COMMUNICATING
FOR CONFIDENCE
A PRACTICAL GUIDE
The aim of Communicating for
Confi dence – A Practical Guide is to
provide you with the communications tools that can help increase public confi dence in the work you do to tackle crime and anti-social behaviour (ASB).
In particular:
• providing the community with
information to improve their understanding of what is being done locally to respond to crime and anti-social behaviour issues that concern them the most
• providing the community with more information about the results of work to tackle crime and ASB (however minor it may seem) – with follow up on the action you have taken, solutions you have found, arrests, prosecutions and sentences
‘ I believe the greatest weapon for tackling crime and disorder, and drugs and alcohol issues is the general public. And open communication with the public is vital to get them onside.’
Malcolm Hoddy, Chairman of Keighley Drug and Alcohol Reference Group and editor of the Keighley News in West Yorkshire
• encouraging the community to
2
STEP 1
SETTING THE STRATEGY
Step 1 is about the importance of communications, how to develop a communications strategy, who to involve and how to measure success.
STEP 2
DEVELOPING THE PLAN
Step 2 is about planning the activities and the overall programme that will achieve your objectives. Deciding on messages, timing and audiences. It involves deploying the communications resources of the partnership effectively – building on what has worked in the past, learning from the successes of other partnerships, and creating new ideas.
STEP 3
IMPLEMENTING THE PLAN
Step 3 is about making it all happen. Selecting the right channels, and ensuring messages are clear and positive; managing the various activities across the partnership so they work as intended, and measuring the results in terms of community confi dence in the partnership’s progress in reducing crime and anti-social behaviour. Then feeding all this back into strategy development for the future.
THE 3-STEP PROCESS
STEP 1
SETTING THE STRATEGY
• THE IMPORTANCE OF COMMUNICATIONS • THE ROlE OF COMMUNICATIONS
STEP 1
THE IMPORTANCE OF
COMMUNICATIONS
A partnership may be good at reducing crime and ASB – but if it doesn’t clearly inform the community what it is doing… Why should they believe the neighbourhood is safer?… Why should they come forward with information?… Why should they have confi dence in the police and local agencies to reduce crime and ASB?
It is understandable for partnerships to focus on the practical side of reducing crime and ASB, while putting on hold tasks such as communications that seem less important.
But, as Communicating for Confi dence –
Insight and Research has explained,
communications is an essential element in building confi dence. The more that people know about action to tackle crime and anti-social behaviour, the more confi dence they are likely to have in their local services, and the more likely they are to get involved by reporting crime and acting as witnesses.
A coherent communications strategy that gives leadership and feedback to the community – by informing and involving them – is a potent tool in helping to build confi dence in the work you do.
The best way to achieve this is through a coordinated communications strategy that all the partners have contributed to, signed up to and agreed to follow. A communications strategy that is fi rmly based on real action taken to tackle the problems that concern the community. Consider your budgets carefully, use resources effectively and ensure you get value for money. As an integral part of your partnership’s approach, communications can help to:
gain community understanding
•
and support for the partnership’s work
change community attitudes
• to
the work being done to tackle crime and ASB
achieve the partnership goals
•
build community confi dence
•
4 Step 1 Setting the strategy
IMAGINE YOURSELF AS
A MEMBER OF THE LOCAL
COMMUNITY IN YOUR
PARTNERSHIP AREA… AND
TRY TO ANSWER THESE
QUESTIONS HONESTLY.
Do you receive regular messages
1
about action taken to tackle crime and disorder in your area?
If so, how do you receive them?
2
Newsletters, leafl ets, local paper, local TV or radio station…? Is what you are being told about
3
the safety of your local community a consistent story that chimes with you and your friends’ experience? Is the information you receive
4
local enough for you to really relate to? Does it address the issues that matter to you?
Are you aware that local agencies
5
and groups are working in a partnership to reduce crime and ASB to make your local area safer? Do all the agencies and voluntary
6
and community groups give you similar messages about crime and crime reduction? Or are there differences?
Do you fi nd it easy to let the police
7
or your partnership know what you think about community safety in your area?
Do the police/partnership listen to
8
and act on feedback from members of the community?
Do the police/partnership keep you
9
informed about the issues – however small – that are of most importance to you?
If you answered ‘no’ to any of these, then you should think about reviewing your existing communications.
WHO SHOULD YOU INVOLVE?
Your communications strategy should not be determined in isolation from other local organisations – their perspective could make a valuable contribution to your thinking.
So either as active partners in creating your strategy, or as commentators on it in draft form, consider involving:
ASB coordinators
•
the local Drug and Alcohol Action
•
Team or Substance Misuse Team your local authority press offi ce
•
your Local Criminal Justice Board
• *
Neighbourhood Policing Project
•
managers/teams/offi cers Neighbourhood Watch schemes
•
police force/authority
•
primary care trusts
•
tenants’ and residents’ associations
•
Youth Offending Team managers
•
others you think may be appropriate.
•
THE ROLE OF
COMMUNICATIONS
As well as considering who to involve in developing your strategy, you also need to decide the role of communications in your strategy. It may be some of the following, or all of them. It depends on the issues you face locally.
SIX ROLES COMMUNICATIONS MIGHT PERFORM IN YOUR STRATEGY
To inform •
To tell the community what action is being taken to reduce crime. What has happened. How the teams have responded. What the results are. ‘ When there was a burglary on our
street, we got a letter from the police through our door about it. Things like that are really helpful and instil confi dence in the service… you have a sense that somebody is doing something about problems and that the authorities actually care…’†
To explain •
To put in plain words why you are doing something and how it works. Focus on transparency, fairness and accountability.
‘ (There’s) not enough information… what does a supervision order actually mean… or a suspended sentence… or a reparation order?’*
To reassure •
This is about being straightforward and realistic. Show that you are concerned, that you are responding, and that you have the interests of the community at heart.
6 Step 1 Setting the strategy
To engage •
To gain greater understanding of local priorities and concerns – by providing opportunities for community involvement/reporting. And demonstrating you value it! ‘ The public are sick of the headlines:
‘We need the community to help us solve crime’… It’s a two-way thing. The police should do their job – and the public need to be treated well and valued. Usually they are not.’*
To provide a supportive resource •
For example, providing contact details and information to victims and witnesses who will need support when attending court.
‘ I was a key witness… Myself and others were offered NO witness support. Many said they would never do it again….’*
To help prevent a crime •
Highlighting safety measures; signposting help with parenting, community involvement, and youth activities, and pointing the way to other useful resources. ‘ …we had some PCSOs knock
on our door and talk us through how to protect our house and car from further break-ins – that was really good.’†
* Quotes from ‘Engaging Communities in Fighting Crime Review’ by Louise Casey – ‘Have Your Say’ questionnaire responses by members of the public
DETERMINING THE
COMMUNICATIONS
STRATEGY
Audit existing partnership
1
communications activities Form a working group with representatives from each area of the partnership, and other involved local organisations.
Use available data
• to establish the
current key concerns the community has about community safety. Try to place these in an order of priority. If necessary, conduct a consultation or survey, among the community to confi rm your judgement.
For more information on local surveying go to www.idea.gov.uk /idk/core/page.do?pageId= 1292506 or www.mrs.org.uk/ standard/mrs_guidelines.htm
Audit
• partnership communications
activities and resources to identify: – whether messages are consistent – how messages are coordinated – what’s working/areas of good
practice
– areas that could be improved.
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Before planning
communications activities for the year it is important that everyone involved takes a step back and agrees:
The current situation •
What are you doing now and why? What’s working? The objectives
•
Precisely what do you want to achieve and with whom? Responsibilities
•
Who’s responsible for making it happen?
Evaluation •
8 Step 1 Setting the strategy
Agree communications
2
objectives
Based on the audit develop and agree communication objectives –
what do you want to achieve through communications?
Each objective must pass the
SMART test:
Specifi c
• – be clear about what
you want to achieve, the role of communications and who precisely is targeted?
Measurable
• – have outcomes that
can be quantifi ed in a helpful way.
Agreed
• – by the whole partnership
and those responsible for carrying it out.
Realistic
• – achievable with the
tools available and within budget constraints.
Time specifi c
• – achievable within
agreed time limits.
A vague objective such as: ‘We want to raise the profi le of the partnership and its activities in the community’ would fail the SMART test on most counts. However, ‘By identifying local priorities and keeping people informed, we can help to increase public confi dence by 10% over the next three years in the work of the local services to reduce crime and anti-social behaviour’ is SMART.
It is important that all sections of the partnership sign up to these objectives. Agencies that pursue their own agenda at the expense of the partnership’s will create confusion and undermine the partnership’s communications activity.
Agree responsibilities
3
You will need a structure to be effective in turning your strategy into a plan and successful activity.
Establish a Communications Working Group
Responsibilities
Developing the communications
•
plan from the strategy
Accountable to the partnership
•
for achieving targets and timing One group member should have
•
‘lead responsibility’ for developing the communications strategy
Agree the approval and sign-off process
•
Allocate the following communications tasks to a member of the team or communications offi cer
Responsibilities
Day-to-day implementation
•
of the plan
Central contact point for all
•
communications activity Liaising with the media
Evaluation
4
Evaluation of communications should focus on outcomes against agreed objectives. Usually this means measuring changes in awareness, perceptions or behaviour.
Why evaluate?
Evaluation determines whether
•
you have achieved your communications objectives. It shows what was working and what
•
was not working. Helping you to
improve performance next time. It enables you to demonstrate how
•
the activity contributed to attaining
partnership objectives.
It can help to inform the impact on
•
public confi dence in the work you do.
The practicalities
Targets
• When you agree your
communications objectives you need to set measurable targets linked to them.
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Your strategy should not be a static document. Review it each year against the community situation and communication needs. Have there been any changes? Are the objectives still relevant? Tweak as necessary.
Surveys or focus groups are a great
•
way to evaluate the impact of your communications – consider using existing local authority or police force surveys.
Who should see the evaluation?
Present an annual evaluation to your partnership board and partner agencies:
To demonstrate the effectiveness of
•
your communications activity. To help secure a communications
•
budget in the next delivery plan.
Key evaluation measure
Evaluation should focus on outcomes:
Outcomes
• are the effects required by
your communication objective, usually measurable changes to awareness or perceptions or behaviour, eg a change in public confi dence.
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When using surveys to
10 Step 1 Setting the strategy
WHAT YOUR COMMUNICATIONS STRATEGY DOCUMENT SHOULD INCLUDE:
The current situation
A brief statement of the key concerns of the community in your partnership area, and those issues where a communications input can help to build public confi dence and reduce perceptions of crime and anti-social behaviour.
Your objectives
What realistically do you want to achieve? Describe the role of each communication objective in supporting the partnership’s delivery process as well as the desired specifi c, measurable outcome?
Your audiences
Which members of the community are you targeting with each objective?
How you will evaluate
How you will measure outcomes and what you will consider as success.
Once you have set the strategy, you can develop the Communications Plan for the year.
WHAT YOUR COMMUNICATIONS PLAN SHOULD INCLUDE:
The activities
The activities you will run to achieve each objective.
The messages
The messages each activity will carry.
The budget
Consider your budgets carefully, use resources effectively and ensure you get value for money.
Information on the communications plan is continued on the next page.
You can
• measure outcomes qualitatively or quantitatively. Telephone, online or street surveys
•
are the main means of gathering
quantitative or numeric data. If the sample matches your audience, the large numbers that can be interviewed make it very accurate. The only drawback is the limited number of questions you can ask and the diffi culty of probing for reasons behind the answers.
Other evaluation measures
You can measure inputs and impact to
•
get a feel of how a campaign is working
but these are less useful as they only measure the process rather than the effect of a campaign. Inputs
• are the campaign mechanics,
eg media coverage, leafl et distribution, web hits, event attendees, etc.
Impact
• looks at audience involvement, eg click-throughs/time spent on websites, numbers taking part in a poll, enquiries generated by campaigns.
STEP 2
DEVELOPING THE
COMMUNICATIONS PLAN
• PRINCIPlES TO bUIlD CONFIDENCE • AUDIENCES AND MESSAGES
STEP 2
DEVELOPING THE
COMMUNICATIONS PLAN
Once you have agreed your communications strategy, you will need to develop the plan (the messages and activities) that will help you deliver your strategy. In preparing these messages and activities you need to consider how communications can help to build confi dence and trust between the partnership and the community. On the next page we list seven principles that will help.
Remember that building confi dence takes a lot of time and effort. Once established, it is invaluable in helping to achieve partnership goals.
But it must be nurtured. A momentary lapse can so easily undermine months or years of work.
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The Number 1 priority in building confi dence is understanding what matters to your community and
focusing on these real concerns.
12 Step 2 Developing the plan
COMMUNICATIONS PRINCIPLES THAT CAN HELP TO BUILD PUBLIC CONFIDENCE
Focus on Neighbourhood Concerns
1
The partnership serves the neighbourhood, so focus your communications on real
neighbourhood concerns.
Actions speak louder than words
2
Talk about real outcomes. Credibility is about echoing real experience
not about strategies or statistics or budgets.
Nothing is ever too small
3
If you ask the public for help, or they ask you, always let them know the outcome. However insignifi cant.
Never over-promise
4
Be realistic and manage
expectations. It is often better to under-promise and over-deliver.
Have the confi dence to admit
5
the partnership can’t do it all
For the partnership to succeed, you need to inspire the help of the public.
Be sensitive to how your messages
6
might be interpreted
Think about the context in which your messages will be seen or heard. Ensure they are clear, with no unintended meanings or hostages to fortune.
Use the channels people trust
7
Your communication plan should be geared single-mindedly to delivering your communication objectives.
Your objectives will shape your
•
messages and audiences – what you want to say to whom.
You should ensure local concerns
•
are at the heart of each message.
If an objective is to let people know that anti-social behaviour such as drunken rowdy behaviour or underage drinking is being tackled – then the messages must refl ect this. They might report action taken to crack down on alcohol-related ASB in the city centre, or to prevent alcohol sales to those under age.
This approach means you will need a proper analysis of your community – by survey, consultation, etc – to understand what the real issues are.
AUDIENCES
AND MESSAGES
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14 Step 2 Developing the plan
The most vulnerable groups or
•
those most at risk of offending are likely to be your key audiences.
But whatever the audience you should target them with messages that are appropriate. Again consultation is important – the better you understand your audiences, the more easily you will be able to communicate with them.*
To deliver messages the voice of
•
the frontline is particularly potent.
The police are the group the public most trusts on crime matters. And those on the frontline are seen to be most in touch with local issues.*
People are also highly receptive
•
to messages that come from those they know and trust.
So word of mouth is a powerful channel. For example, it’s been found that an excellent way to spread messages from the FRANK campaign to young people is through their peers.
People respond differently to
•
different channels. Newsletters and local press reporting are trusted, while advertising is regarded in a different way as it is paid for.
A good understanding of your audience and the available channels will help you match the two to make your communications more effective.
Some key audiences may be hard
•
to reach groups. Seek advice on messages and channels from local community groups. Ealing Council, for example, uses phone-in shows on a local Punjabi radio station to target older Asian residents who don’t speak English.
A FRAMEWORK ON
WHICH TO HANG
YOUR PLAN
Use the calendar as a framework for your plan.
Whatever the time of year there’s always a seasonal change, an anniversary, a local festival, a national campaign that you can use to communicate some of your key messages. Overleaf are some ideas to get you started…
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16 Step 2 Developing the plan
HOOKS AND EVENTS ACTIVITY
JANUARY New Year…
new start Stories about drug users whose lives have been transformed in the last year by going into treatment.
FEBRUARY Valentine’s Day Love your neighbourhood. Celebrate individuals who have improved the quality of life of the community.
MARCH Mothers’ Day Mums talk about how anti-social behaviour powers have made their neighbourhood safer for their kids.
APRIL Spring cleaning Spring clean your community. Organise a campaign to clean up neighbourhood ‘grot spots’.
MAY May Day DIY The things you can do yourself to make your home safer.
JUNE National Tackling
Drugs Week Piggyback national activity, eg Invite a local reporter to visit a rehabilitation centre for the day. Ask for nominations for the Tackling Drugs Changing Lives Awards.
JULY The school holidays Highlight diversionary activities for young people during the school holidays.
AUGUST Vandalism – protecting schools during the holidays
For example, distribute letters to those living near schools asking them to report anything unusual.
SEPTEMBER Back to school Advice on keeping valuables safe for schoolchildren and students. Advice on drugs for students.
OCTOBER Inside Justice Week Local press. Focus on witnesses. The importance of witnesses and the support they are offered.
NOVEMBER Not in My Neighbourhood Week
Invite local media to see Community Payback in action.
DECEMBER Know Your Limits Christmas ‘Drink-Drive’
STEP 3
IMPLEMENTING
THE PLAN
Action taken in response to community concerns
Fundamental Channels should be part of every plan
Support Channels used according to needs and budget
Advertising Conferences
Consultations
Events
Roadshows Web/DVD
Viral marketing
National events
Lo ca
l m ed
ia N
18 Step 3 Implementing the plan
CHANNEL PROS CONS
THE FUNDAMENTALS THE CHANNELS THAT SHOULD BE PART OF EVERY PLAN
Newsletters It’s a channel people like and request. You can send all your messages the way you want… to those you want.
It demands effort from you and your colleagues to maintain a consistent and relevant output issue after issue.
Local media Local press, radio and TV reach a large section of the community, and are generally trusted by them.
You are competing for attention with many other stories. You need to ensure your story is newsworthy.
National
campaigns You can build on the strengths of a national campaign and relate it to local circumstances.
Some campaigns may not be relevant to local needs.
SUPPORT CHANNELS THE CHANNELS YOU SHOULD USE ACCORDING TO NEED AND BUDGET
Advertising Can be highly visible. Allows you to set out your message in your own words and in the most effective way you can.
Its relatively high cost means its use is restricted by your budget. Ads may not be trusted as much as reported material.
Conferences A powerful tool to create interaction. Either to gain greater insight into issues or to share information and best practice.
Time-consuming for the participants, but particularly for the organisers.
Consultations A vital two-way research tool between offi cials and community, demonstrating offi cials’ desire to do something and allowing the community to have its say.
It can be counter productive if it is not followed up by feedback to the participants. Also beware of over consultation leading to cynicism.
Events Likely to allow you to talk in depth to a self-selected and motivated audience. Generates useful feedback.
Quality of audience depends on location and time of day. Time-consuming for staff, often expensive.
Roadshows Allows you to get to diffi cult to reach audiences, eg youth, speak in depth to them and obtain useful feedback.
Quality of the audience depends on location and time of day. Complex to organise and time-consuming for staff.
Viral marketing Techniques that use pre-existing social networks to communicate your message. This can be an inexpensive but effective communication tool. It is trusted, creating awareness and buzz.
It can be diffi cult to control. People are more likely to talk about bad experiences than good ones.
Web A website can be accessed by almost
everyone, and is relatively inexpensive. It is high maintenance to keep it up to date and relevant. Also its
URL needs to be widely publicised.
DVD A versatile channel that can be used
for well-targeted and imaginative content. Good for youth audiences.
HOW TO DO IT…
A CASE STUDY
‘ WE ASKED… YOU SAID… WE DID…’
This case study is a good example of a communications strategy and plan aiming to build public confi dence via communications. It is a joint campaign for public services in Tyne and Wear. Its premise is that the more residents become aware and involved in the work of local partnerships, the more likely they are to have confi dence in these services and in their local area. Step 1 Setting the
communications strategy
To create a joint marketing and
•
public relations campaign to build public awareness of and confi dence in public services in Tyne and Wear
– mounted by the fi ve unitary authorities of Tyne and Wear plus Northumbria Police, the two primary care trusts, the fi re service and Nexus public transport… all working together
– directed by Tyne and Wear Policy Offi ce and led by their marketing team working in full collaboration with the communications heads of all 10 participating organisations.
To expand partnership working
•
beyond traditional geographic or service boundaries
– putting listening at the heart of planning by involving the community at every stage… connecting those who deliver services with each other and
with those who receive them – initiated by a full consultation
process (We asked…You said) using over 40 venues.
To develop a campaign able
•
to target local concerns, promote overall ‘quality of life’ improvements and celebrate the benefi ts of public services working together
20 Step 3 Implementing the plan
Step 2 Developing the communications plan
A unifi ed campaign presenting
•
the positive actions taken by public services based on: ‘We asked… You said…We did…’. Each item in a similar campaign style creating a sense of unity and building recall. Each item demonstrating real
achievement by the collaborative work of real frontline staff in response to the real needs of the community.
Pooling a lot of little budgets to
•
build a big budget to create a noticeable presence. Grouping the budgets and spending it where and how it will be noticed – newsletters, local media, transport posters. Making ideas work hard. For example, the branded metro train included interior carriage cards, that demonstrated achievements in different areas.
Step 3 Implementing the communications plan
Examples of the campaign are shown opposite. The results in building public confi dence in what is being done by Tyne and Wear public services have been excellent.
The campaign has improved •
perceptions of public services listening and responding to the community particularly on crime and anti-social behaviour. ‘It’s getting better where I live.’ ‘ … anti-social behaviour is being
tackled more now.’
The campaign has raised the positive •
perception of local public services identifying and acting on community safety issues from 62% to 70%. The campaign has also raised the •
TYNE AND WEAR CASE STUDY WE ASKED…YOU SAID…WE DID
For more information contact: [email protected] Resident
and area newsletters
Posters & local press – under age drinking campaign
Posters – free home security checks Posters –
community safety campaign
22 Step 3 Implementing the plan
THE LANGUAGE
YOU USE
THE WAY PEOPLE RECEIVE MESSAGES
People are bombarded by
•
messages. So unless a message is interesting, clear and relevant it is often misheard, misinterpreted or simply not heard at all.
People trust their own judgement
• .
They believe messages that match their or their friends’ experience, or that seem to be common sense.
People are only likely to believe
•
statistics if… they come from a trusted source, or they match what the reader can see or knows. Therefore, the more local the statistics, the less room for disbelief. ENSURING YOUR MESSAGES ARE HEARD THE WAY YOU WANT THEM HEARD
Know your audience
• . Understand their
current beliefs, concerns and feelings.
Use this insight to structure your
•
messages so that they are relevant, easily understood and credible.
Write in simple, jargon-free,
•
positive language. Always express
things in a clear and positive way, otherwise you may fi nd you are creating unwarranted fear.
Try out messages
• on your colleagues
or, best of all, members of the audience you are addressing to make sure what you want to say is clear and not open to misunderstanding.
Double-check messages after they
•
have been reported to ensure they still mean what you meant them to mean.
THE GOLDEN RULES OF LANGUAGE
Make sure what you say is:
C
• lear
R
• elevant
I
• nteresting
S
• traightforward
P • ositive
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THE FUNDAMENTALS
There are three channels which should be part of
every local plan.
IPSOS Mori research and
Louise Casey’s Review ‘Engaging Communities in Fighting Crime’ indicates that the community’s information needs are very simple.
They want
• – straightforward facts
about crime in their area, the action being taken to prevent it, the results of this action and what happened to those who were caught. In addition, they would like to know the things they can do to help protect themselves and their families.
They want to receive these facts
• –
either directly through newsletters or leafl ets or via their local media.
This suggests three fundamental channels that should be part of every local communications plan:
Newsletters •
Local media •
Local follow-up to national •
events and campaigns
Conferences
National events
Lo ca l m ed
ia N
ew sle tter
24 Step 3 Implementing the plan
WHY ARE THEY
FUNDAMENTAL
CHANNELS?
Extracts from Louise Casey’s Review –
‘Have Your Say Responses’
*A review of the responses to the Casey Review, many of whom are actively involved in the community or affected by crime – victims, witnesses, the young and the elderly. ‘ I just want to know what’s actually
going on around me. Nowadays, I just switch off when I hear someone get up to talk about crime. I know that all they’ll do is twist and select until they’re telling you whatever they want to tell you.’
How do people decide whether crime is going up or down? Do they rely on what they see in the media, what they see around them in their area, or their personal experience?
The media is a way in which people •
get a sense of the crime rate. However, personal experience and •
what they see in their local area are the key ways in which they form their views on crime.
Finally, people are wary of both crime •
fi gures, and media stories on crime. HOW DO PEOPLE DECIDE? TOP FIVE REPLIES
Any media 729 (49%)
Personal experience 602 (40%)
What they see locally 529 (35%)
Media/press is biased 265 (18%)
Figures are confusing 169 (11%)
‘ Our [local police] report to us with actual fi gures not percentages. He tells us how many more/less crimes in each category. I think this is the sort of information people are interested in.’
‘ In any given area of the UK, on each and every estate, those who live there are aware of how bad their own patch is, and who is responsible for what.’
What is the best way to provide the public with information about crime nationally and locally? What kind of information are people interested in both nationally and locally?
People want information:
directly as well as via local media
•
about action taken to tackle local
•
crime, plus feedback on the results about what happens to those caught
•
that is presented clearly and honestly.
•
WHAT’S THE BEST WAY TO PROVIDE INFORMATION? TOP FOUR REPLIES
Local newsletters/leafl ets 309 (21%)
Local press 301 (20%)
Through local groups 160 (11%)
The general media 126 (8%)
WHAT KIND OF INFORMATION? TOP FIVE REPLIES
Feedback about
action taken 234 (16%)
Reliable/clear/
‘non-spin’ facts 210 (14%)
Local crime fi gures 204 (14%)
Local problems 163 (11%)
Local punishments
(incl ASB) 124 (8%)
‘ I do believe that if the public is honestly and fully informed of what crime is being committed – and more importantly what the police are doing to prevent and detect the crime – then the police and criminal justice system (CJS) as a whole will gain more respect… and members of the public will feel more reassured.’
26 Step 3 Implementing the plan
CREATING A
NEWSLETTER
A newsletter is the workhorse of communication tools.
It’s so simple, it’s easy to overlook. But handled well,
it is a highly effi cient and effective tool.
Always have your audience in mind
The more local the information, the more relevant it will be to them.
Offi ce for Criminal Justice Reform (OCJR) research* indicates:
handing
• someone a leafl et is better than posting it, but…
talking
• them through it is best of all.
Effective planning is critical
Develop your newsletter format, a timing plan and article guidelines.
A newsletter must be sustainable
Be realistic about the number of issues and the amount of content you can produce.
Begin with good basics and then build
Start with a few lead stories, shorter news items, and a message from the editor. As you develop add articles, messages and visuals to bring it to life.
TOP TIP
The fi rst draft is always the hardest. Start writing your draft at the computer. Don’t stop to edit and polish grammar, but rather concentrate on getting a logical fl ow of ideas.
When briefi ng an article, always agree
Topic, basic content, length and deadline.
Deadlines are sacred
Build in a safety margin to allow for delays.
Worry about how your newsletter reads before you worry about how it looks
Relevant, well-written content should be able to stand on its own, even as plain text.
If you’re doing an email newsletter, ‘clean and simple’ spells ‘effective’
Keep to plain text. Be concise, and put an ‘in this issue’ outline at the top. Archive back issues, with an index on your website.
Good writing and editing is crucial Write compact articles in the active voice – ie no awkward ‘was being done by’ sentences. Summarise your entire message in two or three sentences at the start. Think who, what, when, why and how. Decide what action/reaction you intend for your reader.
Edit for clarity, conciseness, accuracy, jargon, grammar and spelling. The aim must be an easy read for your audience.
ALWAYS ASK FOR
READER FEEDBACK
Watch
• how people read your
publication.
Talk
• to a group of readers after each issue.
Conduct
• a regular formal
readership survey
Invite
• reader comment.
ACT ON WHAT YOU LEARN
Distinguish a story from information
Information only comes to life as a story when someone talks about it. Use quotes, cite sources, show pictures.
Lead with strong, broad appeal stories
28 Step 3 Implementing the plan
NEWSLETTERS
EXAMPLES
Have you considered?
Publishing your newsletter twice a year with an email bulletin between issues?
TOP TIP
WORKING WITH
YOUR LOCAL MEDIA
Local media – press, radio and TV – is a trusted
information source for the community.
TOP TIP
Journalists are ruled by deadlines. Some are short: ‘the programme airs at noon’.
Some are longer: ‘it’s a special report for next month’.
It is important to check their deadlines otherwise the opportunity will be lost! BUT don’t be pressured into sending out wrong or unchecked information.
PREPARATION
When you talk to a journalist the most important thing is to be prepared – know what you want to achieve and your key messages. It’s also a good idea to have facts to hand, ready for questions.
If you do you’ll be in a much stronger position – and you’ll feel more confi dent.
CONTACT LIST
An up-to-date media contact list is key to ensuring your story goes to the right desk.
Add
• local organisations with their own magazines or newsletters, eg schools, residents’ associations, etc.
Ensure
30 Step 3 Implementing the plan
BUILDING RELATIONSHIPS
Identify journalists working in your area. Try to meet them for lunch or coffee at regular intervals to chat about what they are looking for and build the relationship.
When you get together, it’s a good idea to take a possible story with you. And remember, always ask what else they’re working on and whether you can help. Try to follow up press notices with a phone call – to talk through the story.
Call when journalists are less busy. •
Avoid daily titles between 4pm and 6pm – this is when they fi le copy for the next day – and evening papers in the afternoon – which is when they put their publication together. If the journalist is not enthusiastic •
ask what might help make the story attractive.
For broadcast media call the •
forward-planning team. It is worth talking to them to fi nd out if they are interested in the story before you send out the press notice.
MANAGING THE STORY
Negative reporting does not necessarily indicate a hostile media. It can be the result of an information vacuum – maybe no one has responded to their enquiries.
If it is well written it will stand out and get noticed among the hundreds of others they receive each day.
10 SIMPLE STEPS TO BETTER NOTICES
1 View your story through the readers’ eyes. What makes it interesting? What makes it newsworthy? From their perspective… not yours!
Get noticed with a catchy
2
headline. Make your most exciting point as concisely as possible. Emulate newspaper headlines.
Make the fi rst paragraph count
3 .
If the journalist reads only this they should have the key points of your story. Who? What? Where? When? Why? How? Hopefully, it will encourage them to read on.
THE PRESS NOTICE
A press notice is a short statement informing journalists
about a news item or event you want them to report.
TOP TIP
32 Step 3 Implementing the plan
Build the story through the
4
ensuing paragraphs. Less important facts should appear further down as a subeditor will often cut from the bottom up if short of space. Write in this order: summary, explanation, background, quotes, additional information.
NB If the story is about a problem, you should always include a statement about the efforts being made to tackle it. Shorter is better
5 . Two pages are
fi ne. One page is better. And keep the paragraphs short and punchy.
Use clear, simple language
6 .
Write in the present tense. Be direct. Avoid jargon. Ban abbreviations.
Include short, relevant quotes
7 .
Comments from service users, partners or members of your team will add human interest.
Follow the etiquette.
8 Head it
‘PRESS NOTICE’ and write ‘ENDS’ at the fi nish. If you go over onto a second page put ‘M/F’ (more follows).
Always add full contact details
9 ,
including email and out-of-hours contacts, in bold at the end.
Use a ‘Note to Editors’ at the end
10
to add any details you don’t want in the ‘story’. Things like who set up the service, or who to contact for more information on a national campaign.
PLUS
Get your work double-checked
PRESS NOTICE
[DATE]
[TOWN NAME] FAMILIES GET HELP TO TACKLE CHRISTMAS STRESS
[Town name] families are being sent Christmas cards packed with tips to help them avoid a stressful festive period.
[Town name] Drug and Alcohol Action Team (DAAT) is sending cards to 90,000 households across the city as part of a campaign that aims to help families deal with the extra pressures Christmas can bring.
TV ads tell us that Christmas is a magical time full of happiness. But in the real world, the increase in stress, debt and alcohol or drug use mean it is a diffi cult time for many families. The Christmas cards from [town name] DAAT aim to tell people how they can deal with many of these problems.
[Local spokesperson] said:
‘Christmas can be a high-pressure time for families and this increases if someone in the family drinks or uses drugs. This campaign is about
showing families who fi nd themselves in these situations that there is someone who can help.’
As well as pointing the way to a Christmas survival guide, the cards carry the number of a special helpline offering advice and support, which people can call in times of need.
ENDS
NOTES TO EDITORS
1. [Town name] Drug and Alcohol Action Team (DAAT) is a partnership organisation made up of representatives from various local bodies and is responsible for providing effective drugs and alcohol services in [town name] as part of a 10-year Government strategy.
2. Copies of the Christmas card and poster are available on request. 3. [Town name] DAAT helpline: xxxxx xxx xxx.
For more details contact: [Name] [Partnership] [Offi ce Tel] [Mobile] [email]
34 Step 3 Implementing the plan
INTERVIEW TECHNIQUES
Interviews can be nerve-racking – and sometimes a bit
of adrenaline is not a bad thing. They are also a good
opportunity for you to make your points simply, succinctly
and in a straightforward way. All it takes is a little bit of
thought in advance.
FOUR SIMPLE DOS AND DON’TS FOR INTERVIEWS
DOS
Do distil the issue you want
1
to talk about into three simple messages. Prepare short, succinct phrases for each one, that sum up what you want to say. Also have three examples of each message ready. This will enable you to
reiterate your points in different ways at different times in the interview.
Do stay positive
2 . Think of the
effect that your words could have on the listener. Speak concisely and positively so that your message is not lost.
Do solicit feedback
3 . The
journalist’s opinion is an important element in the mix. Make the interview an exchange of ideas and feedback – so that you can answer any hidden concerns.
TOP TIP
If you fi nd yourself thinking about the answer to a question in an interview, something is going wrong. Your thinking should be done before you get to the interview so that you can concentrate on communicating your thoughts clearly.
Do remain on your guard
4 .
Most interviewers want the best from you, but if you meet a hostile one be aware of tactics such as: interrupting, asking multiple questions, pregnant pauses and starting questions or wrapping up with negative statements. The best response is not to rise to the bait. Remain courteous but stick to the points you want to make.
DON’TS
Don’t feel compelled to answer
1
everything. Be honest. If there’s a question you don’t know the answer to, don’t fudge it or say ‘no comment’ – because that makes it seem there’s something to hide. Simply say that although you don’t have the answer, you have a colleague who does. Then check out the answer and call the journalist as soon as possible with the information requested.
Don’t say anything you would
2
not be happy seeing in print.
Don’t feel that you must fi ll a
3
silence. Never be frightened to pause and collect your thoughts.
Don’t repeat negatives or criticise
4
others. Words can be quoted out of context. And journalists can easily go to the person/organisation you criticised and ask for their opinion of you!
36 Step 3 Implementing the plan
ENGAGING LOCAL MEDIA
IDEAS YOU CAN USE
IDEA 1 A ‘CRIME DOC’ COLUMN The partnership agrees to supply a local newspaper with copy for a regular column answering questions about crime. For each issue it chooses a subject and answers a typical question about it, such as: ‘What’s being done about drugs in our area?’ or ‘What can I do to make my home more secure?’ BENEFITS
The partnership gets a regular •
dialogue with the community about subjects that matter to them. The partnership can communicate •
the local action that is being taken to tackle issues of local concern. Having a regular channel also •
provides a structure for planning ahead around things like Christmas and the summer holidays.
TOP TIPS
• Maintain a close relationship with the paper, and be aware of the editor’s priorities and what its readers worry about. • Be ready to deal with the
negative things as well as the positive.
CASE STUDY
The Safer Gateshead Partnership supplied a weekly Crime Doc slot to the Gateshead edition of the
Chronicle Extra.
Colleagues took turns to provide copy on their various subject areas. ‘It proved incredibly helpful in getting messages out to the local community,’ says Policy and Performance Coordinator, Carole Gibson. ‘With even a three-weekly slot you can cover a lot of ground in a year.
‘You’ll know what questions to answer because you’ll know your community.’
Angela Upex, editor of Chronicle Extra, says: ‘We’re always on the lookout for new material, particularly with a community focus. We already had columns by the local MP and councillors, but when a regular slot on crime came up we knew it would fi t well. It’s almost like a community service.’
38 Step 3 Implementing the plan
TOP TIPS
• Get into dialogue with your local sports clubs – you will often fi nd they’re happy to help. • Involve other parties –
councillors, police, your local MP. It will add interest and breadth.
CASE STUDY
Hounslow Community Safety Partnership used sport to great effect when it teamed up with Harlequins Rugby League Club for a photo shoot to mark National Tackling Drugs Day in 2007. ‘We were delighted with the Harlequins involvement. These are the individuals who young people look up to,’ says Amolak Tatter, the partnership’s criminal justice project manager.
‘Sport reaches across age and race boundaries, and Hounslow is a very multiracial area.’ Two young Harlequins stars attended, 19-year-old Tony Clubb and 21-year-old Michael Worrincey, whose comment: ‘sport keeps you healthy and motivated – much better than any drug’ was right on the button. Representatives from the local police force and partnership agencies were also there, together with two local councillors.
‘The story had interest across several areas – drugs, the police and young people,’ says Chris
Briddon of the Hounslow and
Brentford Times. ‘Also, the
Harlequins are hugely newsworthy – having them on board made it a must for us.’
You can contact Amolak at [email protected] IDEA 2 MAKE THE MOST
OF SPORT
Sport has great news value – people feel passionately about it and it makes for great pictures. Ways to harness sport to publicise your work include: profi ling local celebrities and teams, taking a behind-the-scenes look at a local facility, or setting up a game for the media to cover – for example between service users and local club players.
BENEFITS
Sport has lots of scope for stories •
about local pride, striving to achieve and to stay healthy – ideal for anti-crime and drugs work.
Sports clubs are often keen to take •
part to benefi t their local image. Local and national celebrities attract •
TOP TIPS
• Make contact with the news editor at your local station and build a good relationship. • A well-organised event will be
hard work, but it should pay off in terms of messages conveyed and levels of response achieved. • Add value to the relationship
– offer the station your input on news stories that may arise around drugs and crime. IDEA 3 PARTNERING WITH A LOCAL RADIO STATION Teaming up with a local radio station can be an extremely effective way of reaching people with your messages about crime and drugs. A well-established station will have a lot of goodwill with local people. There are many ways this can help you achieve your objectives.
BENEFITS
An established radio station will be a •
familiar local presence that is trusted by the community.
It will be highly experienced in •
communicating with local people. It can be very effective at gathering •
responses, as people will often be more ready to talk to station staff than partnership staff.
CASE STUDY
Bedford DAAT found an enthusiastic partner in Chiltern Radio, when organising a drugs alcohol
consultation and awareness-raising event in the town centre.
A station DJ played music and the station’s ‘Thunder Crew’ staff were out in force to chat to passers-by, encourage people to take part in a questionnaire prize draw and hand out goody bags that included FRANK literature and information about local services. The station recorded vox pops with passers-by, and included these in hourly news bulletins. It also produced a series of ‘infomercials’ involving service users telling their real life stories. ‘Over 400 questionnaires were completed,’ says the DAAT’s Rachel Volpe, ‘the best we’ve ever achieved. Chiltern Radio have a great reputation for being friendly, fun and approachable – so we knew people would be naturally drawn in.’ Chiltern Radio’s Amanda Gould believes that partnerships everywhere could benefi t from working with local radio. ‘Get to know the station’s promotions or sponsorship manager,’ she advises. ‘Once they really understand your objectives you’ll fi nd they’ll know exactly what will work to help achieve them.’
40 Step 3 Implementing the plan
PIGGYBACKING
NATIONAL CAMPAIGNS
This is an outline of the national events and campaigns
that you can develop locally.
All partnerships are invited to take part. There are branded materials you can order to help make them a success in your area. COI News and PR can provide you with support and guidance.
EVENTS
National Tackling Drugs Week •
(8 –12 June 2009) Inside Justice Week •
(17 –24 October 2009)
Not in my Neighbourhood Week •
(2 –6 November 2009)
Tackling Drugs Changing Lives •
Awards (launch June 2009; awards Ceremony December 2009) CAMPAIGNS
FRANK •
Know Your Limits •
It Doesn’t Have to Happen/ •
Talk About Knives Justice Seen: Justice Done •
Let’s Keep Crime Down •
TOP TIP
Not only think about how National Events and Campaigns can be piggybacked locally, but also how they can be adapted to your local priorities and
AIMS
To increase public confi dence in •
and awareness of the work being done locally to tackle drugs and reduce drug-related crime.
To raise awareness of the action being •
taken to reduce drug-related crime in communities across the country. To help reduce the number of •
people who perceive drug use and drug-related crime as a problem in their area.
THE OPPORTUNITIES FOR YOUR NEIGHBOURHOOD To share with the community the effort and achievements in tackling drug use locally.
Activities you might consider: Run an evening drop-in event
•
at the local community centre. Invite drug users, relatives and others affected by drug issues to take part in workshops and have their questions answered. Also invite the local media. Work with the police to highlight •
how assets seized from drug dealers
have been ploughed back in to the community.
Invite local community groups
• ,
such as the Women’s Institute, to look around treatment centres.
Invite a reporter
• to attend a
treatment/rehabilitation centre for the day/overnight to experience being a service user fi rst hand.
NATIONAL
42 Step 3 Implementing the plan
Get local students
• or former drug
users to make a fi lm about drug treatment going on in their area.
Invite a local newspaper
• to
consider a feature on a street that’s been cleared of drug use and the effect on resident’s lives.
Ask local schools
• to run a
competition among students, to design a poster on what drugs mean to them or what would put them off trying drugs. The winning design could be featured in the local paper and put on display in the community.
Invite local media
• to sit in on a
drug education talk at a local school.
Ask theatres
• that run educational
plays/innovative workshops to perform in the town centre that week or at a local school and invite the media to attend.
Together with a local radio station
•
run a competition for young people to write their own lyrics to a popular song, with the winning song played on the fi nal day of National Tackling Drugs Week.
For more information:
TACKLING DRUGS WEEK
EXAMPLES OF LOCAL
PRESS COVERAGE
THESE PRESS CUTTINGS DEMONSTRATE EFFECTIVE WAYS IN WHICH NATIONAL EVENTS CAN BE PIGGYBACKED LOCALLY.
Tackling Drugs Week Dorset Echo
44 Step 3 Implementing the plan
AIMS
To demonstrate the work being •
done by local partners to tackle the crime and anti-social behaviour issues that matter to them. To provide residents with the •
opportunity to join forces with local agencies to say NO to: Local crime… Robbery and burglary… Anti-social behaviour… Drug use and drug dealing… Drunk and rowdy behaviour.
THE OPPORTUNITIES FOR YOU LOCALLY
Not in My Neighbourhood Week (NIMNW) can help bring community and professionals closer together providing greater knowledge, empowerment and reassurance.
NIMNW is extremely fl exible. You could use it to roll out existing initiatives, or you could theme the week to focus on specifi c issues that you wish to promote, such as action to tackle robbery, crack house closures or better street lighting.
NOT IN MY
ACTIVITIES YOU MIGHT CONSIDER
Get local media to promote the
•
week. You could theme the week’s activities, in partnership with your Neighbourhood Policing team or Neighbourhood Wardens. Get Crimestoppers involved.
Set up a photo call
• to illustrate
the volume of achievement over a 12-month period – for example, abandoned cars cleared away or bottles of alcohol seized.
Work with the probation service to •
ask members of the community which ‘grot spots’ they would like offenders on Community Payback to clear up. Invite journalists to see Community Payback in action.
Review
• areas where improvements
have been made (eg lighting, youth diversion schemes, alley gates) and promote those improvements.
Highlight
• how many CCTV
cameras have been installed in the area and the effect they have had.
Profi le
• the work of a local residents’ group.
Involve
• local schoolchildren in a competition – for example to paint a poster of what they love about their neighbourhood and what they like to do there. Publicise the competition through the local media.
Invite
• Neighbourhood Watch
representatives and young people to visit police cells, courts and the Probation Service.
Hold a crime and disorder event
•
with local police, drug and alcohol action team and Neighbourhood Watch, where representatives are on hand to describe their work and answer questions.
Hold an Environmental
•
Action Day, with partner agencies and volunteers cleaning up local ‘grot spots’.
For more information:
46 Step 3 Implementing the plan
NOT IN MY
NEIGHBOURHOOD WEEK
EXAMPLES OF LOCAL
PRESS COVERAGE
THESE PRESS CUTTINGS DEMONSTRATE EFFECTIVE WAYS IN WHICH NATIONAL EVENTS CAN BE PIGGYBACKED LOCALLY.
Not in My Neighbourhood Week Cambridge News
INSIDE JUSTICE WEEK
AND JUSTICE AWARDS
INSIDE JUSTICE WEEK Inside Justice Week is an annual campaign that aims to open up the criminal justice system to the public through a week of coordinated events and activity across England and Wales.
Local campaign activity is coordinated by Local Criminal Justice Boards (LCJB) and taget audiences are identifi ed to refl ect local needs and priorities.
Full information about the campaign is at: http:// insidejustice.cjsonline.gov.uk
JUSTICE AWARDS
The Justice Awards are a national scheme recognising excellence in the CJS. They give staff and volunteers the opportunity to nominate colleagues for the recognition they deserve. The awards are promoted locally by LCJBs to canvass nominations from staff and volunteers working in the CJS and to communicate success to the public.
Full information about the campaign is at: http://
48 Step 3 Implementing the plan
AIMS
To recognise, reward and celebrate •
the work of individuals and teams who have made an outstanding contribution to tackling drug issues. To provide national recognition for •
individuals and teams that carry out inspirational work at a local level and improve their communities.
HOW THE AWARDS WORK
Currently two national Tackling Drugs Changing Lives awards are on offer – one for a team and one for an individual. The two national winners will each receive £10,000 for their organisation to spend on developing their work.
There are also 10 regional awards – for both individuals and teams working in any sector of the drugs fi eld.
Anyone can nominate a drug worker or team for an award – whether they are colleagues, friends, family members or current or ex-service users. The nominations must demonstrate how the nominees have made a difference. The winners will have changed the lives of the people with whom they have worked, made a major impact on their communities and demonstrated a commitment that is inspirational.
An expert judging panel, chaired by the Home Offi ce, will select the winners.
There are plans to expand the awards for 2009, watch out for details at the launch of the awards during this year’s National Tackling Drugs Week.
TACKLING DRUGS
CHANGING LIVES
AWARDS
ACTIVITIES YOU MIGHT CONSIDER TO PROMOTE THE AWARDS IN YOUR AREA:
Include a write-up of the awards
•
in local newsletters or stakeholder updates.
Promote the awards
• via posters.
Issue a press release
• along the lines
of ‘Your last chance to nominate’ in the run-up to the nomination deadline.
Make the awards
• an agenda item at
team meetings, to stimulate interest, discussion and nomination.
ACTIVITIES YOU COULD DO IF THERE IS A FINALIST IN YOUR AREA:
Issue a press release about the work •
of your local fi nalist. Ensure that the individual/team is available to be interviewed and photographed – perhaps at the project, alongside the person who nominated them. Suggest a ‘day in the life’ story to •
local journalists for them to follow the person/team on a typical day. Ask police or local authority fi gures •
to comment on the winner and talk about other good work in the area.
For more information:
50 Step 3 Implementing the plan
TACKLING DRUGS
CHANGING LIVES AWARDS
EXAMPLES OF LOCAL
PRESS COVERAGE
THESE PRESS CUTTINGS DEMONSTRATE EFFECTIVE WAYS IN WHICH NATIONAL EVENTS CAN BE PIGGYBACKED LOCALLY.
Tackling Drugs Changing Lives Awards Western Morning News
Tackling Drugs Changing Lives Awards Swindon Advertiser
NATIONAL CAMPAIGNS
THERE ARE A NUMBER OF ONGOING NATIONAL CAMPAIGNS THAT YOU CAN ADAPT FOR LOCAL USE. SUPPORTED BY SIGNIFICANT ADVERTISING THEY HAVE THE ADVANTAGE OF WIDESPREAD RECOGNITION, AND THERE ARE RESOURCES AVAILABLE FOR YOU TO ORDER FREE OF CHARGE.The FRANK drug awareness campaign has been running for over fi ve years, together with its helpline and website. It has high awareness among its key audience of 11 – 18-year-olds, reaching them via an array of media including TV, radio and online ads, interactive displays and PR in consumer and national press.
A wide range of materials have been produced to help you to use FRANK for your local communications. Leafl ets, posters, postcards and information packs are available to order free of charge.
For more news and to order materials: www.drugs.homeoffi ce. gov.uk/communications-and-campaigns/frank-campaign
For other FRANK initiatives such as street marketing and the FRANK bus, email:
FRANK@homeoffi ce.gsi.gov.uk
KNOW YOUR LIMITS
This alcohol campaign has two elements:
‘Units awareness’ offers information on the number of units in common drinks.
52 Step 3 Implementing the plan
The campaign will run for three years, giving you a real opportunity to piggyback its messages in your alcohol campaigns.
It runs in TV, press, magazines and radio, as well as on social networking sites.
Leafl ets, posters, stands, toolkits and a ‘units calculator’ are available as materials.
For more news and to order
materials: www.alcoholstakeholders.
nhs.uk For the logo or ‘Units
of the Binge’ stand, email:
IT DOESN’T HAVE TO HAPPEN/ TALK ABOUT KNIVES
The anti-knife possession campaign has two distinct strands:
‘It Doesn’t Have to Happen’
is aimed at 10 – 16-year-olds who may be thinking about carrying, or already carry, a knife. The campaign – developed by young people –
demonstrates the devastating consequences of knives, using the familiar environment of the internet with viral videos and a social networking site (www.
itdoesnthavetohappen.co.uk)
as well as posters and radio ads.
If you have any queries please email
‘Talk About Knives’ targets mothers via women’s magazine advertorials. A website and leafl et also help raise awareness of youth knife possession, with practical advice on recognising risk behaviour and reducing possession among their own children.
For ordering or downloading the leafl et visit www.direct.gov.uk/ talkaboutknives
The website www.itdoesnthave
tohappen.co.uk/stakeholders
supports those tackling youth knife crime in their area. It provides materials as well as a stakeholder and a young people’s toolkit. Both toolkits are free and can be downloaded or ordered on 0845 600 4171.
To sign up to the It Doesn’t Have to
Happen monthly e-newsletter visit
www.crimereduction.homeoffi ce. gov.uk/stopknifecrime/news_ facts_e_newsletter.htm. The newsletter brings you all the latest
news on the It Doesn’t Have to
A ‘Secure your Home’ pack has also been produced for the public with essential security advice. A major objective of the campaign is to promote this pack to individuals and com
