The killing of British politician David Amess is fuelling concern about the effectiveness of the UK government’s Prevent counter-terrorism initiative.
Critics have said change is urgently needed to ensure it works.
Questions surfaced soon after Amess was stabbed to death on Friday afternoon amid reports in the British media that the man arrested had been referred to the Prevent programme several years ago but was not currently on the security service’s counter-terrorism watch list.
A man is being held under the Terrorism Act on suspicion of murder. Police say he may have had a “motivation linked to Islamist extremism”.
Under Prevent, Britons are asked to report anyone they suspect may be on the road to becoming radicalised – so the person can get help.
The hope is that early intervention will help to thwart terrorist attacks. Teachers, prison officers and local government agencies are legally required to make such referrals, but anyone is able to.
But the programme, conceived in the years after the September 11, 2001, attacks in the US, has been repeatedly criticised since it was expanded after the deadly bombings of London’s transport network in 2005.
Its detractors say it is not as effective as it could be and that it unfairly targets Muslims.
An independent review of Prevent was launched in 2018, but it has yet to release any conclusions.
Programmes elsewhere have also been criticised. France has repeatedly launched de-radicalisation efforts – only to have their effectiveness questioned time and again. A perfect formula has proved elusive.
The success of such programmes is difficult to measure, because their failures are public but their wins are almost impossible to tally.
But experts says it is clear that Prevent could do better, including by working more closely with communities to build their trust and encourage people to seek out its services.
“I think Prevent does work in many cases and I think it’s an unfair expectation to have to believe it works 100 per per cent of the time,” said Peter Neumann, professor of security studies at King’s College London.
“No government programme ever works 100 per cent of the time, so one case of failure doesn’t necessarily mean the whole programme is rubbish.
"But it is equally wrong to just say everything is fine and let’s just carry on. There are problems with Prevent. It needs to be reviewed, and it should be reinvented.”
As it stands, Prevent was conceived essentially as a police programme, Prof Neumann said. Those links to the police make it difficult for family members to refer people, even if they have concerns about radicalisation.
By contrast, some other European countries have relied on community-led independent initiatives, Prof Neumann said.
In Belgium, deradicalisation programmes are much more regional and local than national. This is partially because the country’s government is decentralised but focusing on the local level is also thought to help the programmes counter the phenomenon as quickly as possible.
Spain’s recently instituted programme puts an emphasis on co-operation with associations that work with what authorities consider to be groups at risk of radicalisation.
“In other European countries because [the local equivalent of] Prevent is not led by the police, it’s led by local community figures; it has more of an appeal of seeking help and trying to do something about someone who is in trouble,” Prof Neumann said.
In Britain, by contrast, the strong association of Prevent with the police may deter family members – the people closest to those at risk – from reporting them.
“If they feel that by contacting Prevent they are basically getting them locked up, a lot of parents will be very reluctant,” Prof Neumann said.
Robert Buckland, a former justice secretary, said the programme should be about more than policing.
He said it should encourage far more co-operation among the police, community groups, schools and the health service to make it easier to share information and intervene effectively.
“We’ve got to make sure that every arm of the state is absolutely working together in order to understand as much as possible about these individuals,” Mr Buckland, who left Prime Minister Boris Johnson’s Cabinet last month, told Times Radio.
When reports are made to Prevent, they are initially screened by police. Those assessed to be at risk of radicalisation are referred to a local panel for review.
If a panel decides further assistance is needed, it is supposed to develop an aid package that may include education and employment support, as well as mentoring.
In the 12 months to March 2020, 6,297 people were referred to Prevent.
This was a 10 per cent increase on the previous year, according to the latest government statistics. Fewer than a quarter of these were referred to a local panel, with 697 being offered further support.
One continuing criticism of Prevent is that it amounts to spying on Muslim communities. Part of the programme’s problem is its history.
It began soon after 9/11, when policymakers were focused on terrorism carried out by extremists.
Critics say Prevent is too centred on Islamist extremists at a time when the risk posed by right-wing extremists is growing.
Amnesty International has long criticised the programme.
Of the 697 people who were offered support packages by local Prevent panels, 43 per cent were referred because of fears about far-right radicalisation and 30 per cent were linked to religious extremism, the Home Office said.
The government promised to conduct an independent review of Prevent in February 2019, but it was delayed when the first person named to lead the inquiry was forced to step down because of concerns about his objectivity. Work resumed after a new leader was appointed in January.
The review is designed to determine whether Prevent is working and what else can be done to protect people from the influence of extremists. No date has been set for when its findings will be published.
“There are problems with Prevent,” Prof Neumann said. “So I think this would be a … tragic opportunity to basically rebrand and reinvent Prevent.”
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Results:
First Test: New Zealand 30 British & Irish Lions 15
Second Test: New Zealand 21 British & Irish Lions 24
Third Test: New Zealand 15 British & Irish Lions 15
Rooney's club record
At Everton Appearances: 77; Goals: 17
At Manchester United Appearances: 559; Goals: 253
Email sent to Uber team from chief executive Dara Khosrowshahi
From: Dara
To: Team@
Date: March 25, 2019 at 11:45pm PT
Subj: Accelerating in the Middle East
Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.
Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.
I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.
This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.
It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.
Uber on,
Dara
Our legal consultant
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants
Tightening the screw on rogue recruiters
The UAE overhauled the procedure to recruit housemaids and domestic workers with a law in 2017 to protect low-income labour from being exploited.
Only recruitment companies authorised by the government are permitted as part of Tadbeer, a network of labour ministry-regulated centres.
A contract must be drawn up for domestic workers, the wages and job offer clearly stating the nature of work.
The contract stating the wages, work entailed and accommodation must be sent to the employee in their home country before they depart for the UAE.
The contract will be signed by the employer and employee when the domestic worker arrives in the UAE.
Only recruitment agencies registered with the ministry can undertake recruitment and employment applications for domestic workers.
Penalties for illegal recruitment in the UAE include fines of up to Dh100,000 and imprisonment
But agents not authorised by the government sidestep the law by illegally getting women into the country on visit visas.
Specs
Engine: 51.5kW electric motor
Range: 400km
Power: 134bhp
Torque: 175Nm
Price: From Dh98,800
Available: Now
The Sand Castle
Director: Matty Brown
Stars: Nadine Labaki, Ziad Bakri, Zain Al Rafeea, Riman Al Rafeea
Rating: 2.5/5
COMPANY PROFILE
Name: Grubtech
Founders: Mohamed Al Fayed and Mohammed Hammedi
Launched: October 2019
Employees: 50
Financing stage: Seed round (raised $2 million)
The specs
Engine: 2.0-litre 4-cyl
Power: 153hp at 6,000rpm
Torque: 200Nm at 4,000rpm
Transmission: 6-speed auto
Price: Dh99,000
On sale: now
How to turn your property into a holiday home
- Ensure decoration and styling – and portal photography – quality is high to achieve maximum rates.
- Research equivalent Airbnb homes in your location to ensure competitiveness.
- Post on all relevant platforms to reach the widest audience; whether you let personally or via an agency know your potential guest profile – aiming for the wrong demographic may leave your property empty.
- Factor in costs when working out if holiday letting is beneficial. The annual DCTM fee runs from Dh370 for a one-bedroom flat to Dh1,200. Tourism tax is Dh10-15 per bedroom, per night.
- Check your management company has a physical office, a valid DTCM licence and is licencing your property and paying tourism taxes. For transparency, regularly view your booking calendar.
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Manikarnika: The Queen of Jhansi
Director: Kangana Ranaut, Krish Jagarlamudi
Producer: Zee Studios, Kamal Jain
Cast: Kangana Ranaut, Ankita Lokhande, Danny Denzongpa, Atul Kulkarni
Rating: 2.5/5
Our family matters legal consultant
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
More from Neighbourhood Watch:
The more serious side of specialty coffee
While the taste of beans and freshness of roast is paramount to the specialty coffee scene, so is sustainability and workers’ rights.
The bulk of genuine specialty coffee companies aim to improve on these elements in every stage of production via direct relationships with farmers. For instance, Mokha 1450 on Al Wasl Road strives to work predominantly with women-owned and -operated coffee organisations, including female farmers in the Sabree mountains of Yemen.
Because, as the boutique’s owner, Garfield Kerr, points out: “women represent over 90 per cent of the coffee value chain, but are woefully underrepresented in less than 10 per cent of ownership and management throughout the global coffee industry.”
One of the UAE’s largest suppliers of green (meaning not-yet-roasted) beans, Raw Coffee, is a founding member of the Partnership of Gender Equity, which aims to empower female coffee farmers and harvesters.
Also, globally, many companies have found the perfect way to recycle old coffee grounds: they create the perfect fertile soil in which to grow mushrooms.
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Take Me Apart
Kelela
(Warp)
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
Hotel Data Cloud profile
Date started: June 2016
Founders: Gregor Amon and Kevin Czok
Based: Dubai
Sector: Travel Tech
Size: 10 employees
Funding: $350,000 (Dh1.3 million)
Investors: five angel investors (undisclosed except for Amar Shubar)
SPECS
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SPEC%20SHEET
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Skoda Superb Specs
Engine: 2-litre TSI petrol
Power: 190hp
Torque: 320Nm
Price: From Dh147,000
Available: Now
COMPANY%20PROFILE
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The specs
Engine: 2.0-litre 4cyl turbo
Power: 261hp at 5,500rpm
Torque: 405Nm at 1,750-3,500rpm
Transmission: 9-speed auto
Fuel consumption: 6.9L/100km
On sale: Now
Price: From Dh117,059
Results
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Key facilities
- Olympic-size swimming pool with a split bulkhead for multi-use configurations, including water polo and 50m/25m training lanes
- Premier League-standard football pitch
- 400m Olympic running track
- NBA-spec basketball court with auditorium
- 600-seat auditorium
- Spaces for historical and cultural exploration
- An elevated football field that doubles as a helipad
- Specialist robotics and science laboratories
- AR and VR-enabled learning centres
- Disruption Lab and Research Centre for developing entrepreneurial skills