Business Plan 10-11

Making every child matter ...
everywhere
Business Plan
2010-11
Child Exploitation and Online Protection Centre

BUSINESS PLAN 2010-2011
Contents
The Chair’s foreword 5
Executive summary 7
Vision, mission and objectives 10
Operating environment 14
Our priorities for 2010-2011 17
Managing risk 27
Performance indicators 28
Structures 35
Finance 39
Further information 41
Annexes 42
3
The Chair’s foreword
Since its creation in 2006, the Child Exploitation and Online Protection (CEOP) Centre
has gone from strength to strength and I am proud to say that in only four years its
work has seen the number of children it has helped protect rise from 76 in 2006/07
to 278 last year – and played a critical part in increasing the number of suspected
offenders arrested five-fold.
It has achieved this and much more by delivering a new approach to the delivery of
a vital child protection service, one that is holistic but steeped in public, private and
voluntary partnerships at many levels - from strategic national and international
organisations and companies, through to parents and the children themselves.
CEOP has always recognised that the size of the challenge is too vast for any one
single organisation to tackle on its own; that is why partnership is the blood that runs through the Centre’s veins. It is
an approach that has worked and must be preserved as we move forward in a difficult and uncertain economic climate.
I have been struck by the dedication of the staff in the work they do to tackle these horrific forms of child abuse and
exploitation and how they cope with the corrosive nature of the subject. I am constantly amazed at how they keep
pace with the ever changing nature of the threat, whether it is risk taking behaviour by young people or the activities
of offenders.
This Business Plan necessarily concentrates on the next 12 months – what we will do, what we would like to do and
what we may not be able to achieve – and tough times lie ahead. This is my final Business Plan as Chair and I leave an
organisation that is stronger and better equipped to deal with the challenges that will need to be faced. I am confident that
CEOP will remain at the forefront of the Government’s strategy to protect children. I believe that it will continue to have the
necessary support and independence to build on its current platform and continue the success it has already attained,
implementing better services which improve the safety and well-being of our children and bring offenders to account.
However, I will take one thing away with me from the past few years as Chair and this is that it is no longer right to talk
about on or offline abuse – these environments have merged and are no longer separate – and because abuse is abuse,
irrespective of the medium in which it is committed.
Dame Janet Paraskeva DBE

Chair, Child Exploitation and Online Protection Centre Board
5
Executive summary
Our Annual Review 2009-10 demonstrates the economic and social return that CEOP has delivered for a relatively small
investment. It is a return that has seen more children safeguarded; more offenders apprehended; more young people
empowered through awareness and education; and over the past four years, more professionals trained to better
understand and deal with this threat than ever before. However, the threat to children and young people from sexual
abuse and exploitation remains severe. Our plans for the next 12 months reflect this and we believe this will provide
a critical contribution to the implementation of the Government’s ambitions for child protection, as well as provide the
foundations for additional commitments such as missing and abducted children.
Three key areas that CEOP will prioritise over the next three years are as follows:
strengthening the quality of our services;
maintaining and consolidating our operational capacity capability and effectiveness; and
meeting our new commitments.
CEOP’s success over the past four years has been built on a simple approach – building and consolidating in one place
a cadre of specialist expertise, techniques and skills that is enhanced by an understanding of the threat and the behaviour
of both those who are at risk and those who present that risk. Crucial to this approach is a partnership model that delivers
expertise and skills from a wide range of sectors, including the private and voluntary arenas. However, all of this is
implemented with an overriding acknowledgement that this is about supporting children, parents, carers and local
professionals to help protect themselves and their communities. For local services, CEOP is a force multiplier – a source
of specialist support and advice when needed.
The result of all of this is the implementation of low-cost, high-impact solutions to the complex and multi-layered problems
faced. Our resources have never been substantial but we have successfully augmented them by the many successful
partnerships established. These partnerships are not about money but about where we can identify a mutual benefit
which CEOP can leverage to implement the measures required to reassure and empower the public and deter offenders.
Year on year since CEOP’s creation, this approach has made children safer through the delivery of nearly £11m worth
of in-kind resources which otherwise could not have been afforded. But the real strength of partnerships is the synergy
they generate – enhancing the UK’s response to this threat in ways which separately, neither CEOP nor its partners
could achieve.
CEOP’s Strategic Overview gives us a sense of the challenges that lie ahead and where we need to learn more so that
we can step up the fight against these most horrific forms of abuse and exploitation. Keeping abreast of change is a key
element of this, but one thing that we have learnt is that the risk to children can no longer be simplified in terms of on and
offline. For children the environments are merged and for many offenders, the move between both is seamless. The UK’s
law enforcement and child protection response internationally, nationally and locally, needs to reflect that reality.
CEOP recognises that we all live in uncertain and challenging times for the public sector and for the country and this
Business Plan is written with the awareness that there are decisions yet to be made that may impact on what we will
do this year. We will be prepared for this, ready to understand the impact this might have and to explain the likely
consequences. We will make the most effective use of our grant in aid (GIA) budget of £6.44m, continuing to deliver
more for this and looking for opportunities to work with partners, old and new, to make that small investment go even
further. The diagram overleaf outlines how we intend to spend the resources currently allocated; it details how
these will be spent by organisational objective.
7
Executive summary
Budget allocation: spending against objectives
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Our plans for development work this year to improve the services we delivers are as follows:
a) laying the foundations for an enhanced 24/7 service;
b) helping industry to report suspicion and allegations more easily;
c) enhancing the provision of the harm reduction programmes;
d) Safer by Design in social networking sites;
e) reviewing and improving the operational capability of the Intelligence Faculty;
f) establishing the International Child Protection Network (ICPN);
g) strengthening the resilience of the Children and Young People’s programme;
h) updating our approach to safeguarding and securing longer-term social work support;
i) strengthening out support to frontline services;
j) improving our organisational resilience;
k) extending our franchise programme; and
l) empowering missing and abducted children.
8
Executive summary
However, if the resources we are expecting are not available we may not be able to invest in the development of those
aspects of our work that deliver the greatest return on investment through prevention and deterrence activity; these are
activities, which draw insignificant additional investment from partners and which make children safer in the first place.
In particular, the successful Children and Young People’s programme would be at risk. In terms of new development
it is unlikely that we would be able to deliver the improvements needed which will make us even more efficient and
effective or deliver additional services which save public money.
Common to the rest of the UK public sector, CEOP does face a number of financial pressures this year that add to that
uncertainty. The income stream from the European Commission – that has part-funded our successful Children and Young
People’s programme in schools – ceases in December 2010. CEOP is working on ways to mitigate this, including how we
can streamline delivery and better support it through partners. In addition, reliance on income from CEOP’s Professional
Development programme is a key vulnerability in these straightened times and we are working hard to ensure these vital
courses remain attractive and contemporary to those who need them, as well as looking at current gaps in provision
and new audiences.
In all times – difficult economic or otherwise – CEOP believes that its model represents value for money and a good,
sensible opportunity for government to invest small amounts of money to achieve a much greater return. CEOP’s
model and its digital platform have already demonstrated that this approach works, providing an economy of scale
in implementing initiatives which help protect children and their communities. To replicate this across a number of
geographic areas would not only cost much more money but fail to realise the maximum return on that investment.
In summary – as it will be for many – this will be a challenging year, but CEOP is determined to continue to meet its
objectives and improve performance. However, behind this lies the reality of real children, their well-being and their life
chances. This will always be what drives CEOP and what we will work even harder at. CEOP faces an important year
in terms of its direction of travel, as well as financial pressure but we are determined to ensure that we put in place
the foundations for the future, ensuring we continue to deliver the very best service in whatever we are tasked and
afforded to do.
9
Vision, mission and objectives
Who we are
Launched in April 2006 in response to growing concern about the sexual abuse and exploitation of children and young
people, CEOP is dedicated to protecting children, online and offline. As a national law enforcement organisation, we work
in collaboration with UK policing, government departments, children’s services, charities, and industry – as well as global
law enforcement partners. This multi-organisational approach – with local, regional, national, and international cross-sector
cooperation – strengthens the capability and capacity of police forces, improving protective service delivery and better
protects vulnerable children and young people1.
Our purpose
Our vision is of a society where children and young people can live their lives free from sexual abuse and exploitation.
Our mission is to reduce the risk to children and young people of sexual abuse, exploitation and trafficking, and to help
those who go missing. As part of UK policing we play a unique role in empowering and helping to prevent harm to children
and young people, working with police in the UK and overseas to enforce the law and bring offenders to justice, enhancing
local delivery. We enhance this by building and maintaining partnerships and relationships across government, industry,
and the child protection community that increase knowledge and awareness and better protect children through the
online environment.
Taking a child-centred approach, our aim is to play a decisive part with government, police forces and law enforcement
agencies, offender managers, children's services and other stakeholders, in protecting children, young people, families
and society from paedophiles, sexual offenders and those who seek to harm them.
Focused on children’s needs, our objectives are to:
1. identify, locate and protect, children and young people from sexual exploitation and online abuse – both in the UK
and globally;
2. engage and empower children, young people, parents and the community through the provision of information
and education;
3. provide specialist information and support to child protection professionals and industry;
4. provide specialist support and services that enables offenders to be brought to justice and deters future offending; and
5. protect children and young people from the misuse of technology by those who would seek to harm them, through
supporting the development of a safer online environment for them to inhabit.
We will also develop a specific objective in relation to our planned work to expand our remit and help the police and others
to find missing, abducted and runaway children.
What we do
Our approach is designed to reduce the risk to children and young people. As part of UK policing, we do this by tackling
the threat from offenders and by reducing the vulnerability of children and young people.
1 Protective Services refers to key policing priorities for the UK, which includes protecting vulnerable people as well as counter-terrorism, serious organised and
cross-border crime, civil contingencies and emergency planning, critical incident management, major crime, public order, and strategic roads policing.
10
Our child-centred approach to reducing risk
Tackling the threat

Enhancing the enforcement capacity, capability
and knowledge of police forces to target and bring
to justice offenders who prey on children and
young people.
Detering potential offenders from causing harm. Reducing the risk to children and young
people from sexual abase, exploitation
and abduction and helping to find
Reducing vulnerability missing children.
Empowering children and young people, parents
and carers and supporting social workers and
other key professionals working with children
Increasing the protection of children and young
people by working with stakeholders
Underpinned by multi-lateral agency approach, delivering coherent and holistic child protection
TACKLING THE THREAT: ENFORCEMENT
Helping the frontline to deliver more at home and overseas
Disrupting and preventing the activities of perpetrators – Informed by qualified Target networks
social work advice, we provide specialist operational support to law 260 high risk sexual offender
enforcement agencies for child protection investigations, national and networks disrupted and
dismantled since CEOP’s
international coordination of covert internet investigation focused on child
creation
protection, tactical operational support, financial investigation, victim
identification and forensic behavioural analysis.
Bringing offenders to justice – By providing bespoke child protection legal

advice and social work support to the police, local authorities and others
working in this field.
Working closely with the police service – By extending our franchising activity
and working to improve the services we provide to police forces in the UK.
Increasing understanding and management of the threat
Increasing knowledge – We are the central point for collection, collation, and Target offenders
analysis of national and international intelligence for child protection. We will 1,131 suspected offenders
look to increase the research we do to help better understand the problem. arrested as a result of
intelligence reports from CEOP
Increasing police effectiveness – We are responsible for developing and and/or through the deployment
disseminating tactical and strategic intelligence and helping to ensure police of CEOP resources since 2006
interventions are child focused.
Coordinating international enforcement activity – We are active members of the

Virtual Global Taskforce and the European Financial Coalition.
11
REDUCING VULNERABILITY: EMPOWERMENT
Empowering children and young people
Prevention through risk awareness – We also provide educational and public Preventing exploitation
awareness programmes and resources aimed at reducing and preventing harm
More than 5.7 million children
to children and young people and increasing their resilience to the range of have now received our online
risks associated with internet and associated technologies. safety education programme
since 2006
Deterrence and reassurance through technology – Supported by our Children
and Young People’s harm reduction programme and through the active
placement of our ClickCEOP reporting mechanism in online environments that
children and young people use, we create a strong message to would-be
offenders that the young people in those environments are empowered to help
protect themselves; this includes reporting their activities to the authorities. This
provides reassurance to both young people and their parents and carers that
those environments are inherently safer because offenders are deterred from
operating in them.
Increasing access to help – We provide a national online reporting centre for Preventing exploitation
the public and industry concerning online threats or risks to the safety of Bebo – a social networking site
children and young people from abuse, harm or crime, and 24/7 coordination used by children and young
for child protection incidents and reports, including those that require a national people throughout the UK
adopted the ClickCEOP
and international response. reporting mechanism in 2009
Setting the standard – Our central role and expertise means we are also well
placed to establish and set standards for the training of child protection
professionals and others.
REDUCING VULNERABILITY: PROTECTION
Protecting children and young people from harm
Creating a safer environment – We act as the central reporting and single point Safeguarding
of contact for Internet and Communications Service Providers and work in
624 children safeguarded as
partnership with stakeholders in the public, private and third sectors to create a result of CEOP’s activity since
a safer online environment. 2006
Building capacity overseas – We strive to build policing and child protection

capacity in countries where offenders operate.
Where we operate
As the national centre for protecting children that supports regional coordination and
enhances local delivery, we operate where:
sexual offenders, traffickers and those who prey on vulnerable children and
young people operate;
regional or local resolution is unavailable, could be enhanced, or made more

effective; and
the online environment offers opportunities to protect children and young people.
12
Where we operate and who we work with
Parents, carers and teachers

Schools and children’s services
Children and Community and youth workers
young people Children’s charities and NGOs
Wider child protection workforce
UK law enforcement Offenders sexually Internet and Industry and business

Probation officers abusing or communications Self-regulatory bodies
International partners exploiting children environments Government
and young people Media
We play a critical child protection role in four main areas, where:
1. children and young people engage with the online environment, e.g. through our harm reduction programmes;
2. offenders interact with the internet and communications environments, e.g. through our work with industry to trace
internet service provider addresses;
3. children and young people are vulnerable to offenders, e.g. through our work to track child sexual offenders and
targeting of offender networks; and
4. all three converge, e.g. where our specialist operational work plays a key role in identifying victims through analysis
of images posted by offenders on bespoke, online offender forums.
How we work: partnerships and principles
Success relies on tackling the problem in a holistic, integrated way. We work with a wide range of stakeholders and embed
law enforcement officers and specialists from children’s charities and industry within our organisation. Information on our
current partners is summarised at Annex D. As well as achieving better outcomes for children and society, this consolidation
and centralisation of specialist protective services provides better value for money through economies of scale.
Underpinning this, our core values reflect the deep commitment, passion and professionalism we bring to our work:
FOCUS Ensuring every child matters everywhere.
TEAM BASED Ensuring a team based approach where everyone is respected and empowered and internal and
external diversity valued.
SMART Making the right things happen, capitalising on our ability to flex to enable us to meet fresh challenges
and demands.
IN TUNE Maintaining a contemporary understanding of the environment by listening to and respecting the views
of stakeholders, in particular children and young people.
SURPRISING Doing things in an unexpected way, considering different perspectives, encouraging ethical challenge,
and adopting innovative tactics and creative solutions.
13
Operating environment
The threat to children and young people
The threat to children and young people from sexual abuse and exploitation is severe. Developments in technology have
created a step change in the way that offending takes place and those who target children and young people – men and
women from all socio-economic groups and walks of life2 – are adept at moving between online and offline environments
to commit their crimes. The risk factors that make a child or young person vulnerable have altered considerably. The
internet presents a range of new risks to all children and we cannot assume that children who are deemed to be potentially
vulnerable offline are the only ones that are vulnerable online. Children can now be sexually abused without ever meeting
their abuser. Images from previously intra-familial, hidden abuse are now shared and distributed across wide networks
of offenders in the online environment.
The changing nature of the threat: technical and societal change
Twenty years ago the problem of child sexual abuse and exploitation was considered a local problem with abuse typically
occurring within the immediate or extended family. Offenders were largely restricted by their access to children and young
people and geography. Networks of offenders were often localised and confined to areas in which those individuals lived
or worked. Trafficking of children for exploitation into and out of the UK was rare. Estimates of unique, hard copy images
of child abuse stood at around 7,000. Over the last twenty years two changes have transformed this threat:
The growth of the internet and the use of mobile communications have changed the way that children communicate
and how children and young people can be communicated with. In 2009, 70% of UK households had internet access
– of which 90% had broadband3. Mobile phones with internet access are widely available. The National Audit Office4
recently reported that on average 11-16 year olds spend 2.5 hours a day online; younger children are becoming
regular and confident internet users. Three quarters of 11-16 year olds use instant messaging to communicate with
friends and 62% use the internet for doing homework. Increasingly, access to and time spent on the internet is often
away from parental supervision and guidance.
Alongside this, over the last 20 years the number of visits abroad by UK residents has more than doubled5. Low cost
international travel has increased mass, long-haul tourism, as well as facilitating migration across the world. Last year,
81 UK nationals sought consular advice abroad, following their arrest for alleged sexual offences involving children.
These changes have increased opportunities for those who would seek to harm children. The internet gives sexual
predators a new means to access children. Technology can remove many of the protective barriers around children,
allowing them to meet people not previously known to them, without the knowledge of parents or guardians. Additionally,
it allows the worldwide distribution of images of abuse to take place, fuelling the demand for images and further victimising
the children. Ease of foreign travel has created more opportunities for criminal activities, such as travelling to abuse
children or for the trafficking and exploitation of children. Some countries are attractive destinations for abusers because
of a low age of consent to sex, tolerance of sex with children, inadequate legislation, poorly resourced law enforcement
and an established sex industry that includes the exploitation of children. Offenders have created bespoke online
environments to communicate with each other to identify the best places in the world to travel to in order to abuse
children with the lowest risk of being caught or facing a severe punishment for such crimes.
The scale of the problem
Giving an overall estimate of the nature and scale of the problem is difficult. The sexual abuse of children remains an often
hidden crime. The impact on victims is such that many never report abuse; others do not report until much later on in life.
31% of children who are abused reach adulthood without having disclosed their abuse6. Research7 suggests, however,
that the problem is more widespread than many would think. Around 21% of girls and 11% of boys experience some form
2 Cross Government Action Plan on Sexual Violence and Abuse, Home Office, April 2007.
3 Office for National Statistics, Statistical Bulletin, Internet Access Households and Individuals, August 2009.
4 Staying Safe Online, Memorandum by the National Audit Office, February 2010.
5 Office for National Statistics, Travel Trends 2008, August 2009.
6 Cawson et al. (2000) Child maltreatment in the United Kingdom: a study of the prevalence of child childhood sexual abuse and neglect. London: NSPCC.
14 7 Cawson et al. (2000) Child maltreatment in the United Kingdom: a study of the prevalence of child childhood sexual abuse and neglect. London: NSPCC.
of child sexual abuse. Our complete understanding of the threat continues to be hampered by difficulties in data
recording/collection, under-reporting and the complexity of the many and varied ways in which children are exploited
and how these crimes are dealt with by law enforcement and the wider child protection community.
While there are fewer instances of commercial websites8 offering child abuse material, those that do operate are resilient
and difficult to track, moving servers regularly. We have also seen a substantial increase in non-commercial trade and
undertaken more investigations into online networks of paedophiles using technology to access and abuse children,
record that abuse and share it with others. A current case is looking at tens of thousands of individuals worldwide. There
are 850,000 unique child abuse images on our database. Last year we processed 2,544,666 images and analysed 2,240
hours of video material. This gives an indication of the increasing size of the problem when compared to the estimate of
7,000 hard copy images available 20 years ago. Many more images are held on other databases across the UK and in
other jurisdictions by law enforcement agencies.
We continue to see the risk taking behaviour of children and young people presenting a very real threat to their safety.
We continue to see children pushing the boundaries of acceptable behaviour in the online environment without appearing
to understand the risks, which in turn adds to their vulnerability. This trend is corroborated by analysis of the images that
have been seen by CEOP this year. This reveals a marked increase in self-taken images of children. Grooming continues
to be the activity most reported by the public to CEOP including inciting a child to perform a sexual act followed by
suspicious contact.
Our work continues to analyse the nature and scale of the problem of child trafficking. These are children who are brought
into the UK from all parts of the world, some secretly, others using false documentation and in some cases their traffickers
have simply moved them within Europe taking advantage of the freedom to travel within the EU. Children and young
people are trafficked into, within and out of the UK for many different types of exploitation, including but not limited to
sexual exploitation, forced labour, benefit fraud and criminal enterprises such as cultivation of cannabis and street crime.
The impact of childhood sexual abuse
Sexual abuse can cause severe and long lasting harm. Direct physical health consequences of child sexual abuse include
physical injury, sexually transmitted infections and unwanted pregnancy. Long-term consequences of child sexual abuse
include post-traumatic stress disorder, anxiety and panic attacks, depression, social phobia, substance abuse, obesity,
eating disorders, self harm and suicide, domestic violence and, in some cases, offending behaviour9. Child abuse can
also impact on educational attainment and school attendance.
Though the financial cost of child sexual abuse to society is not well understood, the overall cost to society of all sexual
offences in 2003-04 was estimated at £8.5bn10. Much of this cost represents lost output and costs to the health service
resulting from long term health issues faced by victims. Addressing problems early should help to reduce the harm and
prevent these long-term costs.
Age: Research indicates that childhood sexual abuse is most prevalent in the 5 to 14 years age group11.
Multiple abuses: 33% of those sexually abused during childhood had been abused by more than one abuser
and 60% were repeatedly sexually abused12.
Family violence: Families experiencing physical violence were more likely to include a child who has been
sexually abused13.
Runaway children: A 2001 study found that 21% of young runaways will be physically or sexually assaulted
while missing14.
8 The Internet Watch Foundation estimate there were 1,536 commercial and non-commercial child abuse image websites worldwide (IWF Annual Report 2008).
9 The National Service Framework for Children, Young People and Maternity Services (2004).
10 Dubourg, R; Hamed, J and Thorns, J (2005) The economic and social costs of crime against individuals and households 2003-04, Home Office online
report 30/05.
11 Comparative Risk Assessment: Final Report, Childhood sexual abuse. WHO Collaborating Centre for Evidence and Health Policy in Mental Health,
St Vincent’s Hospital, Sydney, Australia, May 2001.
12 Singh (1996) Singh, H.S.Tiing, W.W and Nurani, H.N (1996) Childhood sexual abuse and neglect, June 20 (06) 487-92 International journal of child childhood
sexual abuse and neglect.
13 Siverman, A.B, Reinherz, H.Z, Giaconia, R.M. The long term sequelae of child and adolescent childhood sexual abuse: A longitudinal study, child childhood
sexual abuse, negl (1996). 15
14 Rees, G.(2001) Working with young runaways: learning from practice: The Children’s Society.
Childhood sexual abuse

Our contribution
The chart below shows how our work as the national and international coordinator for child protection has helped
to improve the effectiveness of local police delivery since 2006.
450
400
350
300 Children safeguarded or

protected
250 Arrests Intelligence only and
with CEOP deployment
200 High risk sex offender networks
disrupted or dismantled
150
100
50
0
2006-07 2007-08 2008-09 2009-10
16
Our priorities for 2010-2011
Delivering our objectives
To deliver our vision and objectives, we plan to focus on a programme of activities that will:
A. strengthen the quality of our services;
B. maintain and consolidate our current operational capacity, capability and effectiveness; and
C. enable us to meet our new commitments.
The principal activities we plan to undertake are summarised below.
How our plans for the year deliver our strategy
Reducing the threat: Enforce Reducing vulnerability: Empower Reducing vulnerability: Protect
Establishing the international Enhancing our response Helping industry to report

child protection network (B.3) capability (A.1) offences more easily (A.1.a)
Expanding the European child Enhancing the provision of our Supporting safer by design in
protection platform (B.5) education and training services social networking sites (A.3)
(A.2)
Strengthening our support to
front line services (B.7) Strengthening the resilience of
our harm reduction
Extending the CEOP Franchise programme (B.4)
programme (B.9)
Empowering missing and
abducted children (C.1)
Improving operational capacity, capability and effectiveness and preparing for the future
Reviewing and improving the operational capability of the Intelligence Faculty (B.1)
Improving our organisational resilience (B.8)
Updating our approach to safeguarding and securing long-term social work support (B.6)
In each area, we will strive to provide effective, value for money services in line with government policy. We will ensure that
our plans contribute to the child protection agenda as it unfolds under the new administration. We will continue to reflect
the established good practise for child protection to improve training and professional development of police child
protection teams and the wider child protection workforce; do more to ensure children and young people get support
as early as possible to reduce the risk of serious harm; and ensure that all professionals involved in keeping a child safe
share information appropriately.
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A. Strengthen the quality of our services
A.1. Enhancing our response capability
This year we will construct a business case to support longer-term investment to enhance our response capability and
ultimately to provide a on site 24 hours, 7-days a week system that will:
handle and act upon referrals, on and offline, from the public, police and law enforcement bodies, industry, NGOs,
and local authorities concerning child sexual offenders, internet safety, missing and abducted children;
respond to tactical and safeguarding enquiries from law enforcement and others providing children’s services; and
coordinate (and activate the escalation of, where appropriate) the response to incidents that impact on children’s
safety and well-being, that require a national or trans-national response.
This is a significant step change in terms of the level of service we can provide, requiring additional resources and support
from across the business. Over the next three years, moving to full 24/7 capability is likely to require approximately £1m
in start up costs and, with around 12-14 additional staff, approximately £1.2m per annum in running costs. Enhancements
this year will be more modest and include extending the hours for on site service provision and increasing resilience by
increasing staffing levels to meet new and existing demands. The in year cost of this is in the region of £100k with more
than 50% of this funding being new money provided externally to meet new commitments. An enhanced response
capability will ensure we are well-prepared to handle increased levels of reporting that accompany a growing public
profile and broader remit. With a full 24/7 capability we will support UK police forces better as they deliver their public
confidence, safer communities and protective service’s objectives. This centralised capability will relieve the pressure
on local forces, while reducing the risk of a child being harmed or an offender escaping justice. This year, two discrete
activities will provide the foundations for this new capability.
(a) Helping industry to report offences more easily
We aim to improve the standard of industry reporting by working with industry stakeholders to encourage and improve
reporting by developing an online industry reporting portal. Improving our ability to handle reports from industry will help to
increase our ability to intervene and reduce the likelihood that a child will be abused. We will strive to increase the number
of industry stakeholders we engage with, thereby ensuring a safer online environment for children. This work is linked to
our wider web development activity which is already underway.
Objectives Met
Benefits
If successful, this system will enable more and better quality industry reports, improved feedback to stakeholders and
faster processing of reporting allowing more timely risk assessments.
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A.2. Enhancing the provision of our harm reduction and professional development programmes
The National Audit Office15 (NAO) recently reported that our cascade approach to training Ambassadors and trainers has
enabled online safety training programmes to be delivered to millions of children cost-effectively. But the NAO also noted
that we cannot easily monitor the quality of training delivered. In response, we plan to undertake several initiatives to
strengthen the quality, provision, take up and targeting of our training by:
reviewing our harm reduction programme for children and young people, along with our professional development
strategy – while our programmes in both these areas are well-established, a strategic review is required to determine
whether we are still providing the right courses, delivering them in the right way, and reaching the right audiences.
This assessment will include an evaluation of our professional development requirements, revenue potential and the
impact of our courses and set the direction for our harm reduction measures over the next three years. Work is already
underway to develop courses on Travelling Sexual Offenders and Child Trafficking and refresh our course on the
Sexual Offences Act. New courses will also be required to support our work around helping and locating missing
and abducted children. This review will support our commitment to host a ‘one-stop-shop’ landing page for the UK
Government addressing all child internet safety issues;
accrediting our Ambassador courses – we recognise that the reputation, quality and popularity of our Ambassador
professional development courses can be further enhanced by developing a nationally recognised and accredited
qualification under the Scottish Qualification Authority. The qualification is due to be piloted in April 2010 and launched
in September 2010; and
engaging communities better – to ensure our advice is effective and reaches all UK communities we plan to undertake
a scoping exercise to determine whether there is a need to tailor our approach and delivery, e.g. by making more of
our information available in other languages.
We will also work with ACPO and NPIA to examine any gaps in the current provision on training for child protection policing
and identify new areas for development as part of ACPO’s Child Protection Delivery Plan for Protective Services 2010.
These changes can be delivered at nil cost.
Objectives Met
Benefits
Each of these initiatives is designed to ensure we continue to engage and empower children, young people, parents and
the community effectively through the provision of information and education. As well as encouraging take up, accrediting
our Ambassador courses will help to improve our ability to monitor and ensure quality control systems in relation to the
delivery of our staying safe online education and professional development programme. Any actions we take to engage
communities better will be risk-based, informed by our assessment of vulnerability and the impact we can achieve in
relation to the cost.
15 Staying Safe Online, Memorandum by the National Audit Office, February 2010.
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A.3. Safer by design in social networking sites used by children and young people
One of CEOP’s principal aims as an organisation is to protect children and young people, particularly in online environments.
This is achieved through a variety of ways, primarily through harm reduction measures such as educating and empowering
children and young people in their use of online technologies, but also through close work and collaboration with industry
to incorporate ‘safer by design’ features into the environments they create.
CEOP‘s ClickCEOP button is a recognisable mechanism, linked to CEOP’s education programme, which functions as
(i) a link to the UK’s one-stop-shop for internet safety advice for children and parents, and (ii) the mechanism for reporting
incidents of online sexual abuse to CEOP, as well as help and advice from a range of child protection experts on different
issues of online safety and risk.
Recently CEOP has observed a spiralling trend in the number of reports received about potential risk through the use of
social networking sites. 43% of these reports related to grooming, where an offender had attempted to contact a child
with the intention of perpetrating sexual abuse. This problem is therefore escalating. Against this background, CEOP is to
carry out a short-term, concentrated plan of action to engage with a number of social networking sites that are targeted
at or used by young UK users. This initiative uses existing resources.
Objectives Met
Benefits
The promotion of a safer online environment with the key organisations that run social networking sites either directed
at or used by children and young people. This will lead to greater reassurance that these social networking sites are safer
and deter offenders and potential offenders from using them to contact and abuse children.
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B. Maintaining and consolidating our operational capacity, capability and effectiveness
B.1. Reviewing and improving the operational capability of the Intelligence Faculty
To maintain the high quality of our intelligence function and meet out commitments to ongoing staff development,
we will review:
operational skills, tools and sources that the Intelligence Faculty needs and relies upon; and
intelligence training requirements and provision required to improve the quality of our analysis.
While our intelligence team has considerable expertise in intelligence, child protection matters and understanding of law
enforcement, given the specialist nature of our work there is little bespoke training commercially available. To ensure that
we have the skills and expertise to stay ahead of the curve, we need a specialised training package16. Content will be
linked to specific job profiles and skills and capabilities requirements.
We envisage that any recommendations from the reviews will be implemented during the course of the year. This initiative
uses existing resources.
Objectives Met
Benefits
The first review will improve our understanding of current capability, training requirements and the tools available to staff,
and identify opportunities to enhance our intelligence analysis and collection capability.
The assessment of training requirements and options will lead to a bespoke training package that keeps our analytical
skills fresh and knowledge of law enforcement and legislation up-to-date.
Collectively, these initiatives will improve the quality of our intelligence products, service to law enforcement and deliver
better outcomes for vulnerable children and young people.
B.3. Establishing the International Child Protection Network (ICPN)
Child protection is no longer a local problem that can be dealt with by local services alone. Technology and the ease
of international travel have firmly placed child protection within a national and international context that requires working
across traditional geographic and national boundaries. Between 2009 and 2010, we engaged a number of countries
to begin building the ICPN – a network of alliances and partnerships involving police and child protection organisations
designed to deliver a holistic approach to child protection across national borders. Taking this work forward over the
coming year will reinforce our ability to influence a transnational response to child protection. Visa Europe have helped
support this initiative in Europe.
Objectives Met
Benefits
As a centre of excellence in child protection, we can help countries where UK sexual offenders are known to operate
(Eastern Europe, Cambodia, Thailand and Vietnam) and better tackle the threat and reduce the vulnerability of children
and young people. Building strong relationships with police, charity, NGO and government organisations in these countries
will help our investigative work – which typically spans national borders – and help create safer environments for children
and young people.
16 We currently have a service level agreement with SOCA for the provision of our training needs, and will work closely with them to help address our specialist
intelligence training requirements.
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B.4. Strengthening the resilience of our harm reduction programme
Funding for our online child safety programme in 2008-09 (excluding accommodation borne by CEOP) amounted to over
£600,000, about three quarters of which was through project-based European Union (EU) grants. This funding ceases
in December 2010. Extra funding is required over the coming financial year to cover staff costs and resources to sustain
our harm reduction products and programmes. The National Audit Office noted that industry experts and professionals
registered with our programme rated materials highly, with some videos being regarded as excellent – several have won
international awards.
Delivering this core service will require around £100,000 over the current financial year; this is currently outside our budget
for 2010-2011.
Objectives Met
Benefits
Strengthening the resilience of our harm reduction programme for children and young people is critical to our ability
to empower children and young people and prevent abuse and exploitation.
B.5. Expanding the European child protection platform
Following the success of the European Financial Coalition (EFC), this year we plan to expand the participation and broaden
the terms of reference to create a pan-European child protection platform. The EFC brought together all stakeholder
groups engaged in the fight against the commercial distribution of child abuse images in order to facilitate and support
pan-European police operations, with cross sector solutions targeting the electronic payment systems used to purchase
child exploitation and abuse images on the internet to (a) identify, locate and safeguard victims, (b) identify, locate and
arrest perpetrators, (c) identify, trace and seize the assets of offenders, and (d) educate, inform and empower key
stakeholders to prevent the spread and ultimately disrupt and dismantle this crime once and for all.
This activity is funded until September 2010. Further work beyond this date will be contingent on securing additional
funding and will be subject to a bid to the EC.
Objectives Met
Benefits
This activity offers significant benefits. It will give us greater child advocacy across European structures, helping us to
influence the delivery of services at a European level more effectively. It will also reduce our dependency on organisations
not solely focused on child protection. The expected outcomes will be reduced harm to children, an increase in the
number of offenders held to account, an increase in knowledge of victim and offender behaviour and better understanding
of the environments in which abuse occurs.
B.6. Updating our approach to safeguarding and securing long-term social work support
Social workers provide expert child protection advice to each of our core faculties: Intelligence, Specialist Operational
Support and Harm Reduction. Child protection support is currently provided through a highly successful partnership with
NSPCC. To ensure we have the right structures for child protection, we plan to:
implement a new framework for the delivery of child protection services internally, which will be embedded across the
organisation by the end of 2010, to ensure that there is greater oversight of social work practice, a clearer and more
distinct set of social work roles and responsibilities within the Centre; and
identify and secure ongoing social work support internally and strengthen our support to front line social workers
in children’s services, ensuring relevant and useful advice and information is provided and strengthening and
consolidating our networks with children’s services and Local Safeguarding Children Boards.
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As CEOP matures and extends its remit, these services need to grow with us. It is vital that we develop a robust child
protection framework that supports the business in the long term. Additional cost to CEOP is likely to be in the region
of £65,000.
Objectives Met
Benefits
Reconfiguring the social work team will improve the provision, consistency, and quality control of internal social work
support. Increasing flexibility and movement between different roles will also help to ensure greater resilience when needed.
Securing the long-term provision of social work support will enable us to delivery our child protection objectives. It will
increase operational resilience, maintain our effectiveness and reduce risks to the business.
B.7. Strengthening our support to front line services
To help provide a more holistic, intelligence based approach across our enforcement functions, we plan to create
a Tactical Intelligence and Support Unit (TISU) to enhance the services our Specialist Operational Support Faculty
provides to local police forces. We also plan to improve our case management systems to ensure we continue to hold
securely and manage effectively operational intelligence and evidence, such as papers for court and reduce the potential
risk of successful procedural challenge in court.
Objectives Met
Benefits
TISU will produce monthly assessments, de-briefing reports and benefits/results analysis. It will also provide greater
resilience to our on-call arrangements. This will help us respond to front line services more quickly and effectively.
B.8. Improving our organisational resilience
To ensure we continue to deliver high quality services to front line child protection and law enforcement organisations,
we plan to undertake a programme of organisational and infrastructure improvements. Improving our Information and
Communication Technology will involve:
improving the interfaces with our case management systems to ensure faster transfer of data from these systems into
our Child Exploitation Tracking System for effective onward dissemination/transfer of data to the Police National
Database17, Criminal Records Bureau and other law enforcement partners as required;
overhauling and upgrading all of our web-based services, so that they are much more contemporary, interactive,
bespoke to the groups that need to use them and cost-efficient;
improving our information management systems – including our Records and Knowledge Management systems
– to facilitate faster and better strategic and tactical analysis of data;
updating our desktop hardware, which is reaching the end of its expected life;
work to further enhance the resilience and availability of our ICT infrastructure; and
improve our ability to communicate and share information and intelligence with local police forces and national police
systems, notably the Police National Database.
Alongside this we will also be reviewing and strengthening our business continuity arrangements.
Objectives Met
Benefits
Collectively, these business critical initiatives will consolidate our ability to deliver effective and efficient services to law
enforcement and child protection organisations, minimise the risk of disruption and enable us to meet our compliance
responsibilities better. They will also enable us to manage increasing demands for our services and prepare for the future.
17 The Police National Database is the key deliverable of a National Policing Improvement Agency programme responding to the Bichard Inquiry (2008) for
a “national IT system for England and Wales to support police intelligence”.
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B.9. Extending the CEOP Franchise programme
The CEOP Franchise will be a network of individuals within UK police forces that will receive specialist professional
development products and can access our information and systems. This year we will conduct an extended pilot and
plan to enhance the programme later this year through increasing participation from other UK police force areas. This will
enable greater liaison with police child protection officers and increased awareness of the risks facing children and young
people and how to deal with them. This work complements our work with ACPO on the Child Protection Delivery Plan and
the ongoing work we are doing with ACPO to review our service level agreement and the new work we have commenced
with ACPO(S). This will cost less than £30,000 this financial year. CEOP will continue to work with police forces in England
and Wales and develop work in Scotland around service level agreements.
Objectives Met
Benefits
The Franchise programme is emblematic of our future business model: high impact, low cost, facilitative and designed
to strengthen ties across policing. Benefits include:
improved information sharing and sharing of good practice leading to improved safeguarding activity;
greater local engagement, coordination and integration with forces and local child protection teams;
increased police ability to respond based on better understanding about behaviour and offending based on the latest
information; and
better feedback on our products and services leading to continuous improvement and realisation of the benefits our
approach is designed to deliver.
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C. Meeting our new commitments
C.1. Empowering missing and abducted children
The Home Office has recently confirmed that CEOP will take responsibility for providing a holistic approach to missing
and abducted children that supports local services in delivering an increased number of positive outcomes for children
and families affected.
To deliver this, over the year we plan to:
establish a ‘Cold Case’ review team to assist police forces in the review of their long-term missing children cases;
improve our online information about missing and abducted children;
develop harm reduction products as part of safety and awareness programme;
developing specialist training for law enforcement, social workers, teachers and other professionals working with
children and young people; and
provide an assessment of the nature and scale of missing and abducted children, as part of our annual
Strategic Overview.
These activities relate to initiatives A2 and B4. We believe this can best be achieved by drawing on our well-established
multi-sector approach and will seek to leverage our existing partnerships and explore the potential for new collaborations.
The specific resource, functional and infrastructure requirements that will enable us to deliver this capability will be
determined during the first quarter of the upcoming financial year.
Objectives Met
Benefits
Enhancing our ability to help missing and abducted children and young people, support local police forces, social workers
and the wider children’s workforce, we will:
help reduce the number of incidents of children going missing through public awareness and education campaigns;
locate children who have gone missing and protect them from unsafe situations or adults;
promote their longer term re-engagement and welfare and provide them with advice and support;
where appropriate and in their best interests, help to re-establish contact with their families or carers;
provide greater tactical support and coordination to cases of missing or abducted children which have a national
or international complexion, ensuring a consistent and well-resourced UK response – reducing the likelihood of harm
or significant harm to a child involved, as well as the distress to their family; and
help reduce the human, societal and public costs of missing children to the individual, their families and
to the taxpayer.
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Contingency planning
We recognise that cuts in public sector spending are likely over the next few years. With a reduced budget, we would
prioritise activities that:
(a) have a more UK focus;
(b) have the most impact on child protection; and
(c) will ensure the efficient and effective ongoing delivery of our services and provide the best return on investment.
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Managing risk
Meeting our commitments
Significant risks need to be managed proactively and effectively this year. If we are to achieve our objectives and realise
our vision, we must consolidate our organisational strength, enhance our response capability and take on responsibility
for locating and helping missing and abducted children. The main risks we face and our approach to reducing them to
an acceptable level are summarised below.
Dealing with economic uncertainty
The fiscal challenges facing the UK and Europe remain significant: reductions in public expenditure will be necessary.
CEOP, our partners and beneficiaries may well be affected; our ability to meet our income targets cannot be
guaranteed. To help manage this we are committed to keeping our operating costs low through ensuring we have the
most effective and efficient working practices and using shared service arrangements for the provision of our corporate
support functions. We are refreshing our professional development and harm reduction strategy for children and young
people to identify opportunities for increasing revenue, and assessing our organisational structure to ensure we achieve
optimum efficiency and effectiveness. We are also reviewing our partnership and relationships strategy to ensure we
manage our key alliances effectively and are well-positioned to build new ones where appropriate.
Keeping pace with children, young people and sexual offenders’ use of new technology
Changing technologies present new opportunities for sexual offenders who prey on children and young people. To
keep pace, we need to continue our analysis of the strategic and tactical threat and work closely with the internet and
communications industry to ensure we remain abreast of the threat to children and young people and up to date with
changes in technology. We will also create a ‘Futures Group’ which will monitor technological developments and the
use of new technologies, identify responses to new threats and vulnerabilities and proactively engage industry.
Ensuring organisational resilience and strong leadership
Demand for our services has increased significantly over the last four years. To keep pace with and increase our
organisational resilience, we are planning a range of improvements to our core infrastructure. In a time of spending
constraints we are working to improve the recruitment processes for front line staff and ensure staffing continuity.
We will engage all stakeholders and partners to ensure the rationale and benefits are understood and that we remain
committed to and recognised for our holistic, multi-agency, partnership approach to child protection. We are committed
to providing the best possible working conditions in order to retain staff and develop their skills and expertise.
Looking after our staff
Ensuring the health, welfare, safety and morale of our staff is paramount. Some of the material dealt with by our staff
is deeply corrosive and emotionally challenging. To maintain and monitor staff welfare, we undertake psychological
assessments and annual surveys of our staff and engage occupational health professionals to assess work related
stress, sickness, and sick absence.
Meeting our compliance responsibilities
We must be compliant with the law and best practice in our operational and back office functions. To safeguard the
organisation, we have established processes and procedures, internal audit policies and created a new intranet system
to help disseminate guidance.
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Performance indicators
Measuring success
This section shows the operational performance indicators we use to measure our achievements in relation to our
objectives in support of front line enforcement and child protection services. It also shows our success against our
corporate objectives to manage our budget and business effectively and look after the welfare of our staff.
Objective 1: To identify, locate and protect children and young people from sexual exploitation
and online abuse – both in the UK and overseas
Indicator 1: Level of stakeholder satisfaction with tactical and strategic intelligence products
Level of indicator Headline indicator or Strategic Performance Indicator (SPI)

Target Based on 2009/10 figures: Maintain current standards +/- 5%
Data provider CEOP Intelligence Faculty
Data set used Survey(s) of stakeholders including police forces, industry representatives and children’s charities
in UK only.
Baseline At least 83.3% of respondents were fairly satisfied and
At least 58.3% were very satisfied
Frequency of reporting Annually for strategic and tactical products
Quality assurance External quality assurance (partner, police force or independent analysis)
Indicator 1a: Number of children and young people subject to safeguarding as a result of CEOP activity
Level of indicator Key diagnostic indicator (KDI)

Target No target suggested for this as a target may be viewed as perverse in these circumstances.
CEOP has no direct influence over the numbers of children and young people subject to
safeguarding activity but this indicator demonstrates the level of risk caused to them by offenders
and suspected offenders who are subject of intelligence disseminations and or operational activity
by CEOP. However this data has been collected and reported for the past three years and so is
available for comparative purposes.
Data provider CEOP Intelligence, Specialist Operational Support Faculties and the Behavioural Analysis Unit
based on feedback from police forces.
Data set used Information received from police forces following the dissemination of intelligence and/or the
deployment of CEOP resources.
Baseline Children safeguarded:
2006/07 – 66 children safeguarded
Frequency of reporting Quarterly
Quality assurance Internal quantitative and qualitative review
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Indicator 1b: Number of specific child protection interventions resulting from CEOP initiated activity
Level of indicator Key diagnostic indicator or KDI

Target No target suggested for this as a target may be viewed as perverse in these circumstances.
CEOP has no direct influence over the numbers of children and young people subject to
safeguarding activity but this indicator demonstrates the level of risk caused to them by offenders
and suspected offenders who are subject of intelligence disseminations and or operational activity
by CEOP. However this data has been collected and reported for the past two years and so is
available for comparative purposes.
Data provider CEOP Intelligence, Specialist Operational Support Faculties and the Behavioural Analysis Unit
based on feedback from police forces.
Data set used Information received from police forces following the dissemination of intelligence and/or the
Baseline Children protected:
2006/07 – No data
2007/08 – 72 children subject of specific child protection activity
Quality assurance Internal quantitative and qualitative review
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Objective 2: To engage and empower children, young people, parents and the community
through the provision of information and education
Indicator 2: Children and young people have confidence to be safe online and recognise and deal with risks and can
report problems, concerns or issues.
Level of indicator Headline indicator or SPI

Target To conduct an evaluation which builds on the work conducted by Kingston University in 2009
which examines how children and young people recognise risks online; how they stay in control
of those risks; how and where they report problems and concerns; and whether they understand
and manage the risks of meeting people offline.
Data provider CEOP
Data set used Data derived from a survey of a representative sample of children and young people who have
received CEOP Thinkuknow training during the last academic year.
Baseline 24 % of children who received Thinkuknow training self-reported that the training had made
them significantly more careful online; and 45 % self-reported that the training had made them
moderately more careful online. Overall, 69 % of children who had received Thinkuknow training
reported that the training had made them more careful online.
Frequency of reporting Annually
Indicator 2a: Level of satisfaction of users with CEOP harm reduction products and programmes

Data provider CEOP
Data set used Data derived from a survey of a representative sample of Ambassadors and trainers who are
trained, accredited or registered to deliver CEOP TUK products.
Baseline At least very satisfied 72% and at least 24% fairly satisfied with CEOP TUK materials for children
and young people.
At least 67% were very satisfied and at least 28% were fairly satisfied with the quality of training
they received to deliver CEOP TUK training to children.
Quality assurance Education Advisory Board
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Objective 3: To provide specialist information and support to child protection professionals

and industry
Indicator 3: Overall level of satisfaction in students with CEOP’s training courses

Data provider CEOP
Data set used A composite analysis of survey(s) of delegates and students immediately after training event and
follow up with focus groups to understand levels of satisfaction six months after event
Baseline Overall levels of those at least fairly satisfied immediately after the training event was 97.5%
as an average throughout the year.
Overall levels of those at least fairly satisfied measured six months after the event was 96.7%.
This gives a cumulative level of 97.1% of students who are at least fairly satisfied with CEOP
training products both immediately after the event and when measured six months later.
Frequency of reporting Twice annually
Quality assurance Training Advisory Board
Indicator 3a: Level of satisfaction with CEOP’s training courses immediately after event

Data provider CEOP
Data set used Measured through feedback sheets used at the conclusion of each training event
Baseline At least 97.5% of respondents were fairly satisfied.
Indicator 3b: Level of satisfaction with CEOP’s training courses six months after event

Data provider CEOP
Data set used Measured through satisfaction focused surveys, interviews and analysis at post training event
re conventions.
Baseline At least 96.7% of respondents were fairly satisfied and 83.7% of respondents being at least
very satisfied.
Frequency of reporting Twice yearly
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Objective 4: To provide specialist support and services that enables offenders to be brought to
justice and deters future offending
Indicator 4: Level of satisfaction with CEOP’s specialist support and services

Data provider CEOP and police forces
Data set used Data derived from a survey of a representative sample of police forces and overseas law
enforcement agencies who have received support or specialist services from CEOP. These
include covert investigation, victim identification, offender management, behavioural analysis,
financial investigation and tactical support and guidance.
Baseline A survey of police forces has shown that 93.9% of respondents were at least fairly satisfied with
the services and support provided by CEOP. 78.8% of respondents were at least very satisfied.
Quality assurance External quality assurance (police force or independent analyst)
Indicator 4a: Number of arrests made by another agency following the dissemination of intelligence by CEOP

Target No target as arrests based on the prioritisation and deployment of local force resources
Data provider CEOP
Data set used Information sought and received from police forces following the dissemination of intelligence.
Baseline 2008/09 – 67
2009/10 – 86
Indicator 4b: Number of arrests made by another agency following the dissemination of intelligence by CEOP and
supported by the deployment of CEOP resources

Target No target as arrests based on the prioritisation and deployment of local force resources
Data provider CEOP
Data set used Information received from police forces following the dissemination of intelligence and the
Baseline 2008/09 – 267
2009/10 – 331
Indicator 4c: Number of arrests (defined at 4b) above which lead to offenders being brought to justice

Target No target as arrests based on the prioritisation and deployment of local force resources. Time
delays between arrest and prosecution will mean that numbers recorded for offenders brought to
justice within a particular recording period will not be a percentage of those arrested during the
same time period.
Data provider CEOP
Data set used Data derived from CEOP systems and following feedback from police forces and overseas law
enforcement on the outcome of investigations following arrests which have resulted from the
dissemination of intelligence by CEOP and the deployment of CEOP resources.
Baseline To be established in 2009/10 – 95
Frequency of reporting Twice annually
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Objective 5: To protect children and young people from the misuse of technology by those who
would seek to harm them, through supporting the development of a safer online
environment for them to inhabit
Indicator 5a: Demonstrate through the production of case studies and analysis CEOP’s contribution to protecting
children and young people from the misuse of technology by those who would seek to harm them,
through supporting the development of a safer online environment for them to inhabit.

Target No target. Qualitative indicator only
Data provider CEOP
Data set used A range of CEOP case studies which demonstrate the work and where possible the outcomes of
CEOP’s activity in this area. This activity will include both protective work to enable and empower
children and young people and the contributions CEOP makes to the development of a safer
online environment including those made within UKCCIS (UK Council for Child Internet Safety),
G8 and the Virtual Global Taskforce.
Baseline None
Quality assurance CEOP Board
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Corporate Health Objective: To ensure an effective and efficient organisation through the
development, maintenance and assurance of systems and
controls which meet recognised standards
A. Budget Management
Level of indicator KDI

Target Budget outturn is within agreed limits
Data set used SOCA Finance data
Baseline N/A
Quality assurance SOCA Finance, Internal and external audit
B. Partnerships

Target Delivery of strategic reports which demonstrates the achievement of objectives and the mutual
benefits for CEOP and individual partners.
Data set used Objectives, achievements and benefits contained within partnership agreements and
subsequent reports.
Baseline N/A
C. Risk Management

Target To maintain risk structures throughout the organisation which include appropriate reporting
and escalation.
Data set used CEOP Risk information
Baseline N/A
Quality Assurance SOCA Risk Group and internal audit
D. Staff Health and Well Being

Target To demonstrate the provision of systems and structures which ensure staff welfare, and health
and safety.
Data set used Staff sickness information together with more qualitative data which demonstrates provision of
staff welfare appropriate to the environment. This will be provided by formal reports from SOCA
Occupational Health and Welfare and the clinical psychologist.
Baseline Average number of days sickness per staff member per year.
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Structures
Our business
We provide a range of specialist services to reduce the risk to children and young people of sexual abuse and exploitation.
Three core business areas support children and young people, front line services, government, charities and other
professionals working in child protection:
Intelligence Faculty;
Specialist Operational Support Faculty; and
Harm Reduction Faculty.
Each faculty benefits from social work professionals embedded within their core teams, providing safeguarding expertise.
These delivery functions are supported by a legal team specialising in child protection and investigatory issues, and teams
responsible for our communications, risk management, business planning, and the provision of its corporate services – of
which the latter is primarily funded and delivered by SOCA. Throughout, our faculties and business units are strengthened
by our partner organisations - which provide staff secondments and attachments, financial support to specific initiatives,
technical support and other services.
Our business structure is illustrated below.
Management and governance Customers

Children and Young People
Parents and guardians
Intelligence Front Line Services

Legal and Communications
Faculty UK police forces

Teachers, schools and
Safeguarding
children’s services
Products Probation officers
Specialist Operational Support
and
Faculty International partners
services
Civil Society and Third Sector
Harm Reduction Community workers

Faculty Charities
NGOs
Partnerships Private Sector

Internet and communications
Shared Corporate Services industry
Intelligence
The largest of our service delivery teams, the Intelligence Faculty collects, collates and analyses intelligence relating
to the sexual abuse, exploitation and trafficking of children and young people. It provides strategic and tactical intelligence
products to UK and international law enforcement bodies and other child protection stakeholders. The team asses and
prioritise all the operational and public information we receive, provide allegations of crime to law enforcement, and
undertake initial child protection intervention as appropriate. As part of their work, the Intelligence Faculty liaise with the
internet and communications industry on the potential threat posed by such environments to children and young people.
Dedicated tracking teams within the Faculty help UK law enforcement to locate child sexual offenders who pose the
highest risk to children and young people and disrupt and investigate the activities of UK nationals who travel abroad to
abuse children. They also provide specialist offender management advice to policing organisations at home and overseas.
35
Structures
Supporting front line child protection services, the Specialist Operational Support Faculty assists UK police forces and
foreign law enforcement bodies through a range of specialist services in serious and complex cases of sexual abuse
or exploitation of children. These services include:
tactical advice – to the police service;
safeguarding strategies – that support operational activity and ensure the welfare of the child is paramount;
online covert capability – infiltrating networks of paedophiles online;
financial investigations – investigating the commercial distribution of images of child abuse;
image analysis and victim identification – working with police forces investigating evidence of child abuse captured
in still and video images; and
network analysis and computer forensics – strengthening existing police force capability.
Harm Reduction
The Harm Reduction Faculty aims to reduce the vulnerability of and create a safer environment for children and young
people. It performs a number of critical services:
Strategic Policy Support and International Relations – assisting with the development of external policy to support
government, supporting research, providing consultation responses and engaging with overseas partners on child
protection and exploitation, including child trafficking;
Behavioural Analysis Unit – learning more about the nature of sexual abuse involving children from offenders’ and
victims’ perspectives to deepen understanding of the behaviour and motivation of offenders and help police forces
with strategies for interviewing suspects;
Harm Reduction for Children and Young People – delivering our public awareness and harm reduction programmes, in
the form of nationally consistent training and materials for frontline practitioners such as teachers, police officers and
child protection workers, designed to empower children and young people by ensuring they are aware of the benefits
using technology brings but also the risks (including the type of behaviour that presents risks) and how to deal with
them; and
Professional Development – providing a range of highly specialised courses for professionals such as police officers,
public protection officers and social workers.
The Faculty also provides the UK’s contribution to the EU’s Safer Internet Plus programme. Focused on a harm reduction
programme for children and young people and public awareness on internet safety and security, this is supported by our
Youth Advisory Panel made up of children and young people from across the UK who help to inform the development
of our programmes. The Faculty will play an important part in delivering our commitment to host a ‘one-stop-shop’ for
the UK Government addressing all child internet safety issues18.
Safeguarding and Child Protection
This business area ensures that the overarching organisational goal to safeguard and protect children is shaped by high
quality child protection advice at both a strategic and practice level. This includes ongoing operational support and delivery
of key social work advice and activities across all parts of business. It includes ensuring that child protection standards are
continuously monitored so that they are based on best practice and reflect contemporary legislation, guidance and
evidence from research.
18 Further detail on this can be found in Staying Safe Online, Memorandum by the National Audit Office, February 2010.
36
Structures
Partnerships
Our multi-organisational approach draws on the skills and experience of front line police, children’s charities, government,
academic experts and close cooperation and engagement with industry. Our teams typically include police officers
specialising in countering child abuse, who work alongside social work professionals from the wider child protection
community and industry. Our work force includes secondees from organisations including the National Society for the
Prevention of Cruelty to Children, staff sponsored by SERCO and Detica, experts from across overseas law enforcement,
industry and corporations offering specialist advice, resources and guidance. All CEOP partnerships activity is overseen
by the CEOP Partnership Committee which is chaired by a member of the CEOP Board and involves independent
members who bring skills from both the public and private sector. This committee reports formally to the CEOP Board.
Full membership of this Committee can be found at Appendix C.
Legal Services
The Legal Team serves as a centre of expertise on child protection law. Internally, it develops and delivers operational legal
services for our faculties and covers child protection issues, commercial matters, risk management and the preparation
and drafting of legal documentation. Close working relationships with external partners helps to identify and resolve
potential legal issues, share and build on knowledge, develop strategic guidance to the wider legal community on child
abuse and child protection law and develop legal frameworks with overseas jurisdictions. Though we do not provide direct
legal support to prosecutions, our partners within law enforcement include local police forces, SOCA, HM Revenue and
Customs, the Crown Prosecution Service and the Serious Fraud Office.
Corporate Communications and Public Affairs
Our Communications Team is responsible for setting the strategic direction and overseeing the delivery of corporate
messages to external stakeholders and internal staff and managers in a coordinated, consistent, timely and clear manner.
Its role includes: developing, maintaining and evaluating our internal and external corporate communication strategy and
overall corporate relationship management; the design and development of our online environment including our main
corporate sites as well as outreach online activity; overseeing and facilitating our engagement with all sectors of the media
– regional, national, specialist, international – and large scale multi-sector stakeholder corporate communications; and
overseeing and delivering support for our participation in all corporate events.
Corporate Services
SOCA currently provides us with several core corporate services: Finance, Payroll, Human Resources (including
recruitment and staff development services), Health and Safety, Occupational Health, Security, Estates and Facilities
Management. These services provided by SOCA to CEOP are estimated to cost £3.4m per annum. Alongside this, our
business is supported by Governance, Risk Management, Business Planning and a dedicated Support and Development
Unit. Collectively, these ensure that we operate as effectively and efficiently as possible.
Our management and governance
While we enjoy full operational independence, we are currently affiliated to the Serious Organised Crime Agency (SOCA).
We report to the CEOP Board, which is a committee of the SOCA Board. The CEOP Board is chaired by a SOCA non-
executive director. Our Chief Executive is appointed by the Home Secretary and is operationally independent. There is a
separate relationship with the Home Office which addresses matters of central funding and planning. See Annex B and C
for further information on our Board and Governance. The CEOP Protocol contains further detail, which is available on our
website: www.ceop.police.uk.
37
Structures
Audit arrangements
While we do not have formal accounts of our own, as these are subsumed within SOCA’s system, we do have our own
internal audit programme and risk management system. The former is agreed in consultation with the SOCA Head of
Corporate Assurance. Audit and risk issues are reported to SOCA’s Audit Committee as necessary and, more routinely,
to the Chief Executive’s Management Team and the CEOP Board. Our local Audit and Risk Group includes independent
external membership and meets on a monthly basis.
Our staff
We have in the region of 123 staff. The majority are permanent staff, with some embedded staff funded by SOCA, some
employed to deliver specific project based initiatives and others funded by partner organisations, government agencies
or foreign law enforcement. The diagrams below show the staff breakdown across the different areas of our business.
The charts below show how this resource is deployed across our business and, separately, in relation to the three
strategic pillars of our business: Enforcement, Empowerment, and Protection.
Staff breakdown by strategic area
Protect
15%
Enforce
54%
Empower
31%
Staff breakdown by business area
Communications
3%
Support and Development
23%
15%
CEO’s Office
2%
ICT/Information Management
9%
Intelligence
28%
Harm Reduction
20%
38
Finance
Our budget
Our total resource budget for the year is £8.210m. This includes Grant in Aid funding of £6.444m provided by the Home
Office, via SOCA, which includes £555,000 from the Government following a successful business case to the Home Office
in 2008. Our capital needs are provided by SOCA following agreement with the Home Office in compliance with the
protocol agreed between the three organisations.
The European Commission Safer Internet programme provided £400,000 in this financial year in support of CEOP’s
education project. Income is generated through our training programmes to external partners in law enforcement, social
working, the prison and probation services, NGOs, and other practitioners working in child protection. Last year, this
generated £820,000 in revenue. Our target for this financial year is £950,000. We assess that this is realistic. While we plan
to review our harm reduction and professional development programme, we have already started work to run additional
courses, develop new content and are in the process of developing new markets for our programmes.
Funding breakdown
GIA CORE Funding Amount

Core SOCA Budget £5,798,000
Additional SOCA Budget (Estimated) £28,000
Additional Home Office Funding £555,000
Funding (additional staff) £63,000
Total Core Funding £6,444,000
Other Funding Amount

Training Income £950,000
UK SIP £400,000
EFC £270,000
Contactpoint £7,000
VISA Funding (OPS) £22,000
VISA Funding (H.R.) £75,000
VISA Funding (H.R.) £13,000
CRB funding £29,000
Total Other Funding £1,744,000
Total Overall Funding £8,210,000
Resource by Faculty and Business Area*
CEO’s Office Communications and Awareness

5% (£395K) 5% (£381K)
Support and Development
18% (£1,516K)
15% (£1,215K)
ICT
9% (£767K) Portfolio and Depreciation
6% (£467)
Intelligence
19% (£1,602K) Harm Reduction
23% (£1,866K)
*These figures exclude the £3.4m on corporate services provided by SOCA.
39
Finance
Efficiency and value for money
In February, the National Audit Office concluded that our approach to disseminating online safety advice was cost effective
and represented very good value for their limited resources. We aim to continue this approach. Given the lean nature of
our business and the need to maintain output, further efficiencies will be achieved across the business through a reduction
in overtime and a 10% cut in spending on travel and subsistence. These efficiencies are added to the basic Grant in Aid
from the Home Office. We will also look to take a more strategic approach to our partnership arrangements and ensure
that our collaboration continues to deliver the best outcomes for children and best value to taxpayers.
How we intend to spend resources in 20010/11
The chart below depicts how CEOP intends to spend the limited resources it has available. This has been allocated
according to the relevant business objective and reflects current needs. This, of course, may change as the nature of the
spending reviews currently taking place become clear later on in this year.
Budget allocation: spending against objectives
lÄàÉÅíáîÉ=N=Ó=fÇÉåíáÑóI=äçÅ~íÉ=~åÇ=éêçíÉÅíI=ÅÜáäÇêÉå
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19% ëìééçêí=íç=ÅÜáäÇ=éêçíÉÅíáçå=éêçÑÉëëáçå~äë=~åÇ
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Ñçê=íÜÉã=íç=áåÜ~ÄáíK
40
Further information
CEOP is an open organisation. We will make as many of our policies, plans and decisions available to the public
as we can. If you have any queries about CEOP please visit our website at www.ceop.police.uk or call us
on +44 (0) 870 000 3344.
Telephone: +44 (0) 870 000 3344
Post: CEOP Centre

33 Vauxhall Bridge Road
London
SW1V 2WG
41
Annexes
A: Glossary
B: Governance
C: Board Members
D: Partners
A: Glossary
ACPO Association of Chief Police Officers – ACPO leads and coordinates the direction and development
of the police service in England, Wales and Northern Ireland.
ACPO(S) Association of Chief Police Officers Scotland
APA Association of Police Authorities
BECTA British Education Communications and Technology Agency
CEO Chief Executive Officer, CEOP
CEOP Child Exploitation and Online Protection Centre
DCSF Department for Children, Schools and Family
DFE Department for Education
DG Director General SOCA
EC European Commission
EU European Union
GCHQ Government Communications Headquarters
HMIC HM Inspectorate of Constabulary
ICT Information and Communications Technology
IM Information Management
KDI Key Diagnostic Indicator
LSCB Local Safeguarding Children Boards are the key statutory mechanism for agreeing how the relevant
organisations in each local area will cooperate to safeguard and promote the welfare of children,
and for ensuring the effectiveness of what they do.
NGO Non-Governmental Organisation
NSPCC National Society for the Prevention of Cruelty to Children
Safeguarding Safeguarding and promoting the welfare of children is the process of protecting children from
abuse or neglect, preventing impairment of their health and development, and ensuring that they
are growing up in circumstances consistent with the provision of safe and effective care that
enables children to have optimum life chances and enter adulthood successfully.
SOCA Serious Organised Crime Agency
SPI Strategic Performance Indicator
VGT Virtual Global Taskforce – A coordinating body made up of police forces around the world working
together to fight online child abuse, identify, locate and help children at risk, and hold perpetrators
appropriately to account.
UCLAN University of Central Lancashire
UKCCIS UK Council for Child Internet Safety
UN United Nations
YAP Youth Advisory Panel
43
B: Governance – roles and responsibilities
CEO/CEOP
Full operational control of CEOP;

Reporting to the CEOP Board on performance, business plans and expenditure;
Agreeing any bespoke CEOP policies with the DG/SOCA;
Health and safety with CEOP and business continuity planning; and
Working with the Home Office on the development of policy on strategic priorities, budgets, business planning,
and performance issues.
CEOP Board
Strategic control of CEOP;

Monitoring of performance and expenditure; and
Submission of CEOP Business Plans to the Home Office.
CEOP
Reporting to the Home Office through the CEOP Board;

All operational matters within its remit;
Compliance with SOCA policies save where bespoke arrangements have been agreed with the DG/SOCA; and
Establishing its own advisory groups to assist it in fulfilling its role.
DG/SOCA
Accounting Officer’s role for CEOP;

Delegation of powers and budgets to the CEO/CEOP;
Assisting the Home Office in the appointment and management of the CEO/CEOP;
Agreement of any CEOP policies departing from the SOCA policy framework; and
Agreeing processes for the appointment and management of senior CEOP staff.
SOCA
Overall statutory accountability to the Home Office for CEOP;

Establishing a CEOP Board to fulfil this role;
Incorporating CEOP into its mainstream audit arrangements, whereby CEOP reports to the SOCA Audit Committee;
Contracting authority for CEOP; and
Setting the overall policy framework for CEOP (exceptions will be agreed with the DG/SOCA).
Home Office
Determining strategic priorities;

Determining the ring-fenced element of the CEOP budget;
Appointment, appraisal and discipline of the CEO/CEOP (and delegating aspects of this function to the DG/SOCA);
Working directly with CEOP in developing strategic priorities, budgets, business planning and performance regimes;
and
Agreement of CEOP Business Plans.
44
C: Board members (at 1 April 2010)
Janet Paraskeva (Non-executive Board Member, SOCA) – Chair
Matthew Bishop (Business and Marketing Officer, Microsoft)
Christopher Blairs (Head of Organised and Financial Crime Unit, Home Office)
Malcolm Cornberg (Director of Corporate Services, SOCA)
Wes Cuell (Director of Services for Children and Young People, NSPCC)
Jim Gamble (Chief Executive, CEOP)
Brian Greenslade (Association of Police Authorities)
Bill Hughes (Director General, SOCA)
Ken Jarrold (Non-executive Board Member and Chair, CEOP Partnerships Committee)
Paul Minton, (Chief of Staff, ACPO)
Trevor Pearce (Executive Director Enforcement – SOCA)
Jeanette Pugh (Department for Education) – observer
Partnership Committee Members
Ken Jarrold (Chair and CEOP Board Member)
Paul Clark (Volunteer independent member)
Andrew Coller (Deputy Director of Commercial, SOCA)
Andrew Mulholland (Head of Governance, CEOP)
Ian Pendlington (Volunteer independent member)
Jim Rai (Volunteer independent member, Winkworth Sherwood)
45
D : Partners
The organisations below are currently signed up as CEOP partners. In addition to these partners, we work proactively
with many other organisations in industry, government and the voluntary sector. We are extremely grateful to all of them
for their continued support.
A partner is an organisation:
providing at least a one year commitment;

assisting in progressing our work in at least one area;
embedding staff or resources within CEOP either ongoing or project-based;
providing specialist knowledge to CEOP; and/ or
sponsoring events, publications or initiatives.
Note: CEOP is currently in the process of reviewing its approach to the definition, establishment and management of
partnerships, to try and provide a more inclusive approach for the future to reflect the wide variety of stakeholders that
work with CEOP in numerous different capacities. Once the results of this review have been agreed, details will be
published on CEOP’s website www.ceop.police.uk
Partners
ACS International Schools Intuitive Media

Beatbullying Microsoft
Becta National Society for the Prevention of Cruelty to Children
British Chamber of Commerce Thailand (NSPCC)
BT O2
Churches’ Child Protection Advisory Service PayPal
Crimestoppers Serco
Detica UK Border Agency
The Foundation for Social Improvement Virgin Media
GCHQ Visa Europe
Google Vodafone UK
Hector’s World World-Check
HM Revenue and Customs
Supporters
Association of Chief Police Officers Missing People
Association of Police Authorities MySpace
Australian Federal Police National Center for Missing and Exploited Children
ChildNet Nickelodeon UK Ltd
Dell QCC Information Security Ltd
Deloitte SAFEchild
Department of Homeland Security – Immigration and Serious Organised Crime Agency
Customs Enforcement Sol Melia Hotel, Hanoi, Vietnam
Entertainment and Leisure Software Publishers Sony Computer Entertainment Europe
Association (ELSPA)
Straker Films
Federal Bureau of Investigation
Sulake Corporation
The Football Association
Symantec
Foreign and Commonwealth Office
UNICEF
Holiday Inn, Silom, Thailand
University of Central Lancashire
Home Office
Winckworth Sherwood
Internet Watch Foundation
McGrory Communications
46
Child Exploitation and Online Protection Centre
33 Vauxhall Bridge Road, London, SW1V 2WG
www.ceop.police.uk

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Making every child matter ...

Child Exploitation and Online Protection Centre

The Chair’s foreword 5

Vision, mission and objectives 10

Our priorities for 2010-2011 17

The Chair’s foreword

Dame Janet Paraskeva DBE

strengthening the quality of our services;

meeting our new commitments.

Budget allocation: spending against objectives

a) laying the foundations for an enhanced 24/7 service;

b) helping industry to report suspicion and allegations more easily;

c) enhancing the provision of the harm reduction programmes;

d) Safer by Design in social networking sites;

e) reviewing and improving the operational capability of the Intelligence Faculty;

f) establishing the International Child Protection Network (ICPN);

g) strengthening the resilience of the Children and Young People’s programme;

i) strengthening out support to frontline services;

j) improving our organisational resilience;

k) extending our franchise programme; and

l) empowering missing and abducted children.

Vision, mission and objectives

Focused on children’s needs, our objectives are to:

Vision, mission and objectives

Our child-centred approach to reducing risk

Tackling the threat

TACKLING THE THREAT: ENFORCEMENT

Helping the frontline to deliver more at home and overseas

Bringing offenders to justice – By providing bespoke child protection legal

Increasing understanding and management of the threat

Coordinating international enforcement activity – We are active members of the

Vision, mission and objectives

REDUCING VULNERABILITY: EMPOWERMENT

Empowering children and young people

REDUCING VULNERABILITY: PROTECTION

Protecting children and young people from harm

Building capacity overseas – We strive to build policing and child protection

regional or local resolution is unavailable, could be enhanced, or made more

Vision, mission and objectives

Where we operate and who we work with

Parents, carers and teachers

UK law enforcement Offenders sexually Internet and Industry and business

We play a critical child protection role in four main areas, where:

How we work: partnerships and principles

FOCUS Ensuring every child matters everywhere.

The threat to children and young people

The changing nature of the threat: technical and societal change

The scale of the problem

The impact of childhood sexual abuse

Childhood sexual abuse

300 Children safeguarded or

Our priorities for 2010-2011

Delivering our objectives

A. strengthen the quality of our services;

C. enable us to meet our new commitments.

The principal activities we plan to undertake are summarised below.

How our plans for the year deliver our strategy

Establishing the international Enhancing our response Helping industry to report

Our priorities for 2010-2011

A. Strengthen the quality of our services

A.1. Enhancing our response capability

(a) Helping industry to report offences more easily

Our priorities for 2010-2011

Our priorities for 2010-2011