inspired people to intervene; led to young people changing their behaviour; led to changes to organisational culture; developed a sense of community ownership; and, led to an increase in family violence reports to Police and thresholds for people reporting. The critical success factors in common across the seven communities show how the Campaign has supported change. They were identified as: resourcing from the national It’s not OK Campaign; support from the national It’s not OK team; leadership; a dedicated local Campaign coordinator; community awareness of family violent incidents; and, local champions. The national Campaign and the campaign team were seen as critical in providing expertise, funding and resources to the projects. The national Campaign team’s partnership approach in encouraging local ownership and leadership of the Campaign, local messages and the development of local champions was also seen as a factor of success. Impacts associated with the not OK’ Campaign ‘It’s A number of positive impacts linked to the not OK’ Campaign were identified as ‘It’s occurring within the seven communities studied. Increased awareness and message infiltration common to each case study site, – participants agreed that the national not OK’ Campaign had raised awareness ‘It’s and knowledge of family violence. Key Campaign messages were reported as entrenched within the various communities. This was evidenced by the adoption of Campaign messages, within common vernacular, across multiple levels of the various communities. On one level participants described the popularised use of Campaign messaging as evidence of high awareness of the Campaign in the community. People will say things about the not OK’ advertisements. The Campaign ‘It’s slogans have become a catch phrase. People will say things in their conversations that show that they know about the Campaign. (Gisborne, Social service provider #2) On a second level, the use of Campaign messaging provided a means to communicate complex issues in an abbreviated and simple manner. The Campaign has got into people’s language. It’s really helped them internalise a complicated situation. (Gisborne, Social service provider #1)
inspired people to intervene; led to young people changing their behaviour; led to changes to organisational culture; developed a sense of community ownership; and, led to an increase in family violence reports to Police and thresholds for people reporting. The critical success factors in common across the seven communities show how the Campaign has supported change. They were identified as: resourcing from the national It’s not OK Campaign; support from the national It’s not OK team; leadership; a dedicated local Campaign coordinator; community awareness of family violent incidents; and, local champions. The national Campaign and the campaign team were seen as critical in providing expertise, funding and resources to the projects. The national Campaign team’s partnership approach in encouraging local ownership and leadership of the Campaign, local messages and the development of local champions was also seen as a factor of success. Impacts associated with the ‘It’s not OK’ Campaign A number of positive impacts linked to the ‘It’s not OK’ Campaign were identified as occurring within the seven communities studied. Increased awareness and message infiltration – common to each case study site, participants agreed that the national ‘It’s not OK’ Campaign had raised awareness and knowledge of family violence. Key Campaign messages were reported as entrenched within the various communities. This was evidenced by the adoption of Campaign messages, within common vernacular, across multiple levels of the various communities. On one level participants described the popularised use of Campaign messaging as evidence of high awareness of the Campaign in the community. People will say things about the ‘It’s not OK’ advertisements. The Campaign slogans have become a catch phrase. People will say things in their conversations that show that they know about the Campaign. (Gisborne, Social service provider #2) On a second level, the use of Campaign messaging provided a means to communicate complex issues in an abbreviated and simple manner. The Campaign has got into people’s language. It’s really helped them internalise a complicated situation. (Gisborne, Social service provider #1)