A Guide To Developing A Safe Community: Safe Communities Foundation New Zealand

Safe Communities Foundation
New Zealand
A Guide to Developing a
Safe Community
Tania Peters, BHSc

Michael Mills,
Updated March 2016

Safe Communities Foundation New Zealand (SCFNZ)
www.safecommunities.org.nz contact @scfnz.org
SCFNZ is an International Safe Community Support Centre and Accrediting Centre Pan Pacific Safe Community Network.
Safe Communities is a World Health Organization recommended approach

Updated March 2016


Updated March 2016
Table of Contents
Section One: Introduction
The Safe Communities model and how it works
How to become an accredited Safe Community
Some benefits and challenges
Section Two: Establishing a Safe Community

Step One: Form a working group and organize informal information
session
Step Two Identification of key strategic partners
Step Three: Commence the Application Process
Step Four: Commence Organisational Development
Section Three: Strategic Planning

Key elements
Factors that influence priority setting
Activities
Evaluation
Communications
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Section Four: Application for Accreditation as a Safe Community

Criteria and process
Understanding the six criteria
Letter of Intent
Preparing the documentation
Assessment process
Fees
17
Section Five: Relationship with SCFNZ

Safe Communities Foundation New Zealand
Safe Communities requirements/expectations post accreditation
Benefits of Improving Safety
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ACKNOWLEDGEMENTS
This is the fourth edition of the guidelines and has been majorly overhauled. SCFNZ acknowledges the
contribution of previous author Dr Carolyn Coggan. We also acknowledge the funders of the SCFNZ, Accident
Compensation Corporation (ACC), Ministry of Health, Ministry of Justice, Health Promotion Agency. The
information included in this resource are those of the authors, and may not necessarily reflect the views of the
funders or of the contributors/reviewers.


Updated March 2016
A guide to developing a Safe Community updated March 2016

Safe Communities Foundation NZ
Section One
Introduction
The Safe Communities model and how it works
Perceptions of community safety, real or imagined impacts on the way people feel and
interact in their community. Achieving community safety is not just about reducing and
preventing injury and crime, it is about building strong, cohesive, vibrant, and participating
communities. A safe community is also one in which all sectors of the community work
together in a coordinated and collaborative way to promote safety. It involves forming
partnerships, managing risks, educating and informing, and increasing overall safety
especially for the most vulnerable.
The Safe Communities model can help to achieve this. It isnt a programme that is replicated
in different communities, neither is it a mechanism for assessing if a community is safe or if
there are potential risks. Rather, it is a process that creates a local infrastructure to enable
community members, community organisations, businesses, local government, government
agencies and others with an interest and concern about community safety issues to work
together in a coordinated and collaborative way. This process then helps communities to put
in place joint activities and projects to address local concerns. These may be concerns about
injuries, crashes, anti-social behaviour, violence, and crime from multiple causes, including
from alcohol use. Each safe community initiative is unique to, determined by and locally
owned and driven by a particular community.
Communities, districts and cities that are interested in becoming a Safe Community go
through a robust accreditation process that equips the organisations and individuals involved
to set up the process and infrastructure needed to succeed. It also usually involves employing
a coordinator. The Safe Communities Foundation New Zealand (SCFNZ) provides support
throughout the accreditation process as well as ongoing support once an initiative is
accredited and up and running.
New Zealand currently has 24 accredited Safe Communities across 30 territorial authority
areas. Many have been running for many years, with the first one starting in 1999. Below are
the current New Zealand Safe Communities with their dates of accreditation and
reaccreditation. It is a notable achievement that not one accredited Safe Community has
relinquished or abandoned the programme since joining.

Auckland Safer North (2007 & 2013)
Auckland Safer West (1999 & 2006 & 2013)
Safer Central Hawke's Bay (2012)
Safer Christchurch (2008)
Safer Hastings (2013)
Safe Hutt Valley: Upper Hutt City and Lower Hutt City (2010, 2015)
Invercargill Southland Safe in the South (2016)
Marlborough Safe & Sound @ The Top (2014)
Safer Napier (2010)
Nelson Tasman Safe @ The Top (2011)
New Plymouth Injury Safe (2005, 2010)
Palmerston North City ISC (2014)
Safer Porirua City (2008, 2014)
Treasure Rotorua (2010, 2014)
Safer Tairawhiti Community Trust (2012)
Safer Taupo (2010,2015)
Tauranga Moana Safe City: Tauranga City and Western Bay of Plenty District (2007, 2014)
Te Wairoa He Hapori Haumaru (2014)
Waimakariri Safe Community (2008)
Safer Wairarapa: Masterton District, Carterton District, South Wairarapa District(2010)
Safer Waitaki (2013)
Wellington City (2006, 2012)
Safer Whanganui (2010)
Whangarei ISC (2005, 2011)
There is no standardised structure. Some Safe Community coalitions are set up as a

programme or section within a territorial authority, district health board or primary health
organisation. Other coalitions opt to become part of a larger not-for-profit umbrella
organisation. The host agency then usually acts as the fund-holder, employs or contracts the
services of the coordinator, and may provide office space and other support. Some Safe
Communities have become independent legal entities, usually a charitable trust. This allows
the programme to be completely autonomous rather than within a host agency.

An international dimension
The Safe Communities model isnt just used in New Zealand but is an international model. It
was first developed and established in Sweden in the 1990s following the First World
Conference on Accident and Injury Prevention, in Stockholm, Sweden, in 1989. Since then it
has expanded worldwide to more than 360 accredited Safe Communities in 33 countries
across every continent. The World Health Organization recognises its value and provides
some overarching support. New Zealand is part of the Pan Pacific Safe Communities Network
(PPSCN) that also includes Australia, the United States of America and Canada. The Safe
Communities Foundation New Zealand is one of the lead organisations for PPSCN and all New
Zealand Safe Communities are members. PPSCN is currently in the process to develop formal
relations with WHO.
How to become an accredited Safe Community (refer to Section

FOUR)
Many communities already have agencies, networks and collectives working in the fields of
violence and injury prevention, and safety promotion. The Safe Communities model does not
reinvent the wheel or duplicate these existing networks but provides a mechanism to bring
organisations and individuals together to share information, establish priorities and plans,
and work more effectively.
The starting point is recognising and identifying the people and organisations that are already
active, and seeking their buy-in to the Safe Communities process. The next step is undertaking
a scan/survey of crime and injury data and building a living inventory of the needs/issues in
the local community, and the services that are currently being delivered. If there is sufficient
interest and momentum, the next step is contacting SCFNZ who are able to visit and provide
support through the various stages of the accreditation process.
Communities seeking accreditation are asked to demonstrate how they meet the six criteria
of the Safe Communities model. It is not, however, a rigid process but is very flexible.
Accreditation is a review and validation of the collaborative governance, planning, and
research/data analysis processes in place, and an acknowledgement of the programmes and
activities, communications and evaluation that are undertaken. Responsibility for setting and
evaluating performance measures and outcomes sits with a Safe Community governance
group or committee which is established as part of the process. Ideally a coordinator is
employed.

The key elements of Safe Communities model are:

1. Leadership & Collaboration
2. Programme Reach
3. Priority Setting
4. Data Analysis & Strategic Alignment
5. Evaluation
6. Communication & Networking
The full six criteria are set out in Section FOUR.
Next steps and ongoing support

Once accreditation is confirmed, action begins in earnest. Projects and activities undertaken
are many and varied. The diagram below illustrates the scope of issues and partnerships
activities.
An annual report of activities and an annual survey of coalition partners are completed. A
reaccreditation process is undertaken every 5-6 years. Often Safe Community programmes
choose to formally celebrate successes and partnerships created with an accreditation
ceremony. An example is the Safer Napier programme that has been accredited since 2010
and is currently making application for reaccreditation. As part of this process on 6 November,
43 Agencies signed a five year Memorandum of Commitment. SCFNZ provides ongoing
support and advice to Safe Community programmes, including providing regular webinars,
and running a national hui, regional forums and workshops on a range of topics. Information
is also provided via SCFNZs website www.safecommunities.org.nz

Some benefits and challenges

There are many advantages and benefits from being an accredited Safe Community. They
include:
having a mechanism for joint interagency work on a wide range of community safety
issues determined by the community
combining of creativity, perspectives, skills and resources to run and fund projects
having a coordinator dedicated to help make things happen and ensure continuity and
sustainability
participating in regional and national networks and training opportunities
providing a means of meaningful community participation, consultation and
determination of community needs.
There are also challenges that often need a special focus. Some challenges of collaboration
include:
ensuring that the right people are in the governance group who have sufficient
authority to make decisions on behalf of their agencies
keeping people engaged and interested in the process and projects
dealing effectively with conflict within the group, such as differing views and interest
ensuring that everyone understands the purpose and outcomes of what is being
achieved.
The overall benefit of working towards helping to create a liveable community where people
their daily activities in an environment without fear or risk of harm or injury outweighs the
challenges every time.

Section TWO:
Establishing a Safe Community
Step One: Form a working group and organise informal information
sessions
Form a working group or steering committee. Ideally it should have representation from ACC,
the District Health Board, City/District Council, Police, Fire Service, Iwi and then consider any
other immediately willing and obvious participants. Not every agency representative will
necessarily see it as a priority. SCFNZ is actively promoting local engagement with all the key
central government agencies. The working group will be the catalyst for bringing
organisations and communities together.
Organise one (or more) informal information sessions to discuss the Safe Communities
concept is a useful step in developing a Safe Community coalition. Most problems faced by
communities are too complex, and resources are limited, for any one organisation to address
alone. Many causal factors affect injury rates so intersectoral action is needed to address
these issues. It may be necessary to organise several sessions with groups that have shared
or complementary interests. Consultation should involve both public and private sector
participation. It is also a good opportunity to identify existing networks eg family violence,
road safety.
Consider inviting a representative from SCFNZ or from a neighbouring Safe Community to talk
about the benefits and answer any questions.
Step Two: Identification of key strategic partners

The key strategic partners or coalition members are the backbone of the Safe Community
programme. These agencies will help with the planning, prioritising, funding and resourcing
of projects and activities. Membership of the Committee or governance group will also come
from the coalition.
Start by working with those organisations and groups who are enthusiastic and committed to
the Safe Community objectives. A good strategy is to build on existing community networks
and partnerships. Successful partnerships have a shared vision of objectives and outcomes.
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Most central government departments and national agencies working in the crime/violence
and injury prevention sectors are well familiar with the Safe Communities model and are
successfully engaged in local programmes throughout the country. SCFNZ actively promotes
local participation in Safe Communities by those central government agencies, and can help
secure their engagement if there is any reluctance at a local level.
Central government agencies are expected to participate in a range of intersectoral projects

for example: Strengthening Families, Social Sector trials, Childrens Teams. Understanding
the value and point-of-difference of Safe Communities is therefore critical to ensuring their
buy-in from the outset.
There is no prescribed list of agencies that must be involved, however it would ordinarily be
expected that representatives would be engaged from Police, ACC, DHB, local authority, Fire
Service and Iwi. In addition there could be representation from a range of local agencies and
service providers working in the various community safety promotion sectors. Some Safe
Communities have been effective in engaging with private sector businesses that see an
opportunity to invest in community well-being projects. Local philanthropic trusts are another
potential partner, particularly in a time of funding constraints.
Step Three: Commence the Application for Accreditation process:
(refer
Section FOUR)
Letter of Intent
The letter must be signed by either the Chair of your coalition/trust/leadership group or
Mayor (or similar function) and contain the following information:
Name of community
Name and address of lead organisation
Key contact person (name, title, address, email, phone number)
Anticipated timeframe to prepare the Application
Engage/appoint a project manager

Engaging someone to manage the application process is critical. It may be undertaken within
someones existing job description, or a contractor/researcher could be engaged for this
purpose. Having a dedicated resource will be essential to achieving the Safe Community
accreditation in a timely and effective manner. In addition to providing initial grant funding,
SCFNZ can assist in defining the parameters of this role. The project manager role and the
appointee may transition into the coordinator role post accreditation.
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Commence/undertake environment scan: community injury profile/living inventory

One of the key tasks in the preparatory stage is undertaking an environment scan, developing
a community injury profile, and collating a living inventory of programmes and services
currently operating. SCFNZ can assist in developing the parameters for these tasks, and help
identify useful sources of data and other relevant information. This information will
contribute to the Application and inform strategic planning.
Injury data can be obtained from a range of organisations and further information is
contained in SCFNZ factsheet series at http://www.safecommunities.org.nz/resources/fact-sheets It is
essential to understand what injuries are occurring in the local community.
Questions to ask could include:
Who is being injured? (e.g. age group/gender/ethnicity).

How serious are the injuries?
What types of injuries are occurring? (e.g. motor vehicle crashes; falls; sporting
injuries; burns; work-related injuries; poisonings).
Where injuries are happening?
Why are these injuries occurring?
What are the estimated costs of these injuries?
How does the local community compare to other communities in the region or
nationally?
A community injury profile will help inform planning. Injury data can identify what injury
problems a community is experiencing and can help generate financial and political support
for an injury prevention programme. Data can guide the development of programmes where
they are most needed and can identify what works to reduce the frequency and severity of
injuries.
Step Four: Commence organisational development (for post

designation):
Collaborative action requires collaborative governance so careful thought needs to go into
decisions concerning the on-going leadership and governance of the Safe Community. Poorly
executed governance will undermine the effectiveness of the programme, with ineffectual
leadership, protracted decision-making, inadequate resourcing, waning commitment by
partners, resulting in ineffective action, and poor outcomes.

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Coalition structure *refer SCFNZ Coalition Structures Document

There is no standardised model for how a Safe Community is structured. There are a range
of models in place and these are documented in the Coalition Structures document which is
available through the SCFNZ office or on the website. The model adopted must be fit for
purpose and adapted to the needs, issues and resources of each community.
Governance: Safe Community Committee members *refer SCFNZ Discussion Paper Good Governance
The Safe Community governance functions are undertaken by a committee: Management
Committee; Governance Group; Board; whatever name is appropriate. Membership of the
committee must comprise representatives of sufficient seniority that they are able to make
decisions on behalf of their organisation, and have a good understanding of the principles of
collaborative governance. Committee members are responsible for driving the programme:
implementing and measuring the objectives and strategies of the Strategic Plan, and
monitoring the performance of the organisation.
Terms of Reference (ToR) are a useful tool to ensure that members are conversant with their
obligations to the Committee, and there is a common understanding of the purpose and
activities of the Committee. ToR should be reviewed regularly to ensure they are relevant
and that every partner agency remains committed to them.
One of the challenges reported by Safe Communities is the frequency of changes of

representation from some organisations and the often unavoidable disruption that can occur
as new people are appointed and need to come up to speed with the programme. It is
recommended that an Orientation Pack is prepared for new (and current) Committee
members that sets out the role and expectations of committee membership, and provides a
short overview of the programme and activities.
Chair or co-chair
Appointing the Chair(s) is also critical as this role has a leadership function, a public profile,
and is a key link to SCFNZ. The process for appointing, replacing, rotating the Chair needs
careful consideration and should be documented.
Key areas of responsibility for the Chair(s) include:
Overseeing the membership of the Committee
o ensuring that Terms of Reference are in place concerning membership of the
Committee and that these are reviewed regularly
o following-up with agencies/representatives concerning attendance and
participation
o ensuring that replacement members are appointed promptly
o working with the Committee to identify potential and appoint new members

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Chairing of Committee meetings

o being fully prepared
o exercising capable leadership of meetings
o ensuring good governance processes are followed
Managing the functions of the Committee
o delegating roles and areas of responsibility to Committee members
o ensuring that activity reports and accounts are received and monitored
o ensuring that key tasks are completed including strategic/business plans,
Annual Reports, Annual Coalition Surveys, reports to funders, Council
committees
o ensuring that the Committee secures sustainable funding for coordination
Supporting the Coordinator. While the coordinator should have a line supervisor
through the host agency, it is important that the Chair retains a close working
relationship with the coordinator.
Undertaking communications functions including public meetings, workshops and
forums, and with the media
Liaison with Safe Communities Foundation NZ on local, regional and national matters
Designated coordinator *refer Safe Communities Coordinator Discussion Document
The evidence presented by Safe Communities in their annual reporting and coalition surveys
clearly indicates that the role of a coordinator is essential to the successful operation of the
Safe Community model within the community. As a guide, 30 hours (+- 5) is required to
undertake the role to a satisfactory level, and this should not vary solely based on the
population of a district. There are a number of complex elements that impact on scoping the
role of a coordinator including the level of socio-economic deprivation; the geographic
spread; community demographics: age, gender, ethnicity; availability and access to services;
access to funding and resources for programmes and activities.
Key elements in the role include: strategic planning; relationship management; interagency
networking and collaboration; data analysis and reporting; project planning and delivery.
Coordinators are expected to have qualifications in health, education or social sciences, and
have skills and experience in planning, community development, partnerships and
collaboration, project management, Iwi/Maori and other cultural engagement.
They are expected to have specialist knowledge and stay informed about injury prevention,
crime prevention and community safety policy and practice; and be aware of the data, trends,
issues and gaps within their local community.

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Coordinators are highly skilled facilitators, enablers, leaders, and communicators. They are
able to work autonomously, and within multi-disciplinary teams. Coordinators transcend
organisational boundaries (silos) and actively promote partnerships and collaboration.
The greatest challenge facing Safe Community coalitions is the recruitment and resourcing for
this role. The risks are: creating a role with insufficient hours that limits the time available for
key tasks and reduces opportunities to undertake new and innovative activities; offering
inadequate remuneration that limits the potential skilled applicant pool; which in turn can
lead to appointing someone into the role with insufficient skills and expertise.
If Safe Community governance committees are unwilling to take responsibility to appoint and
resource the Coordinator role at an appropriate level, then they are setting it up to fail. SCFNZ
is currently negotiating with ACC concerning funding for local coordination. With this funding
will come expectations concerning the performance of the Safe Community Committee, and
the functions of the Coordinator.
Admin Support
Given the time-constraints, Coordinators working part-time should be relieved of routine
admin/clerical functions. These activities can take hours per week and will absorb valuable
time from the coordination role. Ideally the host agency should provide admin support, it
could be shared by Committee/partner agencies, or it should be contracted as a separate role.
Routine admin functions usually include: notices of meetings, agendas and minutes, arranging
venues, catering, printing, mail, filing, financial processing, recording and reporting etc.
Working Groups
Working groups are already in existence in most communities: for example most districts have
a Road Safety Committee, and many have a Family Violence Prevention network. Some
districts have safer community councils that were set up years ago under the Crime
Prevention Unit.
New working groups may be formed from the coalition under the leadership of the committee
to work on specific injury prevention or safety promotion initiatives.
These working groups should be project orientated and need to be consistent with the
objectives and activities of your Safe Community Programme.

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Section Three
Strategic Planning
Key elements
A well thought-out strategic plan should identify/describe:
Priority areas (population groups, injury/safety issues and settings) based on available
data for your community;
Key strategic partners (community, industry/business and government/nongovernment agencies);
Clear, measurable objectives;
Safety promotion and injury prevention activities to be implemented over the next 23 years, including identification of processes used to ensure safety promotion and
injury prevention activities are based on best available evidence;
Expected performance indicators and impacts and how they will be
measured/evaluated;
Funding sources and available resources (staff, volunteers, materials/equipment) and
outline of annual budgets; and
Communications: indication of your communitys commitment to sharing information
on community-based safety promotion and injury prevention initiatives at local,
national and/or international levels, including how/when information about your
programme will be reported to the public and partner organisations, relevant
government and non-government organisations.
A tool not a straight-jacket

Strategic Plans are not straight-jackets that limit, restrict or constrain Safe Communities
priorities and activities. Safe Communities are not mini-bureaucracies. A strategic plan is a
tool to enable Safe Communities to focus on solving injury problems and promoting safety in
local communities. Safe Communities must have the flexibility to be responsive, innovative,
and opportunistic.
By looking at data and other information; responding to unanticipated and traumatic events
and disasters; and gathering community input from a variety of sources, a Safe Community
can understand the reasons why the injury problem/risk exists in their community, and
explore a range in interventions and activities that may address those issues.

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While some issues/risks can be solved/reduced by single actions eg a correctly installed 10

year smoke alarms save lives. Complex wicked problems such as family violence and suicide
do not respond to linear interventions, but require a range of approaches over time. Safe
Communities have the objectivity and collective capability to bring STRATEGIC THINKING to
bear on these issues and their responses, initiatives and activities, and harness collaborative
action.
Factors that influence priority-setting

Some determining factors:
Statistical data: what do the numbers tell us? Getting accurate and timely data
remains a challenge. SCFNZ is working with national agencies to improve the quality
of data-collection and dissemination to better inform prevention strategies
Other data, research, submissions. These may be sourced from the internet, from the
SCFNZ website, from tertiary and research institutions, and from local body and
District Health Board submissions and plans.
Serious unanticipated events: natural disasters, tragic individual events for example
the Christchurch earthquakes, Whanganui flood, family violence/deaths, horrendous
road crashes all have an impact on community awareness, and have the potential to
be catalysts for change
Consultation with stakeholders/partners: through sharing information, issues can be
raised, and opportunities for collaborative action identified
Community action/demands: An event or incident may spark community demands to
improve safety or address a particular issue, for example community outrage over
psychoactive substances.
Media: when attention is drawn to particular issues in the media it may provoke a
response, for example homelessness in the community
Availability of resources, including funding and funder expectations: targeted
contestable and discretionary funding from central government agencies may be the
catalyst to commence a new programme or initiative, for example MSD Te Punanga
Haumaru Fund for anti-bullying programmes. Other community funders such as
gambling trusts and local philanthropic trusts may be willing to fund particular
targeted issues and initiatives.
Political direction: at a national and local government level, political intervention is
sometimes the catalyst for new priorities and initiatives
Personal preferences: everyone has their own personal agendas and preferences.
These can play a role in determining priorities and strategies.

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Activities
Once you have identified your priority areas, the activities, new or on-going should match
your objectives. The activities should be evidence-based but adapted to local conditions, with
specific tasks assigned to specific people. It is critical to maintain organisational flexibility and
responsiveness to new and changing circumstances.
The most effective plan always involves the people most affected. Wherever possible, it is
important to bring together representatives from each target group and involve them in the
planning. There will need to be buy-in to make things happen.
Performance measures and outcome indicators

Is the Safe Community coalition making a difference? Equally important, can the coalition
describe the difference it is making? Evaluation tracks how well a programme is meeting its
goals and objectives in terms that are meaningful to the community. Therefore, preparing
for evaluation is best done EARLY in the planning process.
Evaluation: methodologies
Formative evaluation is the process of testing programme plans, messages, materials,
strategies, and activities for:
Feasibility: capable of being easily or conveniently done.
Appropriateness: suitable or fitting for a particular purpose, person, occasion
Acceptability: pleasing to the receiver; satisfactory; agreeable; welcome
Applicability: to the programme objectives and the target population.

Formative evaluation is generally used when a new programme is being developed or an
existing programme is being modified.
Process evaluation is the mechanism for testing whether a programme is being delivered as
planned and is reaching the target population as planned
Process evaluation should begin when a programme is implemented
and continue throughout the life of the programme
Programmes often are fine-tuned during the implementation phase because of process
evaluation results

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Impact/Outcome evaluation is to learn how well the project/programme succeeded in

achieving its ultimate goal.
measures the changes in the target populations knowledge, attitudes, beliefs, or

behaviours associated with the programme.
measures how well the programme achieved the goal of reducing morbidity and mortality
in the short-term, and in the long-term
Safe Communities (SC) accreditation requires evaluation measures to assess programmes,

processes and effects of change. Many accredited communities in New Zealand are using the
Results Based Accountability (RBA) framework to achieve this. Safe Community coalitions
acknowledge that no single agency or organisation can possibly claim to be solely responsible
and recognise that it takes the unique contributions of a range of government and community
partners to achieve positive outcomes.
Financial management and other resources

The Safe Community coalition needs to obtain sustainable funding and resources (staff,
volunteers and materials). Budgets will need to be developed and recorded. Clear, financial
records need to be documented. Options for funding and resources include:
Attracting government funding and/or resources;
Attracting sponsorship from business; and
Receiving funding grants from Charitable Trusts and other community funding agencies.
The Safe Community committee has the responsibility to develop a Funding Plan to ensure
the long-term sustainability of the programme.
Communications
Develop a Communications Plan. Use the Communications specialists at the Council or
District Health Board to help develop the plan.
Communications include all written, spoken, and electronic interaction with Safe Community
audiences. A Communications Plan encompasses objectives, goals, and tools for all
communications.

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Section FOUR
Application for Accreditation as a Safe
Community (PPSCN)
No two communities are alike and so there is no template or prescribed format for the
Application. SCFNZ encourages communities to prepare and present their Application in a
way that is unique to their particular circumstances: starting with the Name. Some Safe
Communities have been creative in their names: for example Nelson Tasman is Safe @ The
Top, and neighbouring Marlborough is Safe & Sound @ The Top.
Use graphics and images and language that help communicate the essence of the community:
the particular features, including the geography, history, economy, and population. These
elements in turn help to frame the issues and priorities that have been identified.
Criteria and process: overview
Contact SCFNZ for guidance and support.

Become familiar with the Safe Community indicators.
Submit a Letter of Intent to SCFNZ.
SCFNZ will invoice the community for entire process and appoint a key
contact person.
Submit your draft documentation to SCFNZ.
Feedback will be provided on draft within 14 working days.
Submit final application document.
Receive feedback on your application from the SCFNZ team of reviewers.
Host a site visit to demonstrate community safety efforts for the Certifier/Review
Team.
Conduct a ceremony celebrating your official accreditation.

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Understanding the six criteria (refer SCFNZ Extended Criteria document)

Communities seeking accreditation must demonstrate how they meet the following six
indicators based on the Safe Community model.
1. Leadership & Collaboration: Demonstration of leadership by coalition or group focused
on improving community safety.
2. Programme Reach: The range and reach of community safety programmes operating
throughout your community/region, including an indication of the extent to which they
are based on proven or promising intervention strategies.
3. Priority Setting: Demonstration of programmes that target and promote safety for high
risk/vulnerable groups and environments.
4. Data Analysis & Strategic Alignment: Analysis of available safety (injury, violence, crime
and perception) data for your community/region and how they align with established
national/state/regional priorities and action plans.
5. Evaluation: Outline of expected impacts and how they are being measured or evaluated.
6. Communication & Networking: Demonstration of community engagement with relevant
sectors of your community/region and ongoing participation in local, national and
international Safe Communities networks is required
Letter of Intent
The letter must be signed by either the Chair of your coalition/trust/leadership group or
Mayor (or similar function). The contents of the letter are set out in Section TWO.
Preparing the Application document

The written Application describes how the community meets the six key indicators. The
SCFNZ appointed contact person will assist with this process, including peer review of the
documentation, and advice and ideas about the content and format. There are examples
and more resources online at www.safecommunities.org.nz
Assessment process
SCFNZ will acknowledge receipt of your application and will conduct a preliminary
assessment. If the preliminary assessment deems that the application is not ready for
formal review, SCFNZ will notify the community and outline the deficiencies, for
example, criteria not covered or not adequately documented etc.
If SCFNZ is satisfied that the application is ready for formal review, the community will
be notified and certifiers will be appointed and the formal review process will
commence. One certifier will be from an international partner in the Pan Pacific Safe

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Communities Network. This is to ensure that there is consistency in the

documentation and accreditation processes. Following receipt of all relevant
materials, the certifying team will have four weeks to study and assess the application
and any supporting documents.
Each certifier will submit a written assessment identifying the strengths and
weaknesses in the application. SCFNZ will assess each of these reports and, if the
certifying team deems that the community is not ready for accreditation, SCFNZ will
inform the community of this decision and outline the steps it must take in order to
become ready.
At every stage, the appointed contact person will be available to advise on the drafting
of the Application until it reaches the point that it is accepted.
Site visit and Accreditation ceremony

After reviewing and accepting the Application, SCFNZ will schedule a site visit with the
community and plan for an accreditation ceremony.
This ceremony should take place within two months of the completion of the formal review
and should last a minimum of half a day. Working with the community, SCFNZ will arrange a
date for the site visit and celebratory accreditation ceremony.
The purpose of the site visit/accreditation celebration is to allow the NZ-based certifying team
to meet face-to-face with the leadership group, to verify how the community has fulfilled the
requirements for each criterion; to review and discuss the formal report; and to clarify the
ongoing involvement of the community in relevant local, regional and national Safe
Community networks (www.ppscn.org).
There is no prescribed format for the site visit. The site visit is an opportunity to showcase
the community and its safety promotion and injury/crime prevention initiatives. As the SCFNZ
certifying team often include representatives from government agencies, site visits provide a
good opportunity to highlight how local initiatives align with government priorities as well as
highlighting any particular challenges faced at local operational levels.
SCFNZ encourages communities to ensure active involvement of all relevant community

stakeholders and members of the public in the accreditation celebration. It is a great
achievement.

22
A SCFNZ Certifier will lead the accreditation ceremony. With Safe Community
accreditation the community becomes a member of the Pan Pacific Safe Communities
Network; a regional network of the International Safe Community Network; which includes
all Safe Communities in the United States, Canada, Australia and New Zealand.
SCFNZ will then provide the community with a formal report demonstrating how the
community has met each criterion along with recommendations to improve their community
safety efforts. The formal report will be vetted by the peer reviewers in advance of its
submission to the community.
Fees
Application fee of $2,000 paid to SCFNZ includes:
1. SCFNZs oversight of the accreditation process.
2. The professional services of a team of certifiers.
3. Attendance by a minimum of 2 certifiers at the site visit and attendance at the
Accreditation Ceremony.
4. At the Accreditation Ceremony, a Certificate of Agreement, Plaque and Flag will
be provided, which is included in the $NZ2000 Accreditation Fee.

23
Section FIVE: Relationship with SCFNZ

As the visible champion in community-based injury prevention and safety promotion, Safe
Communities Foundation New Zealand (SCFNZ) works for the people of New Zealand, by
building local partnerships and collaborative relationships. At a national level SCFNZ works
closely with central government agencies to promote, support and collaborate on community
safety promotion programmes and activities.
SCFNZ is an Accrediting Centre of Pan Pacific Safe Community Network and an International
Safe Community Support Centre. SCFNZ was established in 2004, and since its inception there
has been exponential growth of safe communities within NZ.
Key focus areas include:

1. Providing
advice
and
support
to
communities
accreditation/reaccreditation as safe communities
seeking
formal
2. Encouraging partnerships to maximise the community safety impact of specific

projects
3. Disseminating and sharing best practice in community safety
4. Demonstrate the contribution of community safety projects to the overall
injury/violence indicators.
5. Promote the critical role of community safety expertise in optimising health and safety
outcomes for communities
SCFNZ is a non-government organisation (NGO) with charitable trust status.

www.safecommunities.org.nz for more information on SCFNZ.

24
Safe Communities requirements/expectations: post-accreditation

Annual Report
Accredited Safe Communities are required to submit an Annual Report to SCFNZ. There is a
prescribed format, and this is to enable the information to be aggregated and collated into
National reporting formats for SCFNZ funders and other key stakeholders. It also makes it
easier for SCFNZ to share and disseminate information between Safe Communities.
The Annual Report gives each Safe Community the opportunity to update their governance
and organisational structure; and highlight some of their achievements, including innovative
and effective programmes and activities. The Annual Report also gives each Safe Community
the opportunity to advise SCFNZ of any particular challenges or issues.
SCFNZ responds to each Annual Report and may make recommendations or initiated further
contact/support if required.
Annual Coalition Survey

Accredited Safe Communities are required to distribute and complete the Annual Coalition
Self-Assessment Survey. This is an anonymous tool that is completed by members of the Safe
Community Committee and Coalition.
The Coalition Self-Assessment Survey examined the success of Safe Community coalitions in
terms of collaboration by measuring each coalitions synergy. This score is a key indicator of
how well the collaborative process is working. The reports then present dimensions of
participation related to decision-making, satisfaction and adoption of safer practices and
environments. It tells how well the process is combining the coalition partners knowledge,
skills, and resources. Each year, the outcomes are compared to previous years results to
enable tracking of performance over time.
SCFNZ distributes the outcomes of the Survey back to each Safe Community with an
accompanying commentary that may include recommendations of initiate further
contact/support if required.
Annual National Hui/Forum

Every year SCFNZ hosts a two-day National Hui in Wellington. Representation from every safe
community is expected, and it is a great opportunity for prospective communities to gain a
better understanding of safe communities, and have face-to-face contact with the whole
network. Accommodation and meals are provided but communities are responsible for

25
transport to and from the venue. Depending on the circumstances, some financial assistance
may be available.
The National Hui is an opportunity to:
Get the latest news and updates from SCFNZ and PPSCN
Get the latest information from key central government agencies and partners
Get training on selected topics
Network with other safe communities from around the country, and share
programmes and activities
Local/Regional Forums and Workshops

SCFNZ is committed to supporting and building capacity throughout the network and one way
this is accomplished is through local/regional forums and training workshops. The content of
these events is discussed with the participants and can cover a range of topics eg: building
robust governance; strategic planning; achieving sustainable funding; evaluation and RBA
training.
Local support
At a local level, SCFNZ offers a prompt response to requests for information, guidance,
problem-solving and any other matters of concern. This support can be accessed by
phone/email with the National Office. Calls may be made in confidence, and any issues
discussed are treated sensitively.
In addition, SCFNZ staff undertake periodic visits to safe communities every 18 months or so.
These visits are not formal inspections or reviews, but rather, they are courtesy visits to
maintain a tangible link with the cities and districts that are part of the network.
Funding for coordination

SCFNZ is actively working with central government agencies/funders to secure long-term
commitments to funding for coordination. Nevertheless there is an expectation that local
communities will contribute towards these costs. SCFNZ will provide some guidance on this,
but it is the responsibility of each Safe Community Committee (governance) to ensure there
is a plan in place for sustainable funding.
Involvement in the network
Webinars, newsletters, sharing, mentoring, using website, participation at National

and Regional Forums
Networking and linking with wider PPSCN to share resources, experience, mentoring.

26
Safe Communities Foundation New Zealand

SCFNZ is a not-for-profit national organisation with charitable trust status (#CC10928), the only national
organisation that is an International Support Centre and an Accrediting Centre of the Pan Pacific Safe
Community Network (PPSCN), a regional network of the International Safe Community movement. The
PPSCN represents 15.3 million people who live in a designated Safe Community in this part of the globe.
Safe Communities is a World Health Organization recommend approach as an effective means of injury
and violence prevention at the local level. . The SCFNZ has adopted both a public health and community
development approach to safety promotion, injury and violence prevention, since it was established in
2004.
The unique value of SCFNZ is to provide support for the accreditation of communities currently engaged
in community safety initiatives. An accreditation process provides, not only support for communities, but
an indication of a level of achievement within the field of community safety promotion. SCFNZ has robust
accreditation procedures, and has developed Safe Community application guidelines, procedures,
training manuals, website and resources for New Zealand communities seeking accreditation as a Safe
Communities.
Currently over 2.2 million New Zealanders within 30 local authorities live in an Accredited Safe
Community. These 30 local authorities have successfully used the Safe Communities approach to address
community safety. Excellent examples of what is occurring through community engagement, problem
solving and collaboration on community safety problems within individual communities can be found in
Safe Community coalitions/applications, are available on the SCFNZ website.
UMR conducted research and evaluation on the Safe Communities model and SCFNZ. Key findings of
the strengths of the SC model operating in New Zealand are that it has:
an internationally backed framework of operation
the support of local government
encouraged community buy-in
led to coordinated community efforts that address injury and violence prevention
supported local Safety Coalition groups to work well.
Additionally, it found that:
The goals of the ASC model were seen to be creating an environment that embraces a holistic
view of community safety, where communities work together to ensure their citizens can live
safely, both in terms of unintentional injuries, violence and crime.
Having the ASC framework that included a data collection and evaluation component was found
to be useful in keeping communities centered on achieving overall community safety goals for
their community.
SCFNZ received very high praise for its achievements. SCFNZ provides a robust and professional
service to Safe Communities in a responsive and timely manner. Their expertise and support is
well recognised and, most importantly, there is a feeling of partnership and mutual respect that
Safe Communities participants value.
For more information about getting your community involved, go to: www.safecommunities.org.nz
27

Hurstmere House, Suite 5A, 128 Hurstmere Road, Takapuna, PO Box 331399, Takapuna, North Shore 0740, New Zealand.
Tel: +64 9 488 7601 Fax: +64 9 488 7602 Email: contact@scfnz.org Web: www.safecommunities.org.nz

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Safe Communities Foundation

Tania Peters, BHSc

Updated March 2016

Safe Communities is a World Health Organization recommended approach

Safe Communities Foundation New Zealand (SCFNZ)

Safe Communities is a World Health Organization recommended approach

Section Two: Establishing a Safe Community

Section Three: Strategic Planning

Section Four: Application for Accreditation as a Safe Community

Section Five: Relationship with SCFNZ

Safe Communities Foundation New Zealand (SCFNZ)

Safe Communities is a World Health Organization recommended approach

A guide to developing a Safe Community updated March 2016

A guide to developing a Safe Community updated March 2016

Auckland Safer North (2007 & 2013)

Auckland Safer West (1999 & 2006 & 2013)

Safer Central Hawke's Bay (2012)

Safer Christchurch (2008)

Safer Hastings (2013)

Invercargill Southland Safe in the South (2016)

Marlborough Safe & Sound @ The Top (2014)

Safer Napier (2010)

Nelson Tasman Safe @ The Top (2011)

New Plymouth Injury Safe (2005, 2010)

Palmerston North City ISC (2014)

Safer Porirua City (2008, 2014)

Treasure Rotorua (2010, 2014)

Safer Tairawhiti Community Trust (2012)

Safer Taupo (2010,2015)

Te Wairoa He Hapori Haumaru (2014)

Waimakariri Safe Community (2008)

Safer Wairarapa: Masterton District, Carterton District, South Wairarapa District(2010)

Safer Waitaki (2013)

Wellington City (2006, 2012)

Safer Whanganui (2010)

Whangarei ISC (2005, 2011)

There is no standardised structure. Some Safe Community coalitions are set up as a

A guide to developing a Safe Community updated March 2016

How to become an accredited Safe Community (refer to Section

A guide to developing a Safe Community updated March 2016

The key elements of Safe Communities model are:

Next steps and ongoing support

A guide to developing a Safe Community updated March 2016

Some benefits and challenges

A guide to developing a Safe Community updated March 2016

Step Two: Identification of key strategic partners

Central government agencies are expected to participate in a range of intersectoral projects

Step Three: Commence the Application for Accreditation process:

Engage/appoint a project manager

Commence/undertake environment scan: community injury profile/living inventory

Questions to ask could include:

Who is being injured? (e.g. age group/gender/ethnicity).

Step Four: Commence organisational development (for post

A guide to developing a Safe Community updated March 2016

Coalition structure *refer SCFNZ Coalition Structures Document

One of the challenges reported by Safe Communities is the frequency of changes of

A guide to developing a Safe Community updated March 2016

Chairing of Committee meetings

A guide to developing a Safe Community updated March 2016

A guide to developing a Safe Community updated March 2016

A tool not a straight-jacket

A guide to developing a Safe Community updated March 2016