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PURPOSE: 66/2005
This circular describes the national strategy in relation to Visible Unpaid
Work and Community Engagement. It reports on the visibility pilots which ran ISSUE DATE:
in July 2005 and sets a timetable for the national rollout of the Visibility 19 August 2005
Campaign. It provides a template for areas to prepare a Visibility and
Community Engagement strategy and a format for reporting to NPD on
throughput issues.
Chief Officers are asked to: EXPIRY DATE:
• Forward this PC to Unpaid Work Lead Managers August 2010
• Ensure that plans are put in place to implement Visible Unpaid Work in
accordance with the timescale given in Annex 1 TO:
• Send a representative of the area to the national meeting on Visible Chairs of Probation Boards
Unpaid Work on Friday 23 September Chief Officers of Probation
• Identify a senior manager with responsibility for monitoring the
Secretaries of Probation Boards
throughput of Unpaid Work Requirements and to report to NPD every
three months
Board Treasurers
Six areas – Hampshire, Durham, Kent, Merseyside, London and Suffolk – Regional Managers
piloted the visibility campaign in July 2005. They prepared strategies on Regional What Works Managers
Visible Unpaid Work and Community Engagement, arranged high profile
launches with media coverage and put arrangements into place whereby AUTHORISED BY:
members of the public could contact probation areas, using websites, e-mail
Meg Blumsom, Acting Head of
as well as telephone and post. The lessons learned from the pilot areas will
Community Reintegration
underpin the national rollout of Visible Unpaid Work by November 2005.

Between September and November 2005, all areas, with the exception of the
six pilots will be expected to put in place a Visibility and Community Annex 1: Visible Unpaid Work
Engagement strategy, mechanisms whereby voluntary and charitable Annex 2: Lessons Learned from
organisations and members of the public can propose projects which will the Pilot Areas
benefit the local community and plan a launch during the week beginning 21 Annex 3: Throughput of orders
November. Annex 4: Civil renewal,
Community Engagement and
Unpaid Work: Developing a

Tel: 020 7217 8877

National Probation Directorate

Horseferry House, Dean Ryle Street, London, SW1P 2AW
Visible Unpaid Work
Annex 1


1. This paper will outline three priority strands of national strategy in relation to unpaid work and the
actions which will be required in areas in order to deliver these at a local level. The three strands
• Visible Unpaid Work
• Civil Renewal and Community Engagement
• Community Safety

What is Visible Unpaid Work?:

2. Visible Unpaid Work is an overall approach to delivery and is underpinned by the principle that the
work undertaken by offenders should, where appropriate, be marked in such a way that it can be
recognised by the local community. The campaign for Visible Unpaid Work is taking place
alongside, and has strong links with the Home Office three year Community Sentences
Communication Campaign which was commissioned to raise the profile of community sentences
and promote public confidence that offenders receive demanding punishments which reflect the
seriousness of the crime.

3. Clean Up week took place in March 2005, and gave the public in ten towns and cities across the
country the opportunity to vote from a shortlist of Unpaid Work projects for the one which they
thought should be given priority. This introduced a model of community consultation and direct
contact with the public which is a significant part of the Visibility Campaign.

4. A further important link is the NOMS draft Communities and Civil Renewal strategy which highlights
the importance of compulsory unpaid work both as a major resource for communities and as a way
of demonstrating to the public that justice is being done in a visible and rigorous way. Whilst the
legal process of enforcement of orders cannot be made visible to the public, it can be demonstrated
that workers are performing demanding tasks and are well supervised and disciplined

5. The purpose of NPD’s campaign for Visible Unpaid Work is to enhance the public’s understanding
and appreciation of the contribution made by Unpaid Work to the well-being and safety of local
communities. Integral to this approach is the need to put into place provision whereby voluntary
and community organisations and individual members of the public have easy access to information
about Unpaid Work and routes to suggesting projects in their local probation areas. The methods of
enhancing visibility will depend on an assessment of the nature of the project and the tactics best
suited to publicise it.

6. Three principles underpin Visible Unpaid Work:

i. There is no intention that the emphasis on visibility should require offenders to wear a uniform,
the intention of which is to humiliate or stigmatise. The emphasis will be on badging the work,
not the offender.

ii. The safety of staff and of offenders is paramount. There will occasionally be situations in which
it could be damaging, or even dangerous, for an offender to be identified in public. Areas will
have the discretion to assess any risk and to place the offender in circumstances where they
are unlikely to be identified.

iii. Unpaid Work is performed in local communities and should be responsive to local concerns.
Nationally provided materials will therefore be designed in such a way that areas can
supplement them with wording or images which they consider will be effective and relevant in
their local context. Similarly, whilst methods of community engagement will be suggested,
there will be no single preferred model and areas should take into account their particular
circumstances, networks and existing partnerships in planning for this. Whether the area is
predominantly urban or rural, for example, will affect the challenge and the range of possible

The Visibility Pilots:

7. In June 2005 six areas, Merseyside; Durham; Suffolk; Hampshire; London and Kent agreed to pilot
the Visibility Campaign. Each area organised a high profile launch of their Visibility and Community
Engagement strategy which took place at an unpaid work project. Alongside this, work went on to
put mechanisms in place whereby the public could be better informed about the achievements of
unpaid work in their locality and given clear information about how they could suggest a piece of
work to be undertaken The lessons learned from this experience are outlined in Annexe 2.

8. Areas will be familiar with the reparation marque designed to support the implementation of
Enhanced Community Punishment. The wording was changed in the course of the pilots from
‘Making Amends’ to ‘Community Payback’ which, it is felt, more accurately reflects the purpose of
unpaid work, uses simpler language and emphasises the importance of the community. This
wording will be used in all new materials issued but this change can take place over time. Areas
need not replace existing ‘Making Amends’ plaques and may continue to use up any stocks they
currently have.

9. NPD provided materials for the launches, including high visibility jackets and promotional materials
as it will for the rollouts in the other 36 areas. It is intended that the high visibility jackets should
be worn when the nature of the work requires it, not for the purpose of drawing attention to the
offender. It is important that supervisors can be recognised as such by the public both to deal with
any queries and to promote confidence that offenders are engaged in rigorous and disciplined

What will areas be required to do?

10. Visible Unpaid Work will be launched in an initial implementation stage after which areas will need
to ensure that it is embedded in routine activity.

11. The timetable for the national launch of unpaid work is set out below.

12. Areas will be expected to :

• Friday 23 September Send a representative to a national meeting on planning for

• Prepare a Visibility and Community Engagement strategy and Action Plan or revise an
existing one. Annex 4 provides a template for this.
• Week beginning November 21 Arrange a launch event at an unpaid work site, ideally
one at which vocational skills learning is offered, with an invited audience and media
coverage. Further guidance on the organisation of the launch will be issued shortly.
• Put into place means whereby all sections of the community can find information about
unpaid work and suggest projects to be undertaken. This should include access via area

13. From November 2005 Areas will be expected to ensure that all delivery of compulsory
unpaid work takes into account the need to promote visibility.

Different approaches will be required for different types of projects and it will be necessary to
assess each piece of work in order to decide which methods, if any, are most appropriate to
publicise it. The following categories give a guide to the types of issues which will need to be

i. Large Scale Project: These will be major pieces of work carried out over time, often in
partnership with the local authority or other organisations, for example, the installation of
crime prevention measures in a high crime area, or the creation of leisure spaces. Every
opportunity should be sought to advertise the work whilst it is underway. Through use of the
‘Community Payback’ logo. PR opportunities and local media coverage should be actively
sought. Where a project which improves the local environment has been completed, areas
should consider leafleting the local community.

ii. Routine, Continuing Work: e.g litter clearance, graffiti removal. Whilst these are not ideal for
offenders who would benefit from acquiring skills from unpaid work, they are popular and likely
to remain part of the work which offenders deliver. This is work which can very easily be

undone by further vandalism with the risk of making unpaid work appear ineffective. Plaques
will not usually be appropriate unless it has been a major undertaking so it is important that
where they are used, they are dated.
Other examples of routine continuing work are individual placements in charity shops, homes
for the elderly etc. Ways of giving these an element of visibility, such as certificates or window
stickers are currently being examined.

iii. Small scale placements: These will include work for individuals e.g. decorating for older people
where it is only appropriate for this to be visible to the beneficiary and their family and friends.

14. There are also some placements, most usually work undertaken for organisations working with
vulnerable people, where the use of plaques etc would be inappropriate. In such placements it is
still possible to consider alternative means of visibility e.g. a poster displayed in the premises of an
organisation which refers individuals who would benefit from unpaid work.

15. It is recognised that unpaid work which cannot easily be made visible is just as valuable as that
which can and there is certainly no intention that this type of work should be given lower priority.
Visible Unpaid Work is about matching methods of promoting visibility to the particular
circumstances of each project.

Civil Renewal and Community Engagement:

What are Civil Renewal and Community Engagement?

16. The government is committed to developing safer, stronger communities through empowering local
people to engage with statutory agencies and ensure that the services delivered match local needs.
Within the context of Unpaid Work, local people should contribute to decisions about how offenders
should pay communities back for the harm they have caused. A survey undertaken in July 2005
showed that 68% of respondents would be very or likely to participate in voting for unpaid work

What will areas be required to do?:

17. Areas should prepare a Visibility and Community Engagement strategy. They should build on
existing good practice and local networks and consider how these can best be developed and
supplemented to ensure that all sections of the community, including black and minority ethnic
groups and faith communities, are able to contribute to this debate. There will be flexibility built
into this approach and no single national model for community engagement. There is scope for
areas to shape ways of listening to the public voice, where possible building on existing systems
rather than setting up new structures for this purpose.

18. Where they are not in place, areas should consider forming links with:

• Local Criminal Justice Boards

• Crime and Disorder Reduction Partnerships
• Local Authorities, including Area Committees and individual councillors
• Youth Offending Teams and Youth Engagement Teams
• Parish Councils
• MPs
• Neighbourhood Policing Teams
• Community Safety Partnerships
• A broad range of voluntary and community organisations, representing local people
• National charities and voluntary organisations to consider possibilities of delivering their
objectives locally

It is important that these links should exist at both a strategic and an operational level and that
senior manager’s resource community consultation appropriately. Chief Officers will sit on the LCJB
but this is unlikely to contribute to direct service delivery unless there is also appropriate
representation on CDRPs and effective links with operational managers and staff.

19. Areas should also be open to requests from individual members of the public. It is inevitable that
some suggestions put forward by individuals will be inappropriate. Projects must be:

• Appropriate to the skill level of those performing the work. There can be no consistent
definition of this since an area might be aware of specialist skills held by particular
offenders which would make a piece of work achievable, where it would normally not have
been. However, the public should not be given unreasonable expectations.
• Compliant with health and safety requirements.
• Able to offer the offender humane work which they can perform with dignity and not be
potentially humiliating or degrading to offenders or damaging to some parts of the
• The type of work which would not normally be undertaken by paid labour. Whilst decisions
about displacement of labour are not as clear cut as they were when Community Service
was introduced, this remains an underlying principle. It could only be damaging to the
public perception of compulsory unpaid work if it was seen as depriving law abiding
citizens of employment opportunities. Case by case decisions will be required, taking into
account the local context.

All publicity material which encourages members of the public to propose unpaid work projects
should be clear about the criteria which they must meet.

20. It is important that contact details should be readily accessible to the public and should provide a
suitable route through to Unpaid Work Units, with bureaucracy kept to a minimum. Areas should
work towards developing websites which give information about Unpaid Work and the type of
projects undertaken and provide an e-mail link which can be used for requests. There will need to
be alternative forms of contact offered. It is not anticipated that areas run telephone helpdesks
which could be a considerable drain on resources but systems should be in place whereby calls are
acknowledged and responded to within a defined period of time.

21. It is crucial that an area’s community engagement strategy should have in place provision to make
links with all sections of community. Where possible, publicity material should be available in
prevalent local languages although it is recognised that in some diverse communities, it will not be
possible for all languages to be covered. Areas should make realistic decisions in the light of local
circumstances. Material should be distributed widely, both to places used by identifiable groups e.g.
centres which cater for a particular ethnic or faith group and to places used by all sections of the
community e.g. doctors’ surgeries, public libraries.

22. The process of community engagement does not end with identifying work. It is an approach which
must be sustained throughout the life of a project, with local people being given the opportunity to
offer feedback. Once again, there can be no fixed model for doing this but techniques such as
attendance at community meetings or surveys of beneficiaries of the project should be considered.

23. Whilst it will be challenging to put comprehensive community consultation into place it does offer
staff the opportunity to develop their skills and experience. There is a strong foundation for this
since this staff group has benefited from ECP training. Recent practice has been rooted in Pro-
Social Modelling which provides a sound basis for the skilled communication which community
consultation will require. Community Engagement will strengthen unpaid work provision by giving it
a further indicator of quality. If the provision of compulsory unpaid work were to be opened up to
bids from other potential providers, this is an area of expertise which could not be easily matched.

Community Safety:

What is Community Safety?

24. Community Safety is a means of preventing or reducing the social and environmental factors which
have an impact on local people’s quality of life and contribute to the fear of crime. It encompasses
a broad range of activities which deliver local solutions to local problems. In terms of national
strategy, it includes a range of issues such as anti-social behaviour and drug use. Compulsory
unpaid work is well placed to make a contribution through making local communities safer and
providing facilities which local residents feel confident in using.

25. There will be unpaid work projects, especially those which involve work with vulnerable people,
which make a contribution to community safety but cannot be made visible and do not involve
community consultation. Such projects are and will remain a valuable part of the work performed
by offenders.

What will areas be required to do?

26. In many cases, areas will simply be building on existing good practice but in others it will be
necessary for more robust and productive links to be formed with CDRPs and their constituent

Links between Visibility, Community Engagement and Enhanced Community Punishment:

27. Areas will still be making use of those elements of the ECP scheme in work with offenders who
present a medium or high likelihood of reconviction. The primary focus of ECP is on the
opportunities offered by unpaid work for the rehabilitation of the offender. The primary focus of
Visible Unpaid Work is on the value of unpaid work to society, both economically and in terms of
promoting strong communities. There is no contradiction between these purposes.

28. The introduction of the ECP scheme did much to boost the quality of placements. All projects
should meet the criteria identified in paragraph 18. The Placement Quality Standards in the ECP
manual should continue to be used as a second assessment. Where offenders have an OGRS score
of 41 or above, the process of matching should take place but is not required with those who
present a lower likelihood of reconviction. When the manual is reissued as an Unpaid Work manual,
the criteria included in this circular will be integrated with the Placement Quality Standards.

Annex 2

Lessons Learned form the Visibility Pilots: June/July 2005

1. A meeting was held on 28 July to consider the lessons learned from the
experience of the pilot areas. Whilst all areas took the view that they had
learned from the experience, all felt that the short timescale and lack of
flexibility about when the launch should be run placed them under
considerable pressure. The task of preparing a written strategy to
underpin this activity had not always been given the priority areas would
have wished because of the demands of arranging a high profile event.

2. This was an issue particular to the pilots and the other thirty six areas will
have a longer lead in time. There was recognition, however, that if the
Probation Service is going to be proactive in promoting community
sentences it will be necessary to be in a position to respond quickly to
opportunities such as this.

3. A number of clear themes emerged which can be summarised as


• The importance of working closely with communications/public

relations staff
• The implications of visible unpaid work for staff
• The need to strike a balance between delivering a unified national
campaign and being responsive to local circumstances and
• The importance of ensuring that events such as the pilot launches
are not one off activities but are sustainable and work towards
meeting the objectives of the organisation.

4. Working with Communications/PR Staff:

This approach requires input from staff who have the necessary skills to
promote unpaid work in a professional way. At this point, unpaid work
staff themselves do not have these skills but it is essential that they have
access to them in order to mount successful campaigns. Visible Unpaid
Work is a high profile, politically significant campaign which will require
the investment of resources. If this investment is to be rewarded,
professional PR input is crucial to assist with initial flagship events and also
with ongoing marketing.

This places areas who are not large enough to sustain full time
communications staff at a disadvantage. Suffolk had used some of the
money provided for the launches to buy in PR consultancy. This worked
very well for the event but is less feasible in the longer term.

Action: NPD Communications team will take this issue to the

Regional Managers meeting in order to promote the development
of regional PR/communication strategies to ensure that smaller
areas are able to access expertise.

5. Implications for unpaid work staff:

One of the purposes of the campaign is to promote easy access by the

public to information about unpaid work and the opportunity to suggest
projects. The reality for many areas is that they already have ample work
acquired through other means. However, work suggested directly by
members of the public offers the added value of bringing about increased
local recognition and appreciation of the contribution made by offenders to
communities. It is critical that, having opened up these channels of
communication, areas are equipped to respond to requests received. Clear
messages must be given to staff about the importance of customer
relations and local procedures put in place to ensure that e-mails and
telephone calls receive a rapid response and information is given to the
enquirer about what will happen next. This will be an assessment of the
suitability of the project and staff will need to be equipped to explain what
criteria will be used and why.

Broadly, it will be important that every member of staff is equipped to be

an ambassador for unpaid work. In terms of detail there are implications
for recruitment processes, job descriptions and training. Work is already
underway in the NPD communications team on planning media training for
staff and board members in order to equip them to act as champions.
However, this will, at this stage, only be for a few representatives from
each area.

The point was raised that it will be very difficult for staff to reach out to
communities if they do not have desktop internet access and this issue will
be raised at a national level.

Action: NPD communications team to produce a national toolkit

for areas to use in addressing the implications for job description,
recruitment processes and the incorporation of visibility related
objectives into appraisal.

NPD community reintegration team to produce staff briefing

materials to accompany the national rollout.

6. National/Local balance:

There is value in visible unpaid work being introduced as a national

campaign with a consistent brand and image that can be identified across
England and Wales. This will give political credibility and facilitate
communication with national organisations. However, unpaid work is
delivered locally and one of the thrusts of this campaign is to increase the
understanding of local communities. National branding therefore needs to
be balanced by badging which reflects local circumstances and
partnerships. Further work on the plaque and other materials is therefore
required to make them easier to customise whilst retaining national

Whilst NPD will provide good practice guidelines, drawn from the pilots, on
organising launch events, areas will need to be alert to local opportunities.
Kent probation area, for example, was able to use Kent County Show
which fell on the weekend before the launch in order to encourage people
to vote for work projects, the winner being announced at the launch.

Action: NPD communications team to review the design of the

plaque before reordering

7. Ensuring sustainability of Visible Unpaid Work:

It is of critical importance that the national rollout of the visibility

campaign should not be seen as a ‘big push’ which then gives way to
normal business. It is an activity which will need to be embedded in the
culture and day to day activity of each probation area. It is useful to see
the launch not as an isolated event taking place for its own sake but
rather as an opportunity to promote and develop new and existing
partnerships and alliances in both the statutory and voluntary sector.

It will be necessary for constant attention to be paid to the messages

which are being given to the media. These will change over time. At
present, the concept of visible unpaid work is a relatively novel one and
has attracted press coverage but the same message will not always draw
a media response. Areas will therefore have a continuing task in the
marketing of unpaid work.

If visible unpaid work is to be sustainable, it will be necessary to plan from

the outset systems for areas to order plaques etc once the original
supplies have run out. Unless this is a straightforward process, there is a
risk that visibility activity will cease once supplies come to an end.

Action: NPD communications team to consider the relative merits

of national and local ordering systems.

NPD community reintegration team to issue guidance on what
should be badged in order to help areas estimate their likely

8. A number of other valuable ideas emerged which lie outside these


• An area logo which reflects local concerns and priorities is a useful

marketing tool e.g. ‘ A Safer Cleaner Kent’
• Hampshire found that the idea that unpaid work provides a
quantifiable amount of free labour for the area each year captured
the imagination of local radio stations.
• There is potential to engage local media not just for a one off piece
of news coverage but for a series of features e.g a county wide
newspaper might cover projects in different parts of the county on
successive days.
• It would be useful to have a way of sharing materials which had
been produced by one area but would be readily adaptable for use

Action: NPD community reintegration and communications

team to plan the development of a national library of

Janet Corcoran
Programme Manager for Unpaid Work

Annex 3:

Throughput of Orders

1. The Visibility Campaign will raise the public profile of unpaid work. One
consequence of this is that any faults or inconsistencies in Service
Delivery will become exposed. It would be extremely unfortunate if,
having raised the level of public interest in unpaid work they found
that, after all, it was not a sentence in which they could have
confidence. It is therefore crucial that the delivery of unpaid work
requirements meets National Standards.

2. Recent information suggests that, in comparison with a year ago, areas

are more consistently commencing orders within the prescribed
timescale and offering the required six hours a week. However, almost
all areas report occasional crises in which supervisor sickness or other
unforeseen difficulties lead to insufficient work being available for all
the offenders scheduled to work that day. There is a general
consensus that this has damaging effects on staff morale, offender
compliance and public credibility and it is clear that most areas work
very hard to keep this to a minimum.

3. Most areas already have a senior manager who is responsible for

monitoring offenders who are sent home or stood down from a work
project. In future this information should be shared with NPD on a
regular basis so that an up to date national picture is available.

4. Areas should:

Nominate a senior manager, where one is not already in place who

will collect information on a monthly basis on the number of
offenders and percentage of caseload who:

i) Do not commence orders within the required

ii) Are not offered the required six hours work each
iii) Are instructed in advance that they should not
report for work
iv) Are sent home, having reported for work, because
insufficient work/supervisor coverage is available

• Submit this information to

every three months. The first return should be made in October
2005 and a template will be circulated for this purpose.
Annex 4:

Civil Renewal, Community Engagement and Unpaid Work

Developing a Strategy

What are they?

‘Civil Renewal is the development of strong, active, and empowered communities, in

which people are able to do things for themselves, define the problems they face,
and tackle them in partnership with public bodies’.
NOMS Civil Renewal Unit Website

‘Community Engagement is about involving local people in solving local problems, so

they can work with their communities and public bodies such as local authorities to
influence the way local services are designed and carried out. When it works well
community engagement is the route to civil renewal.’

What is the difference between the two?

‘Civil Renewal is the political vision and Community Engagement is the practical way
to achieve it’.

What is the relationship with Unpaid Work?

Civil renewal is part of a broad government agenda which extends beyond the
Criminal Justice sector into fields such as housing and accommodation. Within the
Probation Service, it is particularly relevant to Unpaid Work and there are two
strands through which it can be put into practice. The first of these is visibility.
Through carrying out the work ordered by the court, the offender can be seen to be
visibly making amends to the community, within a rigorously enforced sentence,
thereby promoting confidence in local people that justice is being done. This
involves ensuring that the work which offenders carry out can be identified by the
public and its contribution recognised.

The second is community engagement. Unpaid Work offers the opportunity for local
citizens to have a say in determining what type of work offenders should carry out in
order to make the best possible contribution to the community. This involves the
Probation service working in collaboration with public bodies, local agencies,
voluntary and community organisations and the public.

In the ‘Clean Up Campaign’ which took place in March 2005, both these strands were
put into practice. The public were asked to vote which, from a list of projects,
should be given the highest priority and the resulting work was marked with a
plaque bearing the ‘Making Amends’ logo. It is now proposed to extend this
approach throughout England and Wales. This is not new work for many Probation
Areas, some of whom have a commendable record of working closely with
communities. What is new is for this to be co-ordinated at a national level so that
the best practice in areas can be spread throughout NPS.

This template provides a structure for preparing local visibility and Community
Engagement strategies, or updating those which are already in existence.
The strategy and resultant Action Plan should answer the questions listed

VISIBILITY How will you ensure that

placement providers are
made aware that usual
practice is to erect a marque
identifying a completed or
long term continuing project?.
The assumption will be that
most completed projects will
be badged. What will the
exceptions to this be? e.g.
work undertaken in people’s
What local wording will be
inserted on the ‘Making
Amends’ plaque?.
What do you have in place to
ensure that favourable media
coverage is maximised?.
What arrangements do you
have to keep sentencers
informed of details of projects
What other arrangements do
you have for publicising work
done e.g. website?
What arrangements will you
make to badge other parts of
the Unpaid Work operation
e.g. equipment , protective
clothing; offices?.

COMMUNITY How will you liaise with:
ENGAGEMENT • Public bodies e.g.
CDRPs; Local
• Voluntary and
• Members of the
How will you inform the
public how to request a
placement? e.g. leaflets;
presentations at community
groups; website; media?
How will you ensure that this
information is accessible to
the public? In particular, how
will you ensure that you are
meeting your statutory
obligation to communicate
material in such a way that it
is accessible to people with
disabilities and black and
minority ethnic groups?
How will you overcome
barriers to community
organisations identifying
work e.g. pay their expenses
to information sharing
sessions; focus groups etc?
How will you define the
criteria of an acceptable
placement e.g. matches the
available skill level; meets
health and safety
requirements; is not the
responsibility of LA or other
How will you ensure that the
relevant members of staff
acquire the skills to engage
effectively with other
agencies; voluntary and
community organisations and
members of the public?

COMMUNICATION How will you communicate
the key messages of this
strategy to:
• Sentencers
• Probation staff
• Placement
How will you launch this
strategy in such a way that
it is visible to the public
e.g. Launch event; voting
campaign; media coverage?