This resource is from the Committees section. This is report 8b of the 27 July 2006 meeting of the MPA Committee and identifies means of providing information on the scale and nature of the terrorist threat and how the MPS are responding through community engagement and assistance.

Sections available here:

• Community Engagement to counter terrorism
  • Summary
  • A. Recommendation
  • B. Supporting information
  • C. Race and equality impact
  • D. Financial implications
  • E. Background papers
  • F. Contact details
  • Appendix 1
  • Appendix 2
  • Appendix 3
  • Appendix 4

Community Engagement to counter terrorism

Report: 8b
Date: 27 July 2006
By: Commissioner

Summary

A report to identify means of providing information on the scale and nature of the terrorist threat and how the MPS are responding through community engagement and assistance.

A. Recommendation

That the report be received.

B. Supporting information

1. This report will deal with the MPS assessment of the current terrorist threat, and also the progress made by the MPS since January 2006 with regard to building capacity and capability to prevent and respond to terrorism and MPS counter terrorism community engagement.

Scale and nature of the terrorist threat

2. The threat from international and domestic terrorism remains real and serious. Currently, there remains no specific intelligence of a threat to places, events or people in the UK that would lead us to issue a warning to the public other than continued vigilance.

3. A new five-point threat level has been announced; Low (An attack is unlikely), Moderate, Substantial, Severe and Critical (An attack is expected imminently). It is proposed that these changes will be adopted from the 1 August 2006. Threat levels will then be made public through the Home Office and MI5 websites.

How police are responding to the terrorist threat

4. Public safety remains the priority for the MPS. Our contingency planning remains under constant review and this involves close liaison with central and local government, other agencies, emergency services and external partners.

5. The MPS constantly review a wide range of policing tactics, including the deployment of high visibility policing at a variety of locations. Overt policing is used in combination with a range of other policing activities, some of which include covert tactics.

6. We encourage the public to remain vigilant and to report anything suspicious to police. To ensure the continuance of public vigilance we have carried out a robust media strategy that includes paid advertising campaign, supported by distributing posters in targeted areas, and utilising the press, to advertise the confidential anti-terrorist hotline number. We also publicise successful prosecutions.

7. The MPS Special Branch (SO12) responds to the threat in a number of ways, some of which are necessarily covert or sensitive. (See Appendix 1 for some of the more overt or generally well-known ones).

How the public can help

8. The support and assistance of all the communities in London is paramount if we are to identify the potentially dangerous individuals among the vast majority of the law- abiding population.

9. The public can help by responding to the various counter-terrorism initiatives publicised by the police and government by being aware of the terrorist threat, and assisting the police by passing on information that they think may be of use to the police in combating terrorism. There are a variety of routes available for this, such as the SO13 Anti-Terrorist Hotline, local Safer Neighbourhood Team, local community groups or the Crimestoppers initiative. (See Appendix 2 for further detail).

The MPS increase its outreach work at grassroots level

10. Whilst much of the MPS community engagement response to the events of 7 and 21 July 2005 was a success, it was acknowledged that there remained gaps in the response. A period of internal reflection followed with consultation involving partners and key stakeholders, leading to the introduction of sustainable structures, new teams, ways of working and governance arrangements to improve and systemise the way the MPS engage communities. These initiatives will build on existing best practice and improve and professionalise the MPS response to future critical incidents, intelligence, community engagement and reassurance.

11. The Diversity and Citizen Focus Directorate (DCFD) are currently bringing MPS Directorates together in order to better define it, however, as yet there is no real clarity around what constitutes ‘counter terrorism community engagement’ as opposed to just ‘community engagement’.

12. Communities Together (launched in response to 7 July) brought together a series of existing and new structures to engage and listen to London’s communities. The Diamond Support Group (DSG) was formed to coordinate and support a series of community consultative groups, and existing MPS Independent Advisory Group members. This is to provide meaningful community advice to the investigation team and to the MPS as a whole. A number of innovative ways to access Londoners were introduced (i.e. the Police Message Broadcast System (PMBS) that now reaches over 3000 Londoners by Internet, telephone or text). The DSG continues to provide, fast time Community Impact Assessments and a community tension monitoring and environmental scanning capacity.

13. Information from local consultation between Borough Operational Command Units (BOCUs) and local key stakeholders is fed into the DSG and used to assist the ACPO National Community Tension Team (NCTT) to inform the pan-London and national CT picture.

14. The Communities Together Strategic Group (CTSG) was formed and included representatives from across London’s governance agencies, voluntary sector and other groups, and individuals involved in engaging and supporting communities.

15. The MPS co-ordinated a series of meetings following 7 July with faith and youth forums, women’s ‘listening’ groups and some larger cross community and cross-agency groups. Terrorism impacts on all communities, and this was reflected in the breadth of consultation that took place following July. Views from the meetings were brought together into a single document. Whilst several immediate actions were introduced soon after the consultation, many more continue to be developed. The learning from 7 July continues and will be further informed by the recommendations from the ongoing MPA community consultation work together with information arising from other conferences, forums and reports.

Current and future MPS community engagement to counter terrorism

16. It is the police and communities who defeat terrorism. Communities must have sufficient confidence and trust in police to engage at a local and pan London level and to come forward with information and intelligence.

17. The DSG has been renamed the ‘Communities Together Strategic Engagement Team (CT SET)’, and continues to engage and reassure pan London communities. Led by Deputy Assistant Commissioner (DAC) Rose Fitzpatrick, and as part of DCFD, the team has developed into a valuable resource bringing together community intelligence and information to the benefit of MPS operations. The team also continues to co-ordinate the work of the CTSG and regularly bring together community consultative groups (e.g. the Danish cartoon issue and the recent arrests at Forest Gate).

18. The recent Home Office funding for CT will increase the CT SET to 16-20 staff. This will provide the MPS with a team entirely focussed toward counter terrorism community engagement. The team will include researchers and analysts (that will work with or within the proposed corporate intelligence structure), dedicated non-police community outreach workers to identify and work with the hard to reach groups and a community engagement co-ordination team that will provide a one-stop-shop type facility to the organisation.

19. The team will link directly into and work with the ACPO NCTT, engaging communities to ensure meaningful, accurate information and intelligence is disseminated to inform decision-making. The Home Office funding has allowed the MPS to fund a number of smaller projects within communities aimed at engaging young people.

20. As a result of this link, the ACPO, through the NCTT will be working with the MPS to evaluate the impact of these proposals to see what can be replicated outside of London and to identify good practice from other areas that could be applied by the MPS.

21. CT SET will also provide the MPS, for the first time, with a single corporate stakeholder database and community mapping tool facility.

22. The overall budget allocated to community engagement activity from the counter terrorism fund for 2006/07 is £1,393,000 and for 2007/08 is £2,272,000. (See Appendix 3 for some of the areas that the money will be spent on)

23. CT SET has brought together representatives from across the organisation to operate as a ‘user group’ that will identify gaps in intelligence, information, community contacts and activity. This will promote joint working and result in a more systematic approach to ensure that the MPS has comprehensive, accurate and meaningful information available to both internal and appropriate external partners.

24. CT community engagement is a sub product of the MPS corporate community engagement infrastructure, and significantly links its work around improving engagement with the MPS Citizen Focus Programme. A further piece of work around ‘professionalising community intelligence’ is also being co-ordinated through the same programme of projects. This programme will engage widely to ensure that we develop the best possible models and processes and will be seeking the support of the MPA, London partner’s agencies and communities through a series of consultation opportunities.

25. In addition to overseeing the work conducted within CT SET, the CTSG will work to update agencies emergency contingency plans, and integrate good practice.

26. The MPS continues to support under represented communities through the initiatives and project work of DCFD. In addition to improving structures and processes, CT SET, through other DCFD teams, has engaged, and has part funded a number of localised pan-London projects (See Appendix 3)

Building capacity and capability to prevent and respond to terrorism

27. Reinforcing the MPS view that community engagement is not a ‘bolt on’ but a fundamental part of its response to terrorism. A post of Detective Superintendent “Community and Partnership” has been established within the new CT command. The MPS has launched new programmes, and enhanced existing initiatives, which are aimed towards building its capacity and capability to prevent and respond to terrorism. Such initiatives include the following: (See Appendix 4 for further detail).

• The MPS Counter Terrorism and Extremism Seven Point Programme for BOCUs 2006-2007(Operation Delphinus)
• Safer Neighbourhood Team (SNT)
• Project Griffin
• Safer Businesses
• Counter Terrorist Intelligence Officers (CTIOs)
• Counter Terrorism Security Advisers (CTSAs)

Summary

28. Public safety remains the priority for the MPS. The MPS will continue to review our strategies and tactics to ensure that we effectively and professionally police to the threat from international and domestic terrorism and extremism, at corporate and borough level.

29. The MPS will continue to build on its ‘community engagement to counter terrorism’ programme. We recognise the need for continued close co-operation between ourselves, key stakeholders and partners, and the community if we are to maintain public confidence in policing. The MPS will make every effort to build strong links with the Muslim and wider communities of London. Whilst a significant range of community based counter-terrorism initiatives have been introduced since 7 July, the challenge is to now work with communities and partner agencies to systemise the MPS approach to community engagement following a terrorist incident and mainstream good practice. The MPS is confident that, supported by the ongoing close working relationships within the organisation, with communities and with the agencies and bodies represented on the CTSG, that this goal will be achieved during 2006/7.

Abbreviations

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

CT

Counter Terrorism

DAC

Deputy Assistant Commissioner

DCFD

Diversity and Citizen Focus Directorate

DPA

Directorate of Public Affairs

DSG

Diamond Support Group

PMBS

Police Message Broadcast System

BOCU

Borough Operational Command Unit

ACPO

Association of Chief Police Officers

NCTT

National Community Tension Team

CT SET

Communities Together Strategic Engagement Team

CTSG

Communities Together Strategic Group

SNT

Safer Neighbourhood Team

CTIO

Counter Terrorist Intelligence Officer

CTSA

Counter Terrorism Security Advisers

MCU

Muslim Contact Unit

HMPS

Her Majesty’s Prison Service

Operations

Delphinus

The MPS Counter Terrorism and Extremism Seven Point Programme for Borough Command Units 2006-07.

Projects

Griffin

This initiative is aimed towards engaging with the business community in order to identify, report and prevent both terrorism and crime.

C. Race and equality impact

This is an update report there are no new equality or diversity implications at this time.

D. Financial implications

Financial information is included within the main body of the report

E. Background papers

None

F. Contact details

Report author: Detective Sergeant Mona POPE, MPS

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 1

The MPS Special Branch (SO12) responds to the threat in a number of ways, some of which are necessarily covert or sensitive. However, some of the more overt or generally well-known ones are listed below:

• Providing sound, assessed intelligence that can be put to use in making critical operational decisions and in preventing further terrorist atrocities or violent extremist activities.
• The collection, collation, research, analysis, exploitation and dissemination of intelligence from a wide variety of sources (public information, highly classified, from local boroughs and communities, through intelligence agency partners to international liaison)
• The deployment of surveillance officers to operations in support of investigations conducted by SO12, the Anti-Terrorist Branch (SO13) and our partners in other intelligence agencies.
• Linkage with local BOCUs and Borough Intelligence Units (BIUs) through the Counter-Terrorism Intelligence Officer (CTIO) Scheme. These borough-based SO12 officers are the first point of contact for uniformed colleagues, providing advice, briefings and a conduit for intelligence and information to and from SO12.
• Support to the Muslim communities of London through the Muslim Contact Unit (MCU) by providing communication channels to reassure and impart advice, to work in partnership with these communities to develop strategies to counter extremism and radicalisation; and to provide advice to the MPS as a whole on security issues affecting Muslims in London.
• SO12 officers in the Police Advisors Section of Her Majesty’s Prison Service (HMPS) together with HMPS and the MCU work to establish a mentoring programme, which seeks to identify those Muslim prisoners potentially susceptible to radicalisation or extremist views and which supports their reintegration into the community upon release from prison.

Appendix 2

We need the support and confidence of communities to improve the two-way flow of information in order to arrest and prosecute terrorists, and in doing so to protect the whole community. Communities can defeat terrorism.

The ‘Communities Together’ Help and Advice Line

The MPS set up an advice line to offer advice and reassurance, particularly to those communities who feel vulnerable as a result of the terrorist attacks in July 2005.

It is recognised that everyone who lives, works or visits London may be affected by these events, but that some people and communities may feel particularly isolated, concerned and vulnerable. So while the service is open to all, it is hoped that members of our minority communities will feel encouraged to contact the advice line, and our staff will provide advice and support where they can.

The ‘Communities Together’ Help and Advice Line is a 24-hour freephone number 0800 028 2390.

Can I get ‘Communities Together’ information?

You can register to receive the latest ‘Communities Together’ information and other information such as crime updates and witness appeals, directly from the police.

You can receive this information via e-mail, phone, and/or SMS messaging.

To register follow this link www.police.uk and follow the ‘Communities Together’ link.

E-mail is free but information regarding any SMS charges that might be applicable is detailed at www.police.uk

Anti-Terrorist Hotline – 0800 789 321

Police understand that people might have reservations about contacting police - either because they may be worried that their friends or family may find out, or their suspicions may prove to have innocent explanations.

But we can reassure the public that all calls and information are treated in the strictest of confidence.

We know that people who contact the hotline do so in good faith. All information received by the hotline is researched and investigated and appropriate police action is then taken. Let police decide if the information you have is important. Members of the public may unknowingly have information that could be a crucial piece of the investigative jigsaw.

If You Suspect it Report it.

If I don’t want to contact police is there anyone else I can talk to?

You may feel more comfortable talking to another organisation about any information you may have about terrorism. Members of these organisations can then pass the information on to the police so that you can preserve your anonymity:

• Fair Forum Against Islamophobia and Racism
  www.fairuk.org
• Muslim Safety Forum
  Muslim line 020 8840 4840
• Hindu Forum Britain
  www.hinduforum.org
  020 8965 0671
  07973668892
• Commission for Racial Equality
  www.cre.gov.uk
  020 7939 0178
• The Community Security Trust (for members of the Jewish community)
  www.thecst.org.uk
  020 8457 999

You can also report crime or information online through www.police.uk or www.met.police.uk or via Crimestoppers anonymously on 0800 555 111.

Advice on how all communities can help police defeat terrorism

We want to encourage the public to be aware of what is happening around them and think about anything or anybody that has struck them as unusual in their day-to-day lives. We would ask people across London to think carefully about anyone they know whose behaviour has changed suddenly. What has changed – could it be significant? What about the people they associate with? Have you noticed activity where you live which is not normal?

We want people to have the confidence to trust their instincts. ‘If You Suspect it Report it’ to the Anti-Terrorist Hotline on 0800 789 321.

By doing this the public can help to make London a hostile place for terrorists.

• Terrorists need recruits – Do you know someone whose behaviour has changed suddenly?
• Terrorists need places to live - Are you suspicious of your tenants or neighbours?
• Terrorists need transport – Are you a motor trader? Has a vehicle sale or rental made you suspicious?
• Terrorists need storage – Are you suspicious of someone renting garages, lock-ups or commercial property?
• Terrorists need money – Are you suspicious of any cheque or credit card transactions?

If the public notice suspicious bags, behaviour or vehicles which pose and imminent threat they should call 999 immediately

Appendix 3

1. The Purpose of the MPS Communities Together Strategic Engagement Team (CT SET).
   To provide an effective, integrated MPS platform from which to engage, map-out and listen to London’s diverse communities with a view to:
   • Building trust, confidence and effective two-way communication with communities across London
   • Receiving and sharing information/intelligence concerning terrorists and violent extremists living and operating within London’s communities
   • Providing strategic pan-London community impact assessments to inform counter terrorism strategies, tactical decisions and policies
   • Monitoring community tensions to inform counter terrorism strategies, tactical decisions and policies
2. CT SET Funding Areas
   • Set up the team and training
   • Sponsoring community projects (i.e. equality and faith based events / third party reporting initiatives etc)
   • Developing a corporate stakeholder database / Consultant (construction of mapping system and stakeholder database for the MPS to include all Directorate’s stakeholders and community contacts. Consultants to assist with research and development)
   • Community engagement events (i.e. Mass Disaster Campaign / Counter terrorism consultation)
   • Transport (Community Together minibus and equipment / Transport costs for outreach workers and police staff that need to engage community networks and groups throughout London)
3. CT SET has engaged, and/or part funded, a number of localised and pan London projects:
   • Pan London South American groups in a range of projects including weekend football leagues, South American London based radio and, very recently, a Latin American refugee and asylum seeker forum at Lambeth Town Hall
   • A community project in South London intended to engage and divert Muslim youth believed to be at risk to ‘radicalisation’
   • Initiatives involving university Chancellors, universities, colleges and schools building positive links with student groups across London
   • Working with Somalian communities pan London, at Greenwich and at Ealing. Lately the DCFD (with the support of MPS Directorate of Public Affairs (DPA) have been building links with Somalian and minority ethnic media, with a view to engaging the youth community and building trust and confidence within vulnerable communities

Appendix 4

The MPS Counter Terrorism and Extremism Seven Point Programme for BOCUs 2006-2007(Operation Delphinus) was launched in March 2006 as an initiative by which CT policing activity will be carried out in all BOCUs in a structured format and will provide guidance on the type of activities which should be undertaken. The initiative builds on existing best practice demonstrated on a daily basis by BOCUs in helping to make London safe and gather intelligence to help counter the terrorist threat, and will be subject to yearly and/or interim inspections as directed by Territorial Policing Command, assisted by Specialist Operations.

To deliver a corporate, consistent and proportionate response to threats from terrorism and violent extremism, the programme requires BOCUs to identify a senior single point of contact to be responsible for CT policing activity, and to work together with communities to introduce measures to create local environments that are hostile to terrorists and violent extremists.

Safer Neighbourhood Team (SNT) - The SNT has a role in community engagement with significant overlapping with local CT policing activity. They provide high visibility patrols and reassurance visits to vulnerable communities and locations, along with liaison at key sites to gather information in order to inform and update police databases.

Since the commencement of Operation Delphinus, SNTs are now actively engaged in this type of activity on a daily basis and information and intelligence is being fed back through local Borough Intelligence Units for further development.

Project Griffin is currently being carried out within the Borough of Westminster with a view to rolling it out throughout the MPS. The initiative is aimed towards engaging with the business community in order to identify, report and prevent both terrorism and crime.

To date, Westminster has run seven awareness courses at venues across Central London, with over 1600 people attending, from core security personnel to senior managers and company directors. The course covers presentations on the Current Threat, Deadly and Determined Attacks, Hostile Reconnaissance, Explosives and the role of Expo, Command & Control, and Emergency Deployments & Communications.

A key element in the project has been the developing of ‘Fast-time’ Communications via - www.communitysafe.gov.uk to assist with business continuity and recovery both during and post investigation. This delivers fast, accurate and sourced information by SMS texting, email and website.

Safer Businesses was launched on the MPS Web site on 18 Feb 2006 by the MPS Directorate of Public Affairs (DPA) in partnership with London First. The initiative was designed following consultation and trials with representatives from the business community, as a ‘one stop shop’ for information and contact about terrorism, resilience, crime prevention and useful links to other organisations and agencies.

The Internet homepage also carries details of the Anti-terrorist hotline, and contingency pages have been designed to facilitate the quick and efficient release of critical information during major incidents.

Counter Terrorist Intelligence Officers (CTIOs) are specialist Counter Terrorism officers based permanently within BOCUs (Current rollout stands at 55 %). This role is deemed a critical and practical conduit for the flow of intelligence, ensuring that community information is captured and dealt with in an efficient and effective manner, and forwarded to central intelligence units within the CT command.

In addition, by briefing local officers as to the type of information being sought from the community, individual knowledge is enhanced, ensuring that relevant intelligence is recognised by officers interacting with their respective communities.

Counter Terrorism Security Advisers (CTSAs) - The MPS has a team of CTSAs who are part of the counter terrorism section of the Anti- Terrorist Branch (SO13), and includes individuals with backgrounds in crime prevention design, traffic, specialist communications, explosive search and operational planning.

The role of the CTSA is to provide counter terrorism protective security advice to businesses, premises or persons at risk from terrorism in line with the government’s counter terrorism strategy (CONTEST). The advice available takes into account both conventional and non- conventional terrorist techniques and the aim is to reduce vulnerability to terrorist threats. The CTSAs work closely with other police forces throughout the country, government departments and other agencies.

In conjunction with London First, the CTSAs have held a number of ‘Red Action Days’ for various business sectors to raise their awareness of the terrorism threat and enable organisations to exercise their contingency and business continuity plans.

CTSAs also provide support to Project Griffin, delivering advice on issues relating to hostile reconnaissance.