Child Injury Prevention

• Home
• Child Safety at Home: Mission Possible
  • Media
  • Links
• What is Child Injury Prevention?
  • Definitions
  • Ottawa Charter
  • Jakarta Declaration
  • E's of injury prevention
  • Haddon's Matrix
  • Haddon's Countermeasures
  • Ecological model
  • Social Determinants
  • Safe Communities
  • Project management
• The ChIPP Project
  • Planning
  • Implementing
  • Evaluating
• Community Action
  • Phase 1 - Look at the problem
  • Phase 2 - Think and plan
  • Phase 3 - Act and implement
  • Phase 4 - Relect and evaluate
  • Definitions
  • Injury data sources
  • What works
  • Goals, objectives and strategies
  • Who can help
• Contact us
• References

Implementing ChIPP

The planning phase provided a strong foundation on which to collaboratively and purposively implement child injury prevention through a range of evidence based, practical and innovative approaches.

Snapshot

ChIPP used a multi-strategic collaborative approach that placed high level accountability and management within a community development and social justice context, (Top down/bottom up). The following provides a summary of how ChIPP was implemented:

• Incrementally addressed child injury by (generally) taking on one focus at a time, (depending on capacity, resources and opportunities) and building on this work in order to ultimately have a sustainable and comprehensive response.
• A flexible approach was employed which allowed for opportunistic responses to child injury issues.
• Where possible, ChIPP sought to integrate child injury prevention and child safety into relevant, existing programs.
• A partnership approach was used between the communities involved whereby any successes learnt or problems encountered in one location were shared freely so that a cumulative knowledge base could be built up.
• Progressively worked from raising awareness among community members and agenda setting with key stakeholders towards building healthy local public policy to secure equitable exposure to risk reduction strategies by all community members.
• Easy achievements and early wins were focused on initially to motivate existing partners, minimize their potential disillusionment and recruit new allies to subsequently tackle more difficult and complex issues.
• Adopted an inclusive approach to collaboration where anyone who wanted to volunteer to help was made welcome. There was usually a job for everyone and all skills present were utilized.
• A partnership was formalized by the establishment of local Working Groups that were based on sharing of responsibility for common goals and mutual benefits.
• Designed so that work priorities were always locally appropriate and addressed local felt needs. Issues that required systems wide change or new policy were referred to the Reference Group who took up the broader, statewide issues as appropriate.
• Particular care was taken to ensure proper protocols were followed and cultural sensitivity was used when dealing with local Aboriginal and Torres Strait Islander communities, elders and families. (eg. in the development, writing and promotion of the Safety for Piccaninny - our little ones publication).
• The Project Officers adopted an enabling role to facilitate the active involvement and on-going support from a range of local stakeholders in the local area. Rather than developing any form of dependency, the Project Officers worked hard to involve and empower local stakeholders and community members, thereby helping to improve the chances of sustainability.
• Sustainability was also considered from the outset and as a result, a capacity building approach was used to build local resources (including physical, social, financial and human capital).
• Using a multi-strategic approach that combined active methods to raise the awareness of parents and carers of the preventability of child injury (eg. Hot Water Burns Like Fire communications campaign) , as well as passive methods addressing social and physical environments (eg. installation of hot water tempering devices).
• Implementing ChIPP on a daily basis meant that the Project Officers and local Working Groups had to engage in coalition building, community action, developing planning products, generating resources as well as initiating and supporting media coverage.

top of page