national
national
indicator 35
indicator 35
Self aSSeSSing local
Self aSSeSSing local
performance againSt ni 35:
performance againSt ni 35:
building resilience to violent extremism
building resilience to violent extremism
guidance for local partners
guidance for local partners
produced by HammersmitH & fulHam council
produced by HammersmitH & fulHam council
National Indicator 35
Foreword
As Chair of the London Prevent Network, I am delighted to present this guidance
document on National Indicator 35: Building Communities Resilience to Violent Extremism
(NI 35).
This guide has been produced by the London Borough of Hammersmith & Fulham with
support from the Office for Public Management, Government Office for London and
London boroughs.
At the time of writing this document, there was no national guidance on NI 35 apart from
the Prevent Strategy document itself. London boroughs expressed a strong desire for
robust guidance which could be used to assess their performance against NI 35.
The aim of this guide is to provide a clear, detailed and consistent framework for
implementing NI 35 and the national Prevent Strategy. London boroughs are committed to
implementing the Prevent Strategy in a way which fits within the context and priorities of
London and its boroughs.
London boroughs have lead the way as national trailblazers in tackling violent extremism
and use of this guide should help to ensure London continues to be on the cutting edge of
the national Prevent agenda.
Pinakin Patel
Chair of the London Prevent Network and
Head of Improvement & Integration
London Borough of Hammersmith & Fulham
1
National Indicator 35
Contents
Foreword...................................................................................................................................1
Section One: Introduction .........................................................................................................3
The Prevent Strategy ............................................................................................................3
NI 35 .....................................................................................................................................4
What is this document for? ...................................................................................................4
When should it be used? ......................................................................................................6
Section Two: How the tool works..............................................................................................7
A proportionate approach .....................................................................................................7
Suggested process for completion of your self-assessment.................................................8
Scoring your self-assessment.............................................................................................10
Sources of evidence ...........................................................................................................11
Section Three: The Tool .........................................................................................................13
Criterion One: Understanding of, and engagement with, Muslim communities ..................14
Criterion Two: Knowledge and understanding of the drivers and causes of violent
extremism and the Prevent objectives ................................................................................23
Criterion Three: Development of a risk-based preventing violent extremism action plan,
in support of the delivery of the Prevent objectives ............................................................32
Criterion Four: Effective oversight, delivery and evaluation of projects and action.............54
Section Four: Further Reading ...............................................................................................63
Appendix A: Existing NI 35 Assessment Framework..............................................................64
Appendix B: Example (partial) of how an Assessment Framework template might be
completed ...............................................................................................................................67
Cover photos, left to right:
OPM; Rapid Eye Media/iStockphoto.com; MK Kerr/iStockphoto.com; Danish Khan /iStockphoto.com
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National Indicator 35
Section One: Introduction
The Prevent Strategy
The purpose of the Prevent Strategy is to stop people becoming or supporting terrorists
and violent extremists.
The Prevent Strategy: A guide for local partners in England published in June 2008 sets out the role of local partners in delivering the Prevent
Strategy.
The Prevent Strategy has five key strands:
• 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.
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.
The Strategy recognises that local action and the engagement of local communities is vital
to effective delivery, including working in partnership with local, particularly Muslim,
communities, and that joint leadership and delivery from police, a range of local authority
departments1, and their partners are fundamental to the success of the UK’s counter
terrorism strategy.
The Prevent Strategy: A Guide for Local Partners in England asks all localities to ensure
that a local partnership group has been clearly tasked to take forward local action on
Prevent and to put in place a
programme of action that:
• meets the
specific objectives of the Prevent Strategy;
• is
jointly agreed and managed by the local authority and their partners;
• is
proportionate to the level of threat in the area
•
reflects local needs; and
• sets out
clear and tangible milestones to track progress.
1 Organisations that may be involved in local partnerships working at various levels are listed on
page 9 of the
Prevent Strategy: A guide for Local Partners in England.
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National Indicator 35
Further ideas and support were offered to local authorities by the Department for
Communities and Local Government in
Preventing Violent Extremism: Next Steps for
Communities (July 2008) and the Local Government Authority guidance
Leading the
Preventing Violent Extremism Agenda: a role made for Councillors (November 2008). For
more information on the Prevent agenda please go to
http://www.communities.gov.uk/communities/preventingextremism/
Local boroughs may also wish to consult the Audit Commission and HM Inspectorate of
Constabulary (HMIC)’s
Preventing Violent Extremism: Learning and Development
Exercise, (October 2008), which includes a range of useful case study examples, and a
set of evidenced suggestions for the ongoing development of local Prevent delivery.
NI 35
The Prevent Strategy is embedded in the performance framework for local authorities
through National Indicator 35 – Building resilience to Violent Extremism and APACS 632.
While eight London boroughs3 have currently adopted the NI 35 as a priority indicator in
their Local Area Agreements (LAAs),
all London boroughs will need to report against
NI 35 with the first reports due in April 2009. This includes boroughs that have not
received specific funding for Prevent.
What is this document for?
In April 2008 the Department of Communities and Local Government published an
Assessment Framework for NI 35 for local authorities. The framework consists of four
criteria, coupled with a set of descriptors and scores, against which local partners are
expected to assess their performance (See Appendix A, for the existing self-assessment
framework). As the Prevent agenda evolved, local partners identified a need for further
guidance that builds on the existing assessment framework.
London Borough of Hammersmith and Fulham and Government Office for London (GOL)
commissioned the development of this tool with the principal objective that it should be
tailored so that it specifically helps London boroughs and their partners assess their own
performance in relation to the NI 35. This document has been produced in response to
that need and in line with those requirements. It provides:
• detailed performance descriptions, that expand upon (but do not replace) the four
criteria in NI 35
• suggestions about the types of evidence and information that can be used to
support the self assessment
2 The Assessments of Policing and Community Safety (APACS) framework is a unified
performance management framework that was introduced in April 2008. It applies to all police
forces in England and Wales, covering key services delivered by the police working on their own or
in partnership with others.
3 These are Barnet, Haringey, Harrow, Hounslow, Lambeth, Redbridge, Tower Hamlets and
Westminster.
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National Indicator 35
• examples of how local partners have taken forward elements of the strategy,
referred to here as ‘promising practice’.
To ensure that it accurately reflects the aims and objectives of the Prevent agenda, and
meets the needs of those individuals who will be using it, the tool has been developed
following a process of consultation with local London Prevent Partners. This has included
testing and verifying the guidance through focus group work and at a London borough
workshop held on 27 November, 2008 with key Prevent stakeholders and practitioners.
The diagram below (which only shows Criterion 1) illustrates how the existing framework
has been expanded to give more detailed performance descriptions.
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National Indicator 35
When should it be used?
This document should be used to support you in undertaking self-assessment against
NI 35 to inform the refreshment of your Local Area Agreements (LAA), negotiation of
targets and reporting against NI 35 by all local authorities in April 2009.
From April 2009 the
Comprehensive Area Assessments (CAA) will provide independent
assessments of the prospects for local areas and the quality of life for people living
there. CAA will assess how well public money is spent and will ensure that local public
bodies are accountable for their quality and impact. CAA is being developed by seven
partner inspectorates, who will work together to deliver joint judgements about areas.
Performance reported against the national indicator set, including NI 35, will be a key
source of evidence and in making the assessments, the local services inspectorates will
take the local priorities set out in LAAs as a starting point. Whilst this tool is not a formal,
recognised part of CAA, it can usefully provide high quality evidence on which CAA may
draw. Please see
www.audit-commission.gov.uk for the CAA framework document,
published on 12 February 2009.
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National Indicator 35
Section Two: How the tool works
The starting point for self-assessment against NI 35 is the four criteria within the existing
NI 35 Assessment Framework. Each of these criteria includes a set of descriptions linked
to a score on a 1 to 5 scale.
The object of the exercise is to arrive at a score for each criterion that is a fair reflection of
where London boroughs are in terms of delivery and that can be evidenced.
To help you do that, this guidance breaks down the descriptions in the NI 35 Assessment
Framework into 13 actions that London boroughs might take as part of their Prevent
Programme of Action. Each of these actions is then described in terms of what level of
local performance would represent a score of 1 to 5 against the Assessment Framework.
It is important to note that the performance descriptions and actions are
indicative in
nature, open to a degree of interpretation and do not represent
everything London
boroughs are doing on Prevent.
In assessing local performance against NI 35, the aim therefore is to be
pragmatic about
the extent to which local performance levels have been reached and to find the
best fit between local performance and that described in this guidance. In cases where you are
taking local actions which are delivering improvements that are not reflected in the
descriptions, you can use the same basic approach of describing these and explain why
they constitute the identified performance level.
This tool is not an audit or inspection tool. The tool has been designed with, and for,
London boroughs, their local partners and communities to use. It is a voluntary tool, and
there is no obligation to use it. However, the tool has the potential to greatly enhance
partners’ understanding of Prevent, enabling them to
take stock of how are progressing
in relation to Prevent, and
plan improvements for the future. The tool should also help
London boroughs consider how they are performing in relation to other related areas,
such as community empowerment or community cohesion; to help make these links we
provide references to other policy agendas throughout.
A proportionate approach
The Prevent Strategy: A guide for local partners in England recognises that each area is
unique. The guide calls on local areas to put in place a programme of action that is
proportionate to the level of threat in the area.
We recommend that the approach to self-assessing yourself against NI 35 is similarly
proportional. We want London boroughs to use their professional judgement in using the
guide. A borough with a high level of threat will have a more extensive and detailed
programme of action and therefore more material to consider when assessing
performance.
The tool is designed for
all types of local authority area, which means that that every
authority can receive maximum scores. Thus, we have tried to design descriptions that
focus on quality of activity that are not reliant on the amount of resources available.
Importantly, this is a
self-assessment tool – it will not be a formal part of the CAA
process or externally audited.
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National Indicator 35
Suggested process for completion of your self-assessment
The process that local Prevent partners employ for self-assessment is likely to vary
depending on local circumstances, and we do not wish to prescribe a rigid approach.
However, London boroughs may find it useful to take a similar set of steps to those
outlined below, when completing self-assessments.
Step 1 – Identify the process lead: We are anticipating that the self-assessment process
is likely to be lead by the Local Prevent Lead (these may be the Prevent Co-
ordinator, or a Community Cohesion Officer, for example) or possibly, a Local
Authority Performance Manager.
Step 2 – Identify and engage key partners: Whilst it will be important for one person to
lead the process of self-assessment, they should seek inputs and support from the
full range of relevant Prevent partners (for a full list of which agencies and
organisations may be involved in local partnerships, please see page 9 of the
Prevent Strategy: A guide for Local Partners in England). Which partners are
involved will be determined by ground-level activity, but the involvement of police
leads with responsibility for assessing against APACs 63, will be key. The role of
key partners will be to supply evidence on activities and partnerships related to their
agencies and departments, and to offer their perspectives on how well these are
performing.
Step 3 – Plan assessment process: once a lead and key partners are identified it will be
helpful to plan the most effective way of engaging them with the self-assessment
process in a way that encourages active reflection on progress to date, and
implications for an ongoing programme of action.
Step 4 – Gather evidence for initial assessment: Example evidence might be Prevent
Programmes of Action (sometimes referred to locally as a Prevent Action Plan),
prevent project documentation, and Local Strategic Partnership documentation.
Evidence collected for other National Indicators is also likely to be helpful. A full set
of suggested evidence sources are outlined later this document. Once leads have
collected all the relevant evidence which they are aware of, they may wish to log this
evidence in the self-assessment framework as a starting point.
Step 5 – Organise and run a workshop with local Prevent leads: Investing in a
workshop to allow key partners to reflect on and discuss their shared self-
assessment is likely to be of value to those London borough partnerships with more
significant Prevent resource.
The draft self-assessment framework, including any
referenced evidence should be circulated in advance of the workshop. The
workshop should then allow sufficient time for partners to discuss their activity in
relation to each of the strands, score their activity in relation to the performance
descriptions described, and identify appropriate evidence to support these scores.
Some local Prevent partners may feel that it is appropriate to involve representatives
of the local community by inviting them to discussions about local delivery, or by
asking them to supplying evidence as part of the self-assessment process. Where it
is not possible to undertake a workshop, the Prevent lead should find alternative
ways of getting feedback on their draft assessments, collecting and verifying
evidence to support their scoring.
Step 6 – Process lead compiles evidence: Following the workshop, the process lead
should produce a revised draft with all evidence compiled and cross-referenced.
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National Indicator 35
Basic-level self-assessments will simply reference and attach evidence used in
assessment. Advanced self-assessments will include a performance narrative,
explaining how and why self-assessment judgements were made.
Step 7 – Evidence sent to key partners for validation: This will give key partners the
opportunity to provide comment on the self-assessment, and provide additional
evidence if necessary.
Step 8 – Peer review (local Prevent partners): Following internal validation, process
leads may also wish to consider obtaining external perspectives on how they are
progressing in relation to Prevent, and how effectively they have reflected this in
their self-assessments. Using a Peer review approach may be helpful in these
instances. London boroughs may find it particularly productive to consult with
neighbouring areas or areas with similar community or cultural contexts.
Step 9 – Validation (oversight group): The oversight group is responsible for monitoring
activity progress against key objectives, ensuring relevant outputs are achieved and
assessing risk. The oversight group is likely to be the Local Strategic Partnership or
Crime and Disorder Reduction Partnership (CDRP), though this may differ from one
Prevent partnership to another. Once the tool has been both internally and
externally validated, the oversight group will be responsible for the formal validation
of the framework.
Step 10 – Validation (community): Once London boroughs are confident that their self-
assessment is robust and accurately reflects their progress on Prevent activity, they
may wish to consider a final stage of external validation with local communities.
Community validation could be delivered, for example, through the oversight group
or by consulting community forums linked to Prevent partnerships which exist in
many partnership area.
The following diagram illustrates the process described above.
page 9
National Indicator 35
Process for self assessment
As the diagram suggests, the self-assessment process should be repeated as
appropriate, for example to inform annual local authority budget refreshes.
As said previously, we do not expect all London boroughs to go through the same process
for completing the tool. What we have set out is an ideal approach for completing the tool,
but we understand that different London boroughs and their partners will have different
levels of resource available to support self-assessment.
The approach outlined here has been suggested for the completion of self-assessment
against NI 35. However, this approach is equally applicable to the self-assessment of the
Prevent agenda more widely, and may be a helpful approach to informing the
development of programmes of action.
Scoring your self-assessment
You should start the scoring against NI 35 by scoring your local authority area one to five
against each individual performance description. The average of your scores for each
performance description will be your score for the criterion that each performance
description relates to. The average of the scores for each of the four criteria will then be
your overall score against NI 35. Use of half scores should be avoided. The diagram
below gives an illustrative example of how scoring should work.
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National Indicator 35
Illustrative example of how to score your self-assessment
As indicated above, your overall score against NI 35 will be an average. Your partnership
may therefore find it helpful to retain a record of your detailed scores so that differences in
performance levels in relation to specific activities are clear, and so that you can monitor
progress over time more easily.
The different criteria included in NI 35 are closely related to each other. For example, well
developed programmes of action will be based on a good understanding of local Muslim
communities, and a local Prevent partnership is likely to exhibit similar levels of
development for both of these activities. Where performances descriptions are closely
related, you would probably expect to have similar scores for them.
Sources of evidence
We expect the evidence used for this self-assessment to vary between London borough
Prevent partnerships. However, it is likely that the following types of evidence can be used
as part of local self-assessments:
•
Local Prevent Programmes of Action – these are the action plans local partners
need to develop to underpin their programme of activities to support the delivery of
the Prevent Strategy locally.
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National Indicator 35
•
Local Prevent project documents – such as implementation plans, monitoring
and evaluation reports
•
Local research and community information – some local authorities may have
commissioned or produced local research or evaluations to support their Prevent
work, such as mapping studies, local project evaluations, and research into local
causes and drivers of extremism.
•
Other National Indicator Set (NIS) proxy indicators – for example, NI 1 on
cohesion, and NIs concerned with vulnerability.
•
Other relevant strategies and plans – such as community cohesion strategies
(where these have been produced), community empowerment strategies, children
and young people’s plans.
•
Police Counter Terrorism data – including counter terrorism local profiles and
rich picture data
•
Community safety documents – such as tension monitoring reports, policing
statistics on hate, race and faith crime
Please see Appendix B for an example of how the assessment framework might be
completed.
page 12
3
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National Indicator 35
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National Indicator 35
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•
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National Indicator 35
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National Indicator 35
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•
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National Indicator 35
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National Indicator 35
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us
y
for engagement with the Muslim Co
d services,
of processe
methods and practices
cal agencies.
olicy and str
en and therefore self-sustaining
are in place
r community press) is
l policies an
of the range
i
th current
anges to policy or delivery as a result of this.
w
-driv
(in particula
n engagement and participation act
ption of loca
p to date
hat government and Prevent delivery partners are
l
t
community
.
available opportunities for engagement and participation
keep u
s
y
y
f concern.
ment is
ners
of engagement activities across lo
d there is evidence of ch
om engagement activity is fed into p
widel
comprehensive knowledge
sis of local press
y
local surve
Regular and reliable mechanisms
strategies.
Anal
key issues o
There are
groups, whole communities and members of communities or groups which are vulnerable or har
Participants’ feedback o
positive impact on perce
This engage
have a
Prevent part
coordination
Findings from engagement activities are consistentl
activities, an
Local communities fee
from
Feedback fr
•
•
•
•
•
•
•
•
•
5
9
r
om
Prevent
rvices,
page 1
gement
a
sector.
Muslim
or anecdotal
uts (e.g. Mosaic),
gaging with
children’s se
als.
ce’
National Indicator 35
interests of
intelligen
may be less well-established.
nfident in en
atus or social classes.
education,
slim individu
oft
s
he needs or
are active participants.
cluding ‘
hose which
economic st
lth, housing,
ment, education, deprivation sourced f
mbers of Mu
, in
y
ing t
effective and inclusive eng
bation, the voluntary and community
, includ
collected
y, emplo
may be less willing or co
ominations,
n
pro
des large nu
as well as those who
e in local communities.
c
ty),
eligious de
ership inclu
, age, gender, nationalit
y
s or organisations who
on the Prevent Strategy, police, hea
s, genders, r
wider community activi
g software such as GIS (Geographic information systems) mapping outp
vel Annual School Census (PLASC) datasets.
diversity of local Muslim communities
e individual
d
aff working
a on ethnicit
anisations whose activity or purpose is related to t
s
in
ange of age
st
s
Muslim communities in order to inform an
Including
the fire service, YOTs, NOMs, prison service,
A range of different types of information may be
evidence on vulnerability and resilien
Includes dat
census, u
and Pupil Le
Reflects the
Includes org
communities, and/ or whose memb
Includes tho
activities (an
Includes a r
•
•
•
•
•
•
•
tion 1.1: Mapping local
ative of
groups
y
r
s
ns represent
strateg
Further supporting guidance – detailed performance descriptions 1.1 – 1.2
Performance Descrip
Terms Explanation
Local partne
High quality information and
demographic data
Organisatio
Muslim communities
Diverse individuals and
t the
c
0
ative
i
vities.
mple
e., a
page 2
ation
st, and refle
Prevent Act
targeted sa
young people who
entative, i.
s
National Indicator 35
ing
of theological guidance
cted. However, if a qualit
osive, i.e., a
tus and levels of particip
tensions, lack
y
undocumented Muslim migrant
and new arrivals.
ould be sele
hree year programme of
ngage groups includ
to e
onomic sta
c
l Muslim communities in Brent, and
form its t
ntary Muslim groups and organisations and their
ups or particular populations of intere
o in
difficult
g strategy would be purp
communities including
cial and volu
training (NEET), women
ust samplin
mbers of the loca
ely mirror the population w
l
, so
s
lly predefined gro
denominations, socio-e
by me
ied
s regularly, using MOSAIC, ICE (NCTT resource).
l, politica
should be aimed at all Muslim communities.
i
stics clo
groups,
ercise
hnic
as identif
level, including Islamophobia, intra-communit
equality.
nic, nationa
r
esentatives from ‘hard-to-reach’ or
ucation, employment or
sques and imams.
t strategies
mpling strategy for a quantitative research methodology would be repre
at a local
g different et
ion issues
ternal agency to conduct a mapping exercise t
in
x
piece of research to map local Muslim
such mapping ex
Includes eth
representatives/leaders.
Includes rep
are not in ed
Includes mo
Engagemen
A robust sa
sample whose character
research methodology is used, a rob
would be selected from specifica
range and diversity of these populations.
cohes
•
•
•
•
•
unity
from socio-economic in
Brent, includ
to undertake
comm
commissioned a
commissioned an e
ers of violent extremism
for
y
driv
ugh intends
he most pressing
otential
of Muslim communities in
profile
identifying t
identifying p
and grievances that may be derived
Diverse range of Muslim networks
Robust sampling strateg
research
Promising practice example:
London Borough of Brent
This exercise involved developing a:
•
•
•
Promising practice example:
London Borough of Lambeth
communities. The boro
y
1
new
d
, an
page 2
gement strateg
eactions to
a
gement include
National Indicator 35
mes and satisfaction
l
tation, participation, to
nity events, deliberative events,
undamental to Prevent.
mmunities as part of Prevent
efits of enga
.
nmet needs; check out r
ased outco
arch, consu 4
hole community eng
understanding of, and support for, local
of course, f
ty
different co
a w
interviews, commu
e; build
.
4
ency, incre
2
ci
hrough rese
vel of intensi
epth
w ways of working. Ben
benefits are,
216–
tion giving, t
search, in d
form local peopl
out about priorities and u
nd build ne
All of these
e highest le
uld be employed to reach
; find
s
itute of Planners, 35:
r
om informa
ups, peer re
s.
ment is to in
operation; a
eadership.
r entailing th
y
L
e
y
rvices or decision
enerate co-
ust, improved services, improved effi
t can range f
with the late
els an surv
se
pan
l of the American Inst
gement of Muslim communities as part of
s
a
The purpose of engage
activities,
initiatives; g
increased tr
enhanced Communit
Engagemen
delegation,
A wide range of methodologies co
work, including focus gro
citizen
See Section Four for further reading
. Journ
•
•
•
•
ation
rticip
a
tion 1.2: Effective enga
er of citizen p
A ladd
t mechanisms
Performance Descrip
Terms Explanation
Engagemen
Arnstein, S., 1969.
4
out
2
ese
s ab
ative
page 2
rutiny Group.
n collaboration
or learning
.
mbined with others
including new
up discussion
ly excluded,
National Indicator 35
ed gro
vely involved in the work of
oung Muslim Voices
gagement, i
ti
c
i
ng social
r
avel abroad, although th
cision making
en
y
mmunit
ged or marginalised (
included a Y
their lives.
community-based voluntary sector
ncluding be
links and t
in
y
feedback forms, surveys, or qualit
co
Lewisham Stop & Search Sc
m
fro
ed
our, having mental health issues
ng them and also facilitat
The organisations are a
nfluences
ered by two
up, and the
rent factors i
cti
havi
nclude famil
i
ty activity, and local de
n
collect
e those communities or individuals who are difficult to
d
be deliv
ssues affe
anisations.
or extreme i
agement initiatives. This
ange of diffe
. Other indicators of vulnerability, which when co
isolation.
org
oups inclu
y
h eng
which will
t to developing a wider process of
mmunit
with young people who feel disenga
eness of the i
ependent Advisory Gro
a history of offending be
al feedback, evidence
o-include gr
m
lnerable to violent
mmitmen
outh Ind
aised awar
and other co
and connect
or being socially isolated
i
ties,
deliver a series of Muslim yout
ung people r
ave a strong co
aith groups,
Vulnerability might be reflected in a r
underemployed, having
disabil
may suggest a vulnerability to violent extremism i
would obviously not be indicators in
Hard-to-reach or hard-t
engage with statutory service provision, commu
This might include infor
research.
•
•
•
isten Up’ to
anisations h
rvice, local f
youth-centred: to reach
se
e better with young Muslims.
m. Both org
ty Police Consultative Group, the local Y
r
ogramme is
ion and
has commissioned a three-year engagement programme
commissioned ‘L
mmuni
r
communities who are
n participat
a young person led event, where yo
s in Lewisha
l authority, the police
m Co
Individuals o
vulnerable or hard-to-reach
Feedback o
engagement activities
Promising practice example:
Islington Council
conference,
how services can engag
Promising practice example:
Lewisham Council
organisation
with the loca
the Lewisha
The main focus of this p
arrivals, asylum-seekers and refugees), and those who are most vu
not
3
when
page 2
drivers and
nal Prevent
partners.
nal partners.
of the
ivers and causes of
National Indicator 35
nt extremism, and it is
of Prevent
wledge
r this.
i
onal or natio
i
onal or natio
base is considered
and vulnerabilities, including
effective and proportionate
some kno
uses of viole
evidence
to local, reg
to local, reg
ntify potential local dr
learned
jectives and
ivers and ca
mited to a small number
al or external partners fo
li
of the dr
violent extremism in the locality.
f Prevent ob
assessment of local risks
ich can be used to design an
h
w
ial drivers of
erstanding o
small number of intern
cal and national developments. This
violent extremism are
a
rough an
e drivers and causes of violent extremism and the
, potent
evidence on what works or lessons learned
limited understanding
has been undertaken at a local level to ide
mprehensive.
on
into
e reliant on
l
ect some lo
co
sed
y
to ref
not full
i
on is ba
.
e drivers and causes of
i
on demonstrates an und
for communicating evidence on what works or lessons
amme of act
anding of th
n place
amme of act
n place for communicating
Descriptions
no exploration of, or research
stems i
stems i
y
y
een
no s
no s
tion 2.1: Establishing an evidence base th
comprehensive or up-to-date
y
The partnership’s progr
full
There has b
Knowledge and underst
There are
The partnership’s progr
causes of violent extremism, but it is
Limited informal exploration or formal research
violent extremism, and local Prevent partners ar
Evidence is updated on an ad hoc basis
developing a programme of action.
There are
partners.
•
•
•
•
•
•
•
•
Prevent objectives
evidence into the drivers and causes of violent extremism,
programme of action
Detailed Performance
1
2
Criterion Two: Knowledge and understanding of th
Performance Descrip
Level
of
es
ns
4
ed within
nt
storing this
tional
arn
page 2
good
of violent
a
formal research
d na
d releva
and includ
t
s
c
ce,
ssons le
, to develop a good
National Indicator 35
intelligen
oth local an
partners an
ave been developed in
f violent extremism is up-to-
soft
, and also refle
comprehensive understanding
a
evidence on what works or lesso
includes
e of different
of the drivers and causes
d activities h
nd causes o
nce on what works or le
s a
jectives and
llected, and
ing and intelligence on b
t
ed from all relevant local partners
erability, an
nicate evide
collec
e and understanding
f Prevent ob
st a range of other relevant data sources
has been co
ting of Prevent activity. Good systems are in place for
f understand
sk and vuln
rge
hey commu
ledg
ht o
w
ledge and experience of a rang
sed again
through which they communicate
l
y
vel.
d kno
range of different partners and sources
nt and ta
g it in lig
erstanding o
up-to-date understanding of risk
ana
goo
through which t
e).
c
of violent extremism
relationships
d national le
nding from a
and updatin
f violent extremism has been
by the evidence base on ri
, thus ensuring an
stems or
y
Strategy.
analysis.
regional an
i
on demonstrates a
to inform the developme
or vulnerability in local communities.
nd causes o
r
ability (or resilien
s or relationships
re widely.
i
on demonstrates an und
ed
s
i
ence
stem
y
f violent extremism drawing on the know
ers are aware of new developments.
developed s
r
ship, and at
amme of act
nce is u
between local partners,
al resil
ntified vulne
metimes mo
amme of act
cal drivers a
pdating evidence
u
ell
some s
w
of the wider Prevent
rawing on knowledge and understa
ts.
r
s have
ng of potenti
nce, formal research and
ogramme of action is informed
areas of ide
y local partn
r
s have
pr
The partnership’s progr
extremism d
understanding
Evidence on potential local drivers and causes
and analysis. This evide
evidence and sharing it
developmen
Local partne
the partnership, and so
The partnership’s progr
the drivers and causes o
sources.
Detailed mapping of local Muslim communities has been
understandi
Evidence on potential lo
soft intellige
The local
response to
There is a system for
date, and ke
Local partne
learned within the partne
•
•
•
•
•
•
•
•
•
3
4
ners
nt
ns
, to
5
page 2
national part
uses of viole
ca
l and
National Indicator 35
have been developed in
, through making a number
all loca
s
risks and
comprehensive and sophisticated
a
es.
evidence on what works or lesso
for example
collected from all relevant local partners
jectives and
these prioriti
side a range of other relevant data sources
nd vulnerability, activitie
in doing this,
o-date understanding of
active
f Prevent ob
the knowledge and experience of
n
sed along
in lined with
l
y
that an up-t
ana
through which they communicate
erstanding o
d resourced
vel, are they are
us ensuring
nts.
, th
e), an
by the evidence base on risk a
c
nt extremism drawing o
relationships
nce or vulnerability in local communities.
f violent extremism has been systematically
d analysis.
d national le
lie
o
informed
y
stems or
y
are of new developme
regional an
i
on demonstrates an und
uses of viole
nd causes
r
ability (or resilien
l Muslim communities has been
tential resi
w
ivers and ca
developed s
r
ship, and at
amme of act
anding of po
cal drivers a
ence, formal research an
ntified vulne
pproach to updating evidence
rtners are a
llig
ell
w
of the dr
stematic a
etailed mapping of loca
s soft inte
ogramme of action is heavil
areas of ide
y
and local pa
r
s have
pr
s
The partnership’s progr
understanding
and relevant sources.
Data from d
develop a good underst
Evidence on potential lo
and include
The local
response to
There is a
extremism,
Local partne
learned within the partne
of presentations to relevant forums.
•
•
•
•
•
•
5
l
ied
6
are being
extremism
page 2
ements
re effective
u
National Indicator 35
r
e improvements to the
ormation on violent
he
w
.
e shared. Prevent partners and loca
nd know how to progress an identif
i
dentify
activity a
Basic information sharing arrang
ents to the sharing of inf
m
basis.
require further definition
nt work.
nity representatives to
ey
ation gathered.
m
ad hoc
y where improve
.
eed information sharing arrangements to ens
and how this information should b
been used.
and commu
identif
upon the infor
y
r
e information on an
er agencies
gencies to
n be made.
them identify potential violent extremist
sha
have been developed but th
have been developed for Preve
what information is pertinent.
to help
professionall
gencies
information is pertinent
h local partn
cal partner a
nd incorporate information
ements
and
hat
y
w
how the information gathered has
share a
y
egun to define
ar
on violent extremism ca
defined
arl
received training
propriatel
ap
uncle
Descriptions
have b
regul
t
ion sharing arrangements
ners
ners and local partner a
ners have consulted lo
ners have
ners have consulted bot
ners have
ners act
tion 2.2: Developing and using robust and agr
No informa
Prevent part
Prevent part
developed.
Prevent part
can be made. It is
Prevent part
partner agencies
Clear information sharing arrang
Prevent part
sharing of information
Prevent part
case.
Prevent part
•
•
•
•
•
•
•
•
•
communication between partners
Detailed Performance
1
2
3
Performance Descrip
Level
g of
re are
7
.
. The
ay
page 2
w
ond the
to the sharin
bey
robust and clearly
National Indicator 35
r
ovements
of what information is
imp
mfortable about sharing information.
enda with agencies
manner. There are
i
dentify
ntial violent extremist activity
.
pote
agreed definition
Prevent ag
)
an
i
ties feel co
as possible
ient and cooperative
nity representatives to
eighbouring localities
n
g to the Prevent agenda to agencies beyond the immediate
effic
act on information in an appropriate and professional
relatin
oped (as far
and commu
information related to the
training to help them identify
ed.
r
e information in an
er agencies
and the community, so that commun
e received
r
e, analyse and
es have devel
sha
.
sha
r
esentativ
gencies
h local partn
gencies hav
gencies
g information with professionals in
ngements
d relevant changes have been made.
stream information sharing
rep
y
between police
main
mmunit
formation should be shar
ners have undertaken work to share
.
ners and co
d how this in
ners and local partner a
ners have consulted bot
usting relationship
ners and local partner a
ners and local partner a
een some work to
tr
Prevent part
pertinent an
Prevent part
defined information sharing arra
Prevent part
information on violent extremism an
There is a
Prevent part
Prevent part
examples of Prevent partners sharin
There has b
partnership.
Where appropriate, part
immediate partnership
•
•
•
•
•
•
•
4
l
ocal
8
page 2
ond the
ceived training
ation sharing has
re
m
where appropriate.
National Indicator 35
artner agencies and
of what information is
.
agencies bey
nd this infor
, a
open and honest manner
y
ners, local p
response
enda with
i
ate Prevent partnership,
.
agreed definition
Prevent ag
)
an
Prevent part
e the immed
, which are used systematically by partners.
sid
agreed a community
as possible
d and endorsed by the local community.
ysed by local
ouring localities and nationall
neighb
to agencies out
oped (as far
and anal
ormation and
presentatives, and members of the local community have
places to share information
information related to the
.
re
y
safe
ed.
mbers of the local community share information in an
proach that is recognize
been shared
es have devel
ntial or immediate risk.
mainstreamed
cal communit
r
esentativ
using an ap
ation with professionals in
ddress pote
nt is being
hared and analysed this inf
m
rep
y
are of, and know how to use,
mmunit
formation should be shar
d and rigorous information sharing arrangements
artner agencies and me
artner agencies, lo
w
ed to Preve
ners have undertaken work to share
.
potential violent extremist activity
he information gathered has
define
y
ners and co
being undertaken to a
d how this in
ners, local p
an agreed protocol and
ners, local p
ossible t
ners have shared infor
y
clearl
Prevent part
pertinent an
There are
Prevent part
according to
Prevent part
to help them identify
Wherever p
community representatives have s
Prevent part
led to activit
Local communities are a
Information sharing relat
Where appropriate, part
immediate partnership
•
•
•
•
•
•
•
•
•
5
9
lysis of
wide
mmunities
ds or to
event
page 2
ata, e.g. ana
in London-
specific nee
ed from a range of
vulnerability. For
ding of possible
aluations. Examples might
National Indicator 35
e or
c
nd primary d
i
gh numbers of Muslims and
r
eas in which specific co
esilien
n understan
and vulnerabilities, including
on Prevent, taking part
(page 63).
pping data a
s
targeted. For the purposes of the Pr
d potential r
uses and drivers of violent extremism, please see
ntribute to a
ma
surveys, interviews and ev
he ca
d to inform Prevent work, as gather
l conference
e located or
ons between areas with h
with regional prevent networks.
b
available data concerning the a
assessment of local risks
y correlati
ation regarding t
information on where Muslim communities live with data on potential
n
ation indices, local
ding nationa
m
at is collecte
ich can be used to design an effective and proportionate
i
vities should
h
w
rough an
nt extremism, in order to understan
ces of infor
olders atten
d to) data th
mic research, policy documents,
ent Muslim communities - to understand where there may be
eh
k
wish to examine a
helpful sour
ut not limite
local sta
work meetings, or developing links
mapping involves the use of
cases differ
where services or act
u may
h deprivation and unemployment, in order to co
cluding acade
For a list of
The Prevent Strategy: A Guide for Local Partners in England
Including (b
sources in
local mapping data with local depriv
also include
Prevent net
Community
live - in this
understand
agenda, it may be helpful to combine
drivers or causes of viole
example, yo
areas of hig
grievances.
•
•
•
tion 2.1: Establishing an evidence base th
drivers of violent
evidence into the drivers and causes of violent extremism,
programme of action
Further supporting guidance – detailed performance descriptions 2.1 – 2.2
Performance Descrip
Terms Explanation
Causes and
extremism
Evidence base
Mapping local Muslim communities
orts a
0
nce to
ment from
is area.
page 3
ing in th
also supp
A
ondon Borough of
out fieldwork.
f disengage
ategy for 2008-2011.
ption of extremist views
improve resilie
str
National Indicator 35
ities. IDe
ckle and
hor
cohesion
actitioners work
l aut
women to ta
community
the underlying causes o
an impact on the ado
ross loca
c
ve
ging Muslim Youth: A study in the L
t may ha
practice a
y to explore
Enga
orward in the borough’s
nduct a stud
young Muslim people in the borough
for training in research methods and experience in carrying
duct a study called
ent Agency (IDeA) to produce a resource for pr
hesion to co
eventing violent extremism agenda. For more information, please visit
nhance or weaken it
rtunity
Co
ions to be taken f
y
y aimed to identify those factors tha
involved and to share learning and
of engagement with children, young people and
d Developm
s
rk on the pr
des and expectations of
s that may e
dlesex University to con
gh. The stud
on methods
set of recommendat
nd the issue
thorities’ wo
nd the factor
in the borou
s. It focused
sulted in a
with the Improvement an
port local au
o the experiences, attitu
‘belonging’ a
commissioned Mid
to sup
commissioned the Institute of Communit
me
cil
practitioners to understa
m
er insight int
i
r sense of
society by young people
ned to help
or extremist organisation
ment has been working
r
ing Progra
sig
The study aimed to:
gain a deep
examine the
explore their perceptions of radicalization
build the skills of young Muslims through providing the oppo
•
•
•
•
Promising practice example:
London Borough of Barnet
Barnet.
Promising practice example:
Waltham Forest Coun
mainstream
or support f
extremist behaviour. The research re
The Govern
This is de
Peer Mento
http://www.idea.gov.uk.
i
ty
we
youth
1
erence.
presentatives
nd
However,
d should be
page 3
re
y
ing imams,
ur for full ref
cal community, commun
formed by a
National Indicator 35
l communit
spectives, an
e section fo
s and loca
within the lo
on is both in
pend on local contexts.
communities, includ
nsellors.
, police per
hways into violent extremism.
Research, Information and Communications
ner agencie
s, tolerance
his informati
local Muslim
elected cou
, or include
y
taken.
art
in
p
causes and pat
(page 43-45). Please se
race relation
als active
networks, or
drivers,
uld be under
cohesion,
nvolve in information sharing will de
y
training sho
reed information sharing protocols to ensure effective
ding the work of the government’s
between Prevent partners, local
o communit
vulnerability to violent extremism. T
propriate to i
g violent extremism should be led b
ap
s
elders, women’s groups or
y
r
event, inclu
a pertinent t
into Prevent activities.
an up-to-date evidence base on the
nd individual
duals it i
mmunit
distinguishin
e a
c
The information shared
contains dat
resilien
incorporated
Which indivi
would generally expect these to include individu
workers, co
Training on
grounded in
Evaluation and quality assurance of
•
•
•
The Prevent Strategy: A Guide for Local Partners in England
communications within P
tion 2.2: Developing and using robust and ag
please see
in this area,
communication between partners
(RICU)
Performance Descrip
Terms Explanation
Information
Community representatives
Training
For further information on strategic
Unit
t
is
s
d hoc
a
2
page 3
making is
ctive developmen
with these.
with these.
National Indicator 35
t in decision
involvemen
e to ensure the effe
c
pla
chanisms for communicating
making. Attendance at meetings by senior officer
me
tnerships, and their
.
ut lacks
ent
ncies.
l
acks mechanisms for communicating
inconsist
violent extremism action plan, in support of the
e partnership.
rtnerships, b
is
rtners, but
local agencies.
g forward over time or achieving key outcomes.
g forward over time or achieving key outcomes.
rtnership arrangements in
in partnership decision-
a
of
p
of relevant local age
range
nior officers
w
to support th
enda movin
partnership.
enda movin
not involved
range
narro
multi-agency
very
rtnership ag
narrow
nity representatives engaged with the par
rtnership ag
e a
with other local strategic pa
e a
to support the
with other local strategic pa
of the pa
of the pa
ts includ
o secretariat function
n
me links
ts includ
function
slim commu
me links
so
so
. Attendance at meetings by se
Descriptions
of Mu
. There is
arrangemen
ited evidence
arrangemen
ited evidence
tion 3.1: There are strong
lim
no secretariat
lim
of the Prevent Programme of Action
y
small number
Partnership
Local Muslim community representatives are
inconsistent
The partnership has
There is
Partnership
A
and inconsistent
There is
The partnership has
There is
of the Prevent objectives
•
•
•
•
•
•
•
•
•
and deliver
Detailed Performance
1
2
Criterion Three: Development of a risk-based preventing
delivery
Performance Descrip
Level
ip
with
3
.
.
page 3
ted activities.
in partnersh
ould be more
c
outcomes
outcomes
y
y
National Indicator 35
epresented
with these
ell r
w
to deliver Prevent-rela
mechanisms for communication
achievement of some ke
achievement of some ke
pool budgets
king.
agenda forward.
r
ships and
partnership
genda, and
ocal Muslim communities are
cies.
decision ma
, but mechanisms for communicating
.
agencies. L
moving the
forward over time, with the
partnership
nction
forward over time, with the
.
in
nsistent
of relevant local agen
artnership.
nda moving
d other relevant strategic local partne
nda moving
inco
of relevant local
and contribute to
well represented
range
broad range
i
th other local strategic partners
nership age
nership age
e a
w
to support the p
e a
an effective secretariat fu
ts includ
attend meetings
me links
ts includ
y
orted by
n by the partnership to mainstream the Prevent a
ween the partnership an
so
supp
.
regularl
arrangemen
king.
at meetings by senior officers is
ecretariat function
ned
rs
fined.
g undertake
me evidence of the part
arrangemen
me evidence of the part
a s
defi
y
Partnership
decision ma
Attendance
There is
The partnership has
clearl
There is so
Partnership
Diverse local Muslim communities are
Senior office
The partnership is
There are linkages bet
these are de
There is so
Work is bein
•
•
•
•
•
•
•
•
•
•
•
•
3
4
are
4
.
page 3
contribute
pooled their budgets
National Indicator 35
ask and hold to account
mmunication with these
processes.
nership decisions.
ent partners having
ion
in part
ix of operational and strategic officers
da forward, and clearly t
f key outcomes.
nt select
a m
ership agen
nable representatives of Muslim communities to
cies, with
partnerships, and mechanisms for co
and of a number of differ
cal
.
place to e
ng the partn
nction
ategic lo
, with the achievement o
mainstreamed
of relevant local agen
i
bute to movi
nd other str
over time
s or forums, in
all the main local Muslim communities
r
d
a
, for example, through contributing to Preve
broad range
tives from
rence group
oves forw
enda having been
e a
meetings, contr
an effective secretariat fu
m
y
ts includ
attend
y
orted by
such as refe
a clearl
Prevent ag
between the partnership a
supp
agend
ork of the partnership
regularl
w
arrangemen
rs
ed.
clear links
to the
y
Partnership
The partnership involves representa
Senior office
operational leads.
The partnership is
There are
clearly defin
The partnership
There are mechanisms,
directl
There is evidence of the
to deliver Prevent-related activities.
•
•
•
•
•
•
•
•
5
hem
uments
5
ork.
page 3
violent
y
nels.
f the risk
nd to equip t
understanding of
framew
National Indicator 35
voices and images of Islam.
young people.
to form part o
m amongst
ch need
cal communication chan
ositive views on Islam a
them to refute violent extremist arg
hi
promote positive
religion in order to undermine distorted
, all of w
of Islam amongst young people.
y
who can be accessed to provide positive
nderstand Islam and the narratives used by violent extremists.
derstanding
erable individuals with p
ve been utilised to
to better understand Islam and the narratives used b
m as a peaceful
to better u
d images of Islam through existing lo
d to provide positive views on Islam and alternative dialogue to refute violent
provide vuln
understanding of Islam and to equip
to
to promote positive understanding of Isla
basic training
training
e voices an
range of local stakeholders
chools
the action plan can be found in criterion 3 of the NI 35 assessment
to promote positive a un
with a positive
of
used by Muslim communities ha
narrow
of positiv
who can be accesse
itive understanding of Isla
nt have received
nt have received
s a
te violent extremist arguments.
of local s
institutions
violent extremists
ducation
y
e
i
th a minority
of stakeholders
which include
descriptions relate to the objectives of the Prevent Strateg
Descriptions
no active promotion
ork
ork with
r
ships working on Preve
een
r
ships working on Preve
s in place
provide vulnerable individuals
dertaken.
no activities taking place in the community
rformance
tion 3.2: Promoting pos
no netw
no w
ork i
to
ing pe
netw
w
Local partne
extremists.
There has b
There is
extremist arguments.
There is
There are
to refute violent extremist arguments.
Local partne
Some local communication channels
A
Islam and alternative dialogue to refu
Work is undertaken w
Activity
has been un
•
•
•
•
•
•
•
•
•
•
interpretations promoted b
Detailed Performance
1
2
Note: The follo
based action plan. Descriptions for scoring the quality
Performance Descrip
Level
m
nd
gst
als
6
page 3
to better
er understa
Islam amon
to bett
have been utilised to
National Indicator 35
understanding of Islam
with positive views on Islam
rstanding of
to provide vulnerable individu
comprehensive training
o promote positive voices and images of
ide a positive understanding of Isla
hensive training
er community
t
v
id
w
compre
the
y
er community
to promote a positive
id
ho receive greater public exposure and can be
e violent extremist arguments.
to promote positive unde
have received
to provide vulnerable individuals
have received
eholders w
gue to refut
k
ive dialo
evant frontline staff
holders who can be accessed to pro
national sta
of rel
stake
Muslim communities
Muslim communities and the w
nority
used by Muslim communities have been utilised
s local
uments.
with
of local and
with
mi
Muslim communities and some used b
most relevant frontline staff
y
ork
nt and a
hich include
king place
nt and
anding of Islam and alternat
king place
m and to equip them to refute violent extremist arguments.
w
ork
i
th local schools, further and higher education institutions
f activities ta
i
th all schools, further and higher education institutions
f activities ta
lam and the narratives used by violent extremists.
r
ships working on Preve
s
established netw
ung people.
r
ogramme o
them to refute violent extremist arg
r
ships working on Preve
established mainstream netw
provide positive underst
r
ogramme o
d to
local communication channels used b
Local partne
understand I
All identified local communication channels
Islam.
There is an
and alternative perspectives to refute violent extremist arguments.
Work is undertaken w
amongst yo
There is a p
and to equip
Local partne
Islam and the narratives used by violent extremists.
All
promote positive voices and images of Islam.
There is an
accesse
Work is undertaken w
young people.
There is a p
with a positive understanding of Isla
•
•
•
•
•
•
•
•
•
•
3
4
views
als
7
page 3
nderstand Islam
omote positive
nd trying to
to better u
National Indicator 35
ssed to provide positive
to provide vulnerable individu
ve been utilised to promote positive
education services to pr
can be acce
ha
er community
comprehensive training
id
olders who
and specialist
community
i
der
aving had negative views of Islam challenged, a
have received
t
he w
and international stakeh
Muslim communities and the w
example of individuals h
cal, national
with
all relevant frontline staff
ailable, for
nt and
used by Muslim communities and
ntaining lo
refute violent extremist arguments.
king place
v
ung people.
m and to equip them to refute violent extremist arguments.
of others.
co
is a
ork
by violent extremists.
i
th all schools, further and higher education institutions
f activities ta
r
ships working on Preve
positive outcomes
established netw
r
ogramme o
egative view on the part
Local partne
and the narratives used
All local communication channels
voices and images of Islam.
There is an
on Islam and alternative dialogue to
Work is undertaken w
understanding of Islam amongst yo
There is a p
with a positive understanding of Isla
Evidence on
challenge n
•
•
•
•
•
•
5
ostile
8
of
as part
of whether
page 3
ngements are
verage, and are
activity
d there is
arra
National Indicator 35
in their co
emerging
blished
capacity an
tremists, creating a h
at aim to strengthen
ome understanding
x
s
no understanding
partners th
nities, and
t exhaustive
ough there is
i
r leadership
no
e vulnerable to e
risk.
projects and
hese are
artners, alth
h ar
at
ns.
to improve the
ic
s
y
h
stitution
ers or local
at risk, but t
ns.
support Muslim commu
utions.
ith leaders or p
utio
ions
cal fa
cal faith lead
o lo
l vulnerable institutio
utions which
he Muslim communit
t to institutions w
itutions which support Muslim communities, but
it
itutions which support Muslim communities and esta
ation about institut
ased inst
r
ing information about in
ning vulnerable instit
m
partnership t
ased inst
-b
-b
partners in t
y
y
l
for sha
providing suppor
vulnerable to extremists.
t aim to strengthen vulnerable instit
r
e information about loca
s and loca
on strengthe
s
of communit
of community-based inst
of communit
ing and
omote violent extremism
from the Prevent partnership to lo
h focuse
be vulnerable to extremists.
likely to be
ilable from the Prevent
c
.
of action tha
partners sha
faith leader
.
s in place for sharing infor
y
to
ho pr
s
ava
whi
Descriptions
ited understanding
ome understanding
programme
ood understanding
ensure that
no established mechanisms
s
g
tion 3.3: Identify
lim
no training
to
There is
any of these are likely to
There are
Training is not available
vulnerable institution
There is a
whether any of these are
There some processe
not used consistentl
There is
of the local
There is a
in place
Training is available
established activity
•
•
•
•
•
•
•
•
environment for those w
Detailed Performance
1
2
3
Performance Descrip
Level
ave
9
tremists and
page 3
and these h
x
and this is
,
and supporting
s
,
s
National Indicator 35
ions at risk,
identifying e
of the community, and this has
vulnerable institution
vulnerable institution
hem to identify at institutions at risk.
.
strengthening
pport Muslim communities.
to improve their leadership
positive
that enable t
to the Prevent agenda.
that enable them to identify institut
nd play their part in working towards
ns which su
which focus on strengthening
which focuses on
ed institutio
s
itutions which support Muslim communities.
Muslim communities to improve their leadership.
Muslim communities
-ba
y
violent extremism a
positive contribution
ased inst
g a
ging
veloped activities
-b
partners in
veloped activity
mmunit
ied risk.
partners in
, and feedback from these is
y
l
l
.
s
ell de
of co
ell-de
w
w
increased
s and loca
des
i
es as makin
s and loca
des
s
of communit
clu
clu
active in challen
-developed information sharing arrangements
faith leader
action in
l
l
-
developed information sharing arrangements
faith leader
action in
r
e now
ell
eate strong institution
to
to
a
w
we
cr
s
feedback.
ood understanding
r
s have
ogramme of
ophisticated understanding
r
s have
ogramme of
at strong institutions ha
g
by partners or communit
s
Prevent activity in response to identif
positive
There is a
Local partne
Training is available
The local pr
recognised
There is a
Local partne
triggered
Training is available
received
The local pr
local communities to
Attendance
Vulnerable institution
vulnerable individuals.
•
•
•
•
•
•
•
•
•
•
4
5
ers.
a
ers.
a
m
m
ups.
ole
0
page 4
support
risk from
nd role models.
nd role models.
peers and r
use of violent
National Indicator 35
om relevant
activities,
s not cover all target gro
d to the ca
als benefit fr
native activities, peers a
native activities, peers a
hat vulnerable individuals benefit fro
hat vulnerable individuals benefit fro
but this doe
and recruite
to help them identify those at
ositive alter
eaders.
to ensure t
ositive alter
to ensure t
rds positive alternative
a
nity leaders,
w
to help them identify those at risk from extremist recruit
to help them identify those at risk from extremist recruit
towards p
towards p
e that vulnerable individu
l
y
l
y
community l
some partners
some partners
being guided to
stematical
stematical
m
place by
s
place by
in place to ensur
ho are vulnerable to being targeted
e but not all main partner organisations
ot guided sy
evant partner organisations
ot guided sy
evant partner organisations
n
n
ls w
som
all rel
have been put in
all rel
have been put in
from
from
evelop vulnerable Muslims into positive commu
to develop vulnerable Muslims into positive
violent extremism are
violent extremism are
l
ace
i
viduals vulnerable to violent extremi
in place to d
in p
Descriptions
r
ovided to front-line workers in
cruiters.
r
ovided to front-line staff
port services.
activity
r
ovided to front-line staff
port services.
no identification and referral mechanisms
me activity
tion 3.4: Supporting individua
no
so
ices.
Training is p
extremist re
There are
serv
Individuals vulnerable to
Training is p
Identification and referral mechanisms
range of sup
Individuals vulnerable to
There is
Training is p
Identification and referral mechanisms
range of sup
There is evidence of ind
models.
There is
•
•
•
•
•
•
•
•
•
•
•
extremism
Detailed Performance
1
2
3
Performance Descrip
Level
t
ers,
i
s
peers
m
1
ide range
a w
page 4
from extre
enefit from a range
a range of different
National Indicator 35
active role in promoting
to ensure that vulnerable
em identify those at risk
wards positive alternative activities,
wards positive alternative activities,
vulnerable individuals b
to
leaders, and this is available to
y
guided
ns to help th
n vulnerability and risk.
mmunit
leaders, and this is available to
satio
to ensure that
to help them identify those at risk from extremist recruit
y
relevant local partners
of
.
consistently
od
positive co
rity
mmunit
partners
go
majo
ive co
n vulnerability and risk.
all local
vulnerable to violent extremism, taking an
ss the
ss
to reflect new understanding o
y
as being
evant partner organisations
erable individuals is
f from all relevant partner organi
ied
vuln
all rel
are in place acro
are in place acro
from
ect new understanding o
pport services.
i
vity by
i
vity is good.
ed continuousl
in place to guide individuals vulnerable to violent extremism to
to refl
y
updat
.
r
ocesses
violent extremism identified at an early stage are
i
ng is
throughput is good.
ps
i
viduals previously identif
leadership act
provided to front-line staf
leadership act
y
y
in place to develop vulnerable Muslims into posit
in place which aims to develop vulnerable Muslims into
.
r
ovided to front-line staff
pdated regularl
enefit from a range of su
stematic p
ivity
ps
nd this train
ivity
u
od training
sy
ole models.
act
go
act
Training is p
and this is
Identification and referral mechanisms
individuals b
There are
and models.
There is
target grou
Take-up of communit
There is
recruiters, a
Identification and referral mechanisms
of support services, and
Individuals vulnerable to
peers and r
There is
of different target grou
Take-up of communit
There is evidence of ind
positive understanding of Islam.
•
•
•
•
•
•
•
•
•
•
•
4
5
e
ad
ad
2
emist
page 4
ote shared
to counteract
m
y
provide positiv
National Indicator 35
men, to
ge necessar
young people and women.
to counteract extr
y
o
s
within local forums or
t
o Muslim leaders to pro
ge necessar
ublic office.
at priority groups.
oung people and w
available
unter extremism, but these are available on an
unter extremism, but these are available on an
and for public office.
and for public office.
g priority groups such a
leadership roles
y
st
argeted
st
g
lam and theological knowled
not t
and to co
and to co
s, includin
m
platforms are
No
Islam and theological knowled
progressing towards
Muslims, but it is
understanding of Is
.
of Muslims, includin
skills of
skills of Muslims.
r
s of local Muslim communities to
ship
nts with the
s to promote shared values
r
s of local Muslim communities to
understanding of
s to promote shared values
communities
on this training
age membe
age membe
ership capabilities
nts with the
courage members of local Muslim communities to stand for p
local Muslim
ad
es and challenge extremism
o develop the leadership
e to encour
e to encour
c
c
uip participa
e positive feedback
place to en
necessarily equip participa
provided to develop the leadership skills of Musli
som
are in
Descriptions
are provided for Muslim leader
are provided for Muslim leader
are in pla
is provided to develop the leader
are in pla
is provided t
es
does not
seeks to eq
ews.
es
od training
s.
go
strategies
No training
values and to counter extremism.
No strategi
Some training
The training
extremist vi
Some platforms
hoc basis.
No strategi
There is
The training
views, and there is
Some platforms
hoc basis.
Some
There are examples of members of
organisation
•
•
•
•
•
•
•
•
•
•
•
leadership to local communiti
Detailed Performance
1
2
3
Performance Description 3.5: Build the le
Level
ms
u
3
emist
emist
page 4
i
ons.
within local for
hat local
:
y
National Indicator 35
i
ty groups such as young
to counteract extr
i
ty groups such as young
to counteract extr
y
y
ublic office.
– namel
cillors.
ublic office.
ge necessar
ge necessar
. It is also important t
y
g
within local forums or organisat
taking up leadership roles
,
f Muslims, including prior
f Muslims, including prior
o
counter extremist views.
o
counter extremist views.
.
rship skills
leadership roles
rship skills
Muslims who become local coun
l Muslim communities to stand for p
l Muslim communities to stand for p
enabling functions in the strategy
ed values and to
o
w
Islam and theological knowled
.
Islam and theological knowled
.
taking up
ple
good
y
ood or excellent
he number of
g
inst the t
very
y
oung peo
y
understanding of
onsistentl
urage members of loca
communities
understanding of
ntl
urage members of loca
c
o increase t
of different local Muslim communities
and
consiste
in place t
a range
omen
aining provided to develop the leade
nts with the
local Muslim
aining provided to develop the leade
nts with the
is
w
g
is tr
is tr
are in place to enco
are in place to enco
uip participa
back on this training is
uip participa
this trainin
eds to take place at local level aga
sis and information; and
y
ide-reaching
are provided for Muslim leaders to promote shar
ide-reaching
are provided for Muslim leaders to promote shared values and to
w
w
ne
women.
seeks to eq
women.
seeks to eq
well developed strategies
ance descriptions set out above cover the five objectives in the Prevent Strate
activity
hat
stematic and
stematic and
Sy
people and
The training
views, and there is feed
Regular platforms
Well developed strategies
There are examples of members of
Sy
people and
The training
views, and feedback on
Regular platforms
There are
Well developed strategies
There are examples of members from
or organisations. These include both
•
•
•
•
•
•
•
•
•
•
•
4
5
Note: The five perform
partners consider w
– Developing understanding, anal
– Strategic communications
The second of these needs to include effective communication of Prevent to communities.
m
s
4
page 4
nge extremi
to challenge extremism
to challenge extremism
National Indicator 35
ed to challe
not equipped
s.
are not equipped
w
rums and
rums and are
tremist vie
rums and are not equipp
g extremist views.
x
fo
tremist views.
fo
fo
.
vances safely.
forums.
g forums and challengin
rums and challenging ex
orums and challenging e
l
ms.
orums is limited
oru
ing f
h communities can discuss and address the grievances that
in f
ing fo
an raise grievances safely.
ic
about grievances within public
about grievances within public
h
in loca
w
in facilitatin
omen
acilitat
facilitat
to raise grie
in local f
debate about grievances within public
r
e not involved
eople and w
r
e involved
nd trained in
a
a
for raise grievances safely.
oung p
y
do not encourage debate
do not encourage debate
do not encourage
ot have opportunities
nd women
supported and trained
where Muslim communities c
nd women
do n
mbers
Muslim
mbers
mbers
Descriptions
are not supported a
s are not supported and trained in f
ng people a
ity me
m sentiments.
ity me
m sentiments.
ity me
m sentiments.
some safe spaces
m
ng people a
tion 3.6: Providing safe spaces in
are local forums
involvement
Local communities
Muslim you
Local Muslims are not
Local author
and anti-Isla
There are
The
Local Musli
Local author
and anti-Isla
There
Muslim you
Local Muslims
Local author
and anti-Isla
•
•
•
•
•
•
•
•
•
•
•
•
ideologues are exploiting
Detailed Performance
1
2
3
Performance Descrip
Level
ent
v
to
5
page 4
r
om the Pre
ning receives
National Indicator 35
rums and are equipped
fo
to challenge extremism and anti-
ive appropriate support f
this from local Prevent partners.
more listened to.
in
ly.
are equipped
d
d these rece
, an
ums and challenge extremist views.
ums and challenge extremist views, and this trai
local community feels
receive encouragement
e for
e for
.
that the
ms, and
orums.
nce
reduced
oru
.
in f
evide
in local f
to help them facilitat
positive
nvolved
, and use this to inform the development of local policy.
ere is
i
to help them facilitat
about grievances within public forums an
y
, and th
in which Muslim communities to raise grievances safe
activel
r
e involved
r
e
d elected members) encourage debate about grievances within public
sentiments.
a
cal forums is
encourage debate
where Muslim communities can raise grievances safely
play in fuelling violent extremism is
nd women
nd women a
d anti-Islam
given support and training
mbers
given support and training
.
mbers (officers an
tremism an
ng people a
ity me
ng people a
ity me
x
are local forums
There
partnership.
Muslim you
Local Muslims are
Local author
Islam sentiments. Feedback on lo
Local forums have been established
Muslim you
Local Muslims are
positive feedback
Local author
challenge e
Feedback on local grievances is reflected on
Feedback on these forums is positive
The role key grievances
•
•
•
•
•
•
•
•
•
•
•
4
5
6
it is clear
r
e listed
for full
Strategic
en’s Trust
cal
page 4
ctive
partnerships
section four
by an understanding
nty, or district. Which
National Indicator 35
Please see
ges to other
e influenced
orking at various levels a
Boards), and the Childr
communication between the
orough, cou
e to ensure the effe
c
Partnership). The expectation is that
ere are linka
te with will b
rtnerships w
nd assessments of vulnerability associated
Agreement
e is regular
utside the b
s in pla
om o
collabora
cal Partners in England.
d in local pa
Local Area
nd that ther
to
her areas, a
o ot
he other partnerships, th
g links t
if there are
ren and Young People’s
of action, a
rtnership arrangement
a
p
partnerships include Crime and Disorder Reduction Partnerships, Lo
p relates to t
groups (e.g.
ips (or Child
programme
ers may include partnerships fr
Prevent partners choose
ties, includin
cal
Prevent Strategy: A guide for Lo
d organisations that may be involve
the
t, strategic
x
and its sub
ts Partnersh
the Prevent
im communi
in
rong multi-agency
Agencies an
on page 9 of
reference.
In this conte
Partnership
Arrangemen
how the partnership grou
strategies
partnerships
Relevant strategic partn
other partnerships lo
of local Musl
with these.
•
•
•
of the Prevent Programme of Action
y
tion 3.1: There are st
ent and deliver
rtnerships
developm
Further supporting guidance – detailed performance descriptions 3.1 – 3.6
Performance Descrip
Terms Explanation
Relevant agencies involved in
partnerships
Strategic pa
7
page 4
delivered.
presentatives from
argets. The Programme
ery and performance
v
National Indicator 35
Programme showing
n plan are
agreed t
i
o
odies and re
r
see the deli
comes
nder the PVE
ns of the act
ctio
e projects u
atives from local public b
ll th
Forum’, which will ove
esent
odology.
with milestones and out
details a
the Partnership each month against
y to ensure that all se
h repr
meth
lit
g progress
on Plan that
tnership wit
Redbridge Communities
par
projects report to
plan showin
er for Community Engagement.
a rolling Acti
ements, i.e. the programme is:
utive Director for Communities
c
binet Memb
eetings.
ship Board
g of the Prevent agenda
dvisor
iagency, multi sector
en m
m strategy. It will have a responsibi
ed ‘The Understanding
ish
d by the Exe
j
ect updates and action
Equalities A
i
re
or. The Partnership has
t Extremis
comes. Managers of individual
ts in betwe
c
ive understandin
n
has establ
t management processes modelled on the PRINCE2
c
established a mult
im third sect
nes and out
ess of proje
of the Safer Communities Partner
m
o promote a collect
onthly meetings with pro
i
gorous proje
ainst milesto
t of the Preventing Viole
managed by the Partnership, cha
a regular ite
uses NI 35 t
subject to r
subject to m
overseen by the Council’s Strategic
championed by the Leader of the Council and Ca
Promising practice example:
London Borough of Barnet
Barnet’s multiethnic Musl
progress ag
Coordinator tracks progr
The programme is backed up by robust governance arrang
•
•
•
•
•
•
•
Promising practice example:
London Borough of Redbridge
managemen
8
t
orted
areness of
w
page 4
sed on a
ocu
National Indicator 35
by:
aining that f
on-Muslim audience.
religion in order to undermine dis
nefits with tr
m as a peaceful religion
ding of Isla
lam as a peaceful
ing of Is
Islam and its teachings to a Muslim and n
d
e understan
authority, PCT and Housing and Be
the local
m
itive understan
aise awareness of
in order to r
violent extremists
y
working towards promoting a positiv
atutory services staff fro
ness Week’
has been
tion 3.2: Promoting a pos
cil
slam Aware
interpretations promoted b
providing 150 frontline st
Islam
holding an ‘I
•
•
Performance Descrip
Promising practice example:
Waltham Forest Coun
d
9
r
aining
d addresses
Prevent.
are clear an
Extremism
page 4
supporting
utions.
tially vulnerable
h leaders. T
in the evolution of a
it
d in training
surrounding
National Indicator 35
hat they can receive
senting Violent
tremists, creating a
x
so t
approach to
Pre
g can be delivered in a number of
nd local fa
leaders have been involved in
y
within their
s to present
ams or educational instit
mmunit
elivery. Training helps
nda. Trainin
dbook that covers the Madrassa Citizenship
o partners a
borough. Materials use
get audience. Training considers an
age
are vulnerable to e
f the
he tar
h
ols.
ic
d for school
h
e those delivering services to poten
probation te
anual or han
and other co
r
equire to manage the sensitivities
s,
clude Prevent priorities
have contributed to its d
y also includ
community
develop a m
aith leaders
t to institutions w
ership’ to in
ll
owed by training for youth workers and teachers
example, local prison
t. The local
ramme and
d mainstreaming of the Prevent
r
e innovative and relevant to t
e that local f
Education to
y
s effectively to young people in scho
ve a one day conference will be hel
r
groups, for
their conten
training prog
rstanding an
deemed to be at risk ma
s link Prevent to the local characteristics o
d knowledg
itiati
s
nt in
nd providing suppor
nal body. This will be fo
r
the syllabu
of this in
Institution
individuals o
There is a comprehensive programme of training available t
programme
consiste
shaping the
shared unde
ways and approaches a
the skills an
ing a
ho promote violent extremism
atio
w
•
•
ble to delive
gh. As part
working with the ‘Safer Schools Partn
is
has commissioned Ayesha Communit
tion 3.3: Identify
se and are a
llingdon
in the borou
utions
n of the cour
hostile environment for those
Performance Descrip
Terms Explanation
At risk instit
Training
Promising practice example:
London Borough of Barnet
Syllabus which will be accredited by an educ
accreditatio
Promising practice example:
London Borough of Hi
vulnerable young people
toolkit.
the
f) with
r
ovide
contact
0
.
page 5
support of
ckage and p
f Islam and general
g into direct
ted the
nets o
comin
National Indicator 35
sues involved
and relevant Council staf
(
the te
as attrac
s
d is
e officer
s
solutions an
will focus on
e for use by those
Police and h
m (SIRAAT) to develop a training pa
he training
r
oject hopes to equip tho
t projects. T
Advice and Action Tea
ndon. The p
g on Preven
r
ovide supportive knowledge of the
th Specialist Operations in the Metropolitan
cers workin
m and Islamism and provide an in depth packag
ely wi
s
projects across Lo
ialist
c
on extremis
entify those at risk and p
s
t issue
r
uc
be able to id
m to SNT’s, police managers and offi
o its delivery of other spe
and skills to
has commissioned the Strategic Islamic Research
ning on Isla
but primarily will deconst
Office in relation t
Promising practice example:
Wandsworth Council
bespoke trai
faith issues,
with Muslim communities. SIRAAT is already working clo
Home
the relevant knowledge
s that
1
feelings
t has
and
s
becoming
th work,
etations of
s
of
f
page 5
t views and
use of violent
s
tivities, you
l
arly interpr
become alienated and
h disadvantaged
entional political or
and grievances can be
ence and tru
likelihood o
c
and criminal justice
with will adopt a
ent Council hope
extremi
National Indicator 35
use
d to the ca
esent scho
amme,
using conv
nd leisure a
, the police
l
ways the case
ment
ts which pr
aim is to def
d to young people to
c
Channel Project, ACPO’s multi-agency
and recruite
e addressed
activities that lesson their
ties or individuals whose confid
unteering, sports a
being vulnerable to violent extremism include:
nd glorify violent extremism. Br
ns which lea
als
although this is not a
h positive
ghtened in communities that have higher levels
media, the Govern
, for information on the
the Midlands.
hip and mentoring proje
d assumptio
s
ce that grievances can b
r education;
issues. Communi
as mentoring, vol
ch
page 28
ants. The active citizenship and mentoring progr
he myths an
orkshire and
ated from mainstream society and/ or powerless to express one’s belief
no confiden
Vulnerability may be hei
alth and poo
ion on the Mosaic Muslim Mentoring Scheme, which works wit
ho are vulnerable to being targeted
hose who sympathise, support a
for particip
tion.
tners in England
ancashire, Y
ls w
to develop active citizen
hallenge violent extremist ideology. The intended
ors which may contribute to individu
l
ated or alien
processes.
extremist activities, su
s
ct
n programme
s vulnerable to t
of radicalisa
page 29 for informat
of London, L
Specific fa
of being iso
views; or having little or
community
unemployment, poor he
fuelled by national and international
been eroded (as a result of experience with the
system, or other professionals) are also vulnerable.
Approaches which provide vulnerable people wit
engaged in
learning, training, or employment.
•
•
group of organisation
et individual
s to feel more valued and eradicate t
es in areas
nship and democracy, and c
tion 3.4: Supporting individua
being
o the cause
n, citize
ach, will targ
The Prevent Strategy: A Guide for Local Par
has commissioned a
rnative activities
cil
ort integratio
rve as a prevention / de-radicalisatio
see
support vulnerable individuals. Also
extremism
Performance Descrip
Terms Explanation
Individuals vulnerable to
targeted and recruited t
of violent extremism
Positive alte
Promising practice example:
Brent Coun
Islam, supp
therefore se
community-based appro
the programme will make participant
disempowered, and thus vulnerable to the threat
Please also
approach to
young Muslims in schools and colleg
e
2
and
r
local services.
.
page 5
provide positiv
accredited
m for secula
ablishments, through
:
Isla
National Indicator 35
men, to
o
uth work model
yo
eaking, media relations
sp
and workshops about
‘PEACE’
and leadership programme. The project will
nd public
se awareness about
competencies in young Muslims, including
oung people and w
ion a
youth work model.
y
g
r
leadership training
s to increa
r
ing, training
d the 'PEACE’ model of learning, an
e. The aims of the framework are
esentat
.
ento
on
delive
he PEACE
lam through use of the
s
ange of tool
e develope
er a range of skills and
ing skills, pr
ct resoluti
attached to I
of Muslims, includin
d design a r
3-21 in local secondary, further and higher education est
s aim to fost
work from a faith perspectiv
aged 1
oting learning through t
m
dialogue an
r
ment Scheme’ who hav
ut youth
pro
misconceptions
programme
eam building and confli
y
engagement skills, debat
solution.
ership capabilities
ad
common
ng interfaith
ned 'Aik Saath' to deliver a Muslim youth m
Barnet Muslim Women's Network that will
nd learn abo
Leadership
community
conflict re
eadership, t
a
es and challenge extremism
•
with the ‘Youth Empowe
ctory promoti
has commissio
sertiveness, l
get trained a
s
has established
s in a
blish a dire
llingdon
t programmes delivered to young people
is working
skill
people to
s
ies
Council
s.
ries of taugh
lets
which allow
se
leadership to local communiti
er Ham
to actively encourage quality youth work and delivery b
to challenge and combat the stereotypes and
Performance Description 3.5: Build the le
Terms Explanation
Leadership capabilit
Promising practice example:
London Borough of Barnet
The network will also pu
organisation
Promising practice example:
London Borough of Hi
include a
which they will acquire
Promising practice example:
Tow
framework
•
•
nt
ement
ted.
3
c
should be
and its
i
timate and
da via a
page 5
n independe
t and engag
en’s Advisory Group.
uld be respe
nd debate. It
s must have the
men
emism agen
mote mainstream groups
ator
National Indicator 35
extr
n.
help pro
the views of others. Respect for
conduct sho
Muslim Wom
ion for violent extremism,
ackling
promote the involve
youth and wome
cknowledge
s
he National
nversation, discussion a
e avoided and facilit
as justificat
ons on the t
d b
ed
initiatives to
e debate.
All opinions and views must be regarded as leg
lict shoul
Ground rules regarding
will air opini
l
life through t
the message’ project which will establish a
(page 34). The Department for Communities and Local
cating
t to Muslim youth in Redbridge and
‘hard to reach’ such a
ntribute to th
ies of effective
o calm and reasoned co
ants must listen to and a
e ‘Communi
tners in England
will reach ou
case stud
h communities can discuss and address the grievances that
conducive t
here particip
or misrepresented. Conf
d to manage the debate.
r
real or perceived grievances, us
ic
h
etter
civic, economic and socia
w
project will engage the
Muslim community to be heard. It
newsl
e
es.gov.uk.
is a space w
heir viewpoint must be reciprocated.
d, distorted
ould have the right to co
and skills an
sh
ed beliefs.
debate. The
particular th
slim Women, a series of
A safe space should be
clear that it
others and t
not dismisse
knowledge
Everyone
These may include eithe
associat
ent of Muslim women in
•
•
m
w voices from within the
medium for
e
The Prevent Strategy: A Guide for Local Par
tion 3.6: Providing safe spaces in
t as a saf
see
order to allo
c
e extremist positions. In
blished Empowering Mu
porting the involve
has commissioned the Ummah Foundation to run th
ase
esigned to a
ment is sup
has also pu
omen. This is available via http://www.communiti
ideologues are exploiting
ment
Performance Descrip
Terms Explanation
Safe spaces
Grievances
Promising practice example:
Redbridge Council
communications hub in
newsletter d
and events that challeng
The Govern
For more details, ple
Govern
of Muslim w
ich
of
n of
h
4
page 5
equires
ed evidence
in the revisio
limit
National Indicator 35
here is
Prevent-related activity.
yet been undertaken.
of action and projects w
what is working well or r
his has not
action, and t
mmunities has resulted
standing of
gramme of
action, but t
om local co
.
t
s
d projects.
c
their experiences of participating in
Prevent pro
feedback fr
local proje
nt of the impact of activities over time.
of action an
projects and action
uation of the local programme
ty regarding
d provides a basic under
t partners or
measureme
r
ogrammes
to evaluating the
he communi
dertaken an
yet clear.
cal activity as part of the
activity in the Prevent programme of
support the
d in future p
to
and evaluation of
d professional eval
y
partners or t
tive practice by Preven
has been un
c
n its commitment
are reflecte
to evaluating lo
to evaluating local
clear i
vement
that refle
of action.
tifying areas that are not
e part of Prevent partners.
d from local
processes in place
he findings
commitment
of Prevent activity
far t
re impro
Descriptions
u
is collecte
stems and
me commitment
ited evidence
programme
sy
ar how
fective oversight, deliver
tion 4.1: There is extensive an
no clear
so
lim
not cle
There is
reflective practice on th
No feedback
There is
There is
the Prevent
The programme of action is
There are
Some evaluation
attention, as well as iden
It is
•
•
•
•
•
•
•
•
is used to inform fut
Detailed Performance
1
2
3
Criterion Four: Ef
Performance Descrip
Level
mes-
5
page 5
tivities from
as well as
c
National Indicator 35
as well as a
er time.
s attention,
well or not,
ell or require
o ensure Prevent projects are outco
.
.
t
s
t
s
c
c
and are used t
on what is working
and projects.
ns.
local proje
local proje
e measurement of the impact of activities over time.
base of what is working w
d council pla
ort the measurement of the impact of activities ov
to support th
st evidence base
about mainstreaming Prevent activity.
robu
to evaluating the
to evaluating the
robust evidence
to supp
and relate
e programmes of action
s
ace
.
ted in futur
c
inform subsequent programmes of action
n its commitment
n its commitment
nd processes in place
mmunities
y
i
nform discussions
clear i
clearl
are refle
clear i
stems a
y
s and processes in pl
ons
form corporate strategie
en undertaken and provides
e not yet clear.
s
en undertaken, and provides a
ve local co
in
ted
stem
y
invol
s
r
eas that ar
utcomes are not yet clear.
ations
r
om evaluati
dings also
The programme of action is
There are good
Evaluation work has be
identifying a
Some evaluation findings
The programme of action is
There are sophistica
Evaluation work has be
which the o
Local evalu
All findings f
focused. Fin
Evidence from evaluations is used
•
•
•
•
•
•
•
•
•
•
4
5
6
e.
c
project
page 5
e.
i
on, but no
c
or the
National Indicator 35
and resilien
component.
erability and resilien
t
plans
ulnerability
communication channels or the project
of local vuln
wn by stage or project component.
nagemen
a
ues,
by stage or project
n
and m
y
ovided through the programme of act
ssessment
ot broken do
er
is n
are outlined.
project issues, communication channels
n assessment of local v
lving
activities pr
ot broken dow
esolving project iss
nded in an a
llocation
n to the management of Prevent activity.
n
for r
of the Prevent activities.
in relatio
ounded in a
being grou
s
gr
but budget a
s
for the range of
, processes
and efficient project deliv
f action i
d budget allocation is
milestones
nd
no further roles and responsibilities
r
ogramme o
e programme of action i
are outlined an
on timescales a
that the p
that of th
r on their roles and responsibilities
ed outcomes.
e the objectives, outputs and outcomes
clea
of risk management procedures, processes for reso
defin
Descriptions
ited evidence
ague definition of objectives and outputs
mention of risk management procedures
ited evidence
plans
lead is
v
me information
tion 4.2: Local partners design clear
lim
no
lim
so
no mention
There is
There is a
information on anticipat
No timescales and milestones
There are named project managers but
There is
review process.
There is
The project
There is
The Prevent
There is
review process.
•
•
•
•
•
•
•
•
•
•
Detailed Performance
1
2
Performance Descrip
Level
e
7
page 5
i
tionally, ther
.
National Indicator 35
Prevent activities.
akeholders.
for all
t plan.
hievable timescales. Add
c
e.
c
e.
articulated and defined
c
c
y
clearl
priate leadership
s for resolving delivery issues.
be completed.
naged.
and resilien
and resilien
with realistic and a
appro
mpleted.
or processe
and tasks to
s.
ulnerability
ulnerability
e project.
amed leads are
There is
s and n
d deliverables
comes), where appropriate, with realistic and achievable timescales.
t procedures
rete actions
and conflict
c
bilitie
o measure progress against the proje
een the project team, management and other st
t
and how they will be ma
s
define
y
earl
i
ons and tasks to be co
process
n assessment of local v
for different tasks.
s and components of th
cl
n
managemen
n assessment of local v
l
y reflect Prevent aims.
es, responsi
annels betw
in a
i
o
in a
(outputs and out
that outline con
ch
for resolving tension
concrete act
ounded
as well as
ounded
that close
stones
for all stage
d further rol
r
oject review
t
ion on potential risks
ell gr
ell gr
w
of budget allocat
w
informa
that outline
to, or evidence of, risk
efined deliverables
od communication
t
ructured p
me
me processes
d
realistic mile
s
y
go
so
so
clear objectives
clear objectives
clearl
reference
e
manager is identified an
s outline
s outline a
s include
s outline
rough estimates
clear budget allocations
littl
realistic milestones
The programme of action is
Activity plans have
are
There are
There is
The programme of action is
Activity plans have
There are also
Additionally, there are
There are
The project
Project plan
Project plan
Project plan
Project plan
•
•
•
•
•
•
•
•
•
•
•
•
•
3
4
r
ete
c
8
page 5
utline con
.
(outputs and
that o
National Indicator 35
akeholders.
t plan.
c
efined deliverables
e.
articulated and defined
es.
c
d
y
realistic milestones
y
clearl
clearl
here are
project issu
and resilien
and
s
dditionally, t
ulnerability
e project.
amed leads are
conflict
s and n
event aims. There are also
bilitie
o measure progress against the proje
een the project team, management and other st
t
process
n assessment of local v
achievable timescales. A
s and components of th
es, responsi
annels betw
ntly resolving tensions,
edures are included in project plans.
in a
l
y reflect the Pr
ch
for efficie
ealistic and
ounded
hat close
for all stage
d further rol
r
oject review
ell gr
w
r processes
objectives t
completed.
od communication
t
ructured p
a
s
go
cle
s have clear
tasks to be
manager is identified an
s outline
s outline a
s outline
clear budget allocations
The programme of action is
Project plan
outcomes), where appropriate, with r
actions and
There are
The project
Project plan
Project plan
Proactive and effective risk management proc
Project plan
•
•
•
•
•
•
•
•
5
d.
.
9
page 5
have not been
mmittee
co
y
system of continuous
have been identifie
National Indicator 35
n manner.
necessary.
some formal
anagement.
ent and ope
livery.
roles and responsibilities
defined
g and risk m
y of project delivery.
y
d roles and responsibilities
of project de
rl
project delivery.
ge and experience
led
clea
define
y
separate strategic partnership or scrutin
ss monitorin
arl
, know
cle
ns in an informed, transpar
structures and functions in place
y
ertaken by a
oversight and scrutiny
he oversight and scrutin
ed. Individuals with
. Individuals with
to taking decisio
ned
formally und
sight and scrutin
action to the
of action to t
defi
appropriate skills, seniority
have been outlin
y
financial management and project progress monitoring and
have been outlined.
gramme of
ns
programme
ctions
financial management, project progre
clearl
me commitment
in its commitment to the oversight and scrutiny of
so
fun
y
functio
in the
ad-hoc
clear
some formal
in the pro
y
de
unctions are
de
s include
Descriptions
me commitment
individual(s) involved have the
tion 4.3: There are effective over
no commitment
so
There is
No oversight and scrutin
There is
Some oversight and scrutin
identified.
Oversight functions inclu
The programme of action is
Oversight and scrutiny f
Some of the
Oversight of the work of the partnership group is
Oversight functions inclu
risk management.
Oversight responsibilitie
•
•
•
•
•
•
•
•
•
•
•
Detailed Performance
1
2
3
Performance Descrip
Level
d.
utiny
s risk
d.
s risk
0
page 6
mmunities, and
cal communities,
ership or scr
have been identifie
have been identifie
system of continuou
system of continuou
National Indicator 35
ategic partn
with local co
ships with lo
s
s between the two.
effective
effective
l community contexts.
l community contexts.
elationship
necessary.
and an
necessary.
ong linkage
and an
itive to loca
e to the loca
s
d roles and responsibilities
d roles and responsibilities
project delivery.
from another existing str
rmed, transparent and open manner.
rmed, transparent and open manner.
itiv
project delivery.
here are str
i
ve accountability relation
s
define
define
y
y
arl
dge and experience
functions
tructive accountability r
at is sen
arl
tions and t
le
y
ns in an info
s
ledge and experience
c
ns in an info
cle
cle
ogy th
inology that is sen
, know
, know
rminol
d term
ority
to developing construct
to taking decisio
to taking decisio
. Individuals with
to developing con
. Individuals with
ned
kills, seniority
uage and te
s
ned
defi
defi
y
between the two.
y
clear commitment
clearl
clear commitment
me commitment
clearl
appropriate skills, seni
ed of the oversight and scrutiny fun
clear commitment
e a
in its commitment to the oversight and scrutiny of
m
a
so
in its commitment to the oversight and scrutiny of
a
clud
informed of the oversight and scrutin
clear
y
robust financial management and project progress monitoring
clear
robust financial management and project progress monitoring
strong linkages
unctions are
de
are delivered using lang
de
i
s full
s include
s include
unctions are
s include
s also in
t.
hat projects
t.
ing that projects are delivered using language an
The programme of action is
Oversight and scrutiny f
The individual(s) involved have the appropriate
The Partnership group
committee and there are
Oversight functions inclu
managemen
Oversight responsibilitie
Oversight responsibilitie
to ensuring t
The programme of action is
Oversight and scrutiny f
The individual(s) involved have the
The Partnership group is fully infor
Oversight functions inclu
managemen
Oversight responsibilitie
Oversight responsibilitie
and to ensur
•
•
•
•
•
•
•
•
•
•
•
•
•
•
4
5
in
ich
h
ted from
1
n
page 6
tners delivering
evaluators ran a
nce of attitudinal shifts
amme impleme
ocal par
National Indicator 35
engagement. The evaluation
t
plans
ramme. The
d evide
of
nt progr
of action and projects w
nagemen
ements. Finally l
the nature
e subseque
a
were met an
and m
y
delivery and
d shaped th
er
ng Muslim Leaders prog
objectives
ied
of project
he specif
s
families, an
4.3
and NI 35 criteria. SMART objectives, outcomes and
evaluation of the local programme
nd monitoring and evaluation arrang
aluation of its pilot You
v
objectives
and efficient project deliv
frames a
the more generic issue
i
me
ed.
d professional
v
dependent e
he young leaders and their
ainst Prevent
performance descriptions 4.1 –
bjectives ag
vement
commissioned an in
on evening involving t
e the primary risks invol
ap project o
re impro
u
tion 4.1: There is extensive an
i
th the young people involved to assess the extent to which t
a presentati
tion 4.2: Local partners design clear
ified, as hav
e to violent extremism. They also looked at
c
project plans m
silien
e been ident
upporting guidance – detailed
cus groups w
is used to inform fut
Council's
Further s
Performance Descrip
Promising practice example:
London Borough of Waltham Forest
series of fo
relation to re
was formally fed back at
April 2008.
Performance Descrip
Promising practice example:
Harrow
activities/deliverables have been outlined, as well as budget, t
projects hav
2
listen to
page 6
oring of the projects.
e Community Safety
National Indicator 35
tion Group
violent extremism and
c
livery of the Prevent Action Plan and
r
oversight and monit
response to
artnership A
mbeth Police officers, th
Board are to:
s and stricte
senior La
vulnerable individuals)
e
the national
assurance P
Re
y
structures and functions in place
er processe
y
rstanding of
mmunit
ersees the commissioning and the de
v
e agreed Prevent Action Plan.
allow tight
o
o
ncy approach to support
n their unde
ng by the Co
p (PAG)
. The main aims of the Programme
sight and scrutin
y
key groups:
to violent extremism
ups to wide
ked to the Channel Project
2007 with membership drawn from th
n
on performance against th
s have been separated t
in relatio
s
eration for commissioni
nal function
was established in
ngements include three
violent extremism
Channel Project (ACPO’s multi-age
Board
surance Partnership Action Grou
tion 4.3: There are effective over
the operatio
Reas
determine local concern
l communities and marginalised gro
ns regarding
Safer Lambeth Partnership
oversight arra
eth Partnership,
ogramme
Reassurance Partnership Action Group.
e
Community
PVE Programme Board
Assess and
Engage loca
their concer
Provide referrals into the
Contribute to a pool of intervention providers lin
Provide potential projects for consid
Safer Lamb
The PVE Pr
Community
The
reports to th
The
Division and members from the wider Muslim communit
–
–
–
–
–
•
•
•
•
•
Performance Descrip
Promising practice example:
Lambeth Council’s
The commissioning and
The governance and scrutiny arrangements are:
National Indicator 35
Section Four: Further Reading
Arnstein, S., ‘A ladder of citizen participation’.
Journal of the American Institute of
Planners, 35:216–24, 1969.
Association of Chief Police Officers,
Policing Response to the Prevention of Terrorism and
Violent Extremism: Delivery Plan, ACPO, April 2008
Association of Chief Police Officers,
Policing Response to the Prevention of Terrorism and
Violent Extremism: Implementation Plan, ACPO, February 2009
Audit Commission and HM Inspectorate of Constabulary,
Preventing Violent Extremism:
Learning and Development Exercise, Audit Commission and HMIC, October 2008
Bristol City Council,
Prevent Action Plan 2008/09, http://www.bristol.gov.uk/ccm/cms-
service/download/asset/?asset_id=29285024
Department for Children, Schools and Families,
Learning together to be safe. A toolkit to help
schools contribute to the prevention of violent extremism, DCSF, October 2008
Department for Communities and Local Government,
Communities in Control: real people, real
power, DCLG, June 2007
Department for Communities and Local Government,
Preventing Violent Extremism: Next Steps
for Communities, DCLG, July 2008
Department for Communities and Local Government,
Strong and Prosperous Communities,
DCLG, October 2006
Department for Communities and Local Government,
Preventing Violent Extremism Pathfinder
Fund: Case Studies, CLG, April 2007
Department for Communities and Local Government,
Preventing Violent Extremism: Winning
Hearts and Minds, CLG, April 2007
Department for Communities and Local Government,
The Role of Muslim Identity Politics in
Radicalisation (a study in progress), CLG, April 2007
HM Government,
The Prevent Strategy: A guide for local partners, HMG, June 2008
HM Government,
Preventing Violent Extremism: A Strategy for Delivery, HMG, May 2008
HM Government,
Reaching Out: An Action Plan on Social Exclusion, HMG, September 2006.
Local Government Association,
Leading the preventing violent extremism agenda: a role made
for councillors, LGA, November 2008
Local Government Association,
Leading the preventing violent extremism agenda: engaging,
supporting and funding community groups, LGA, November 2008
London Borough of Hounslow,
A Window on Extremism, November 2007,
http://www.hounslow.gov.uk/window_on_extremism.pdf
Ryan L, Kofman E and Aaron P.
Engaging Muslim Youth: A study in the London Borough of
Barnet. Social Policy Research Centre, Middlesex University, June 2008
page 63
National Indicator 35
Appendix A: Existing NI 35 Assessment Framework
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
underrepresented 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.
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.
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.
page 64
National Indicator 35
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.
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 multiagency 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
page 65
National Indicator 35
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.
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.
page 66
National Indicator 35
Appendix B: Example (partial) of how an Assessment
Framework template might be completed
page 67
Document Outline
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