensuring that the objectives of the national PREVENT Strategy are being
addressed.
Identify opportunities to further develop the plan by feeding into other
departments with a shared interest in the prevention of violent extremism
across Birmingham.
Identify interdependencies between different work strands looking for
opportunities to mainstream PREVENT related work.
Identify and encourage the sharing of good practice and joint working
between agencies.
Receive reports of progress from the Programme Manager outlining progress
of projects and to identify any risks and issues that effect delivery of the
Programme.
Report progress and any risks to the effective delivery of the programme to
the Safer Birmingham Partnership Executive Board via the Chair.
Monitor performance against NI35.
At the end of the Programme:
i.
Assurance that all projects have been delivered satisfactorily
ii.
Approval of the end of programme report following evaluation
iii.
Forward decisions and recommendations to the Safer Birmingham
Partnership Executive Board.
iv.
Programme closure notification to Safer Birmingham Partnership
Executive Board.
43
Annex B
Stakeholder Engagement Strategy
(a) following identification of stakeholders, criteria on how they will be
grouped and tracked
(b) how the programme will engage with all stakeholders, including
mechanisms for encouraging, receiving and responding to feedback
(c) measures to determine how well the communication process is
engaging with stakeholders, as defined by the Programme
Communication Plan, which is designed to:
(i)
raise awareness amongst all stakeholders of the intended
outcomes of the programme
(ii)
keep all stakeholders informed of progress before, during
and after delivery of projects
(iii)
promote key messages from the programme
(iv)
demonstrate a commitment to meeting the requirements of
the Community Safety Partnership
(v)
make communications and dialogue by encouraging
stakeholders to provide feedback and ensuring that they are
informed about the use of their feedback to influence the
programme or individual projects
(vi)
ensure all those responsible for projects have an
understanding of the outcomes of the programme.
A communication plan has been formulated as a result of an initial stakeholder
engagement strategy. A copy of the Stakeholder engagement map is
attached.
The Programme will engage with the stakeholders in the following manner;
i.
key players – monthly meeting
ii.
need strong buy-in – bi-monthly meeting
iii.
active consultation – monthly or bi-monthly meeting through
structured meetings systems in existence
iv.
maintain interest – phone call every two months
v.
keep informed – written update every three months following
Programme Board meeting
44
The purpose of the communication is
(i)
raise awareness amongst all stakeholders of the intended outcomes
of the programme
(ii)
keep all stakeholders informed of progress before, during and after
delivery of projects
(iii)
promote key messages from the programme
(iv)
demonstrate a commitment to meeting the requirements of the
Community Safety Partnership
(v)
make communications and dialogue by encouraging stakeholders to
provide feedback and ensuring that they are informed about the use
of their feedback to influence the programme or individual projects
(vi)
ensure all those responsible for projects have an understanding of
the outcomes of the programme.
A spreadsheet will be maintained within the programme office to ensure the
Communication Plan is rigidly adhered to. The stakeholder engagement map
will be reviewed every four months (next April 2009) to ensure stakeholders
are being appropriately engaged with, dependent upon their level of interest
and influence.
A formal media strategy is currently under development in conjunction with
Birmingham City Council’s Press office.
45
STAKEHOLDER ENGAGEMENT MAP
Low
Medium
High
Face-To-Face
High
Key Players - Need Strong Buy-In
Active Consultation
– Maintain Interest
Medium
Interest
Keep Informed
Low
Written
Influence
46
Annex C
47
48
