DHS Principles of good practice in
Aboriginal affairs: a guide for
developing, funding and delivering
programs to Aboriginal people
Department of Human Services 2009
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Published by Industry, Workforce and Strategy Division, Victorian Government Department of Human Services,
Melbourne, Victoria, Australia. December 2010.
© Copyright State of Victoria, Department of Human Services 2010
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December 2010.
Contents
Overview
2
Background
3
DHS Principles of good practice in Aboriginal affairs: a guide for developing,
funding and delivering programs to Aboriginal people
5
Acknowledgement of existing principles
8
Overview
A review of national and international literature suggests there are a number of good practice principles,
which together can create the framework for positive change in health and well-being outcomes for Aboriginal
people.
These principles emphasise strong community governance as the basis for Aboriginal people achieving social and
economic development, supported by effective public administration.
The Department of Human Services (DHS) has developed a broad set of good practice principles based on available
research and consultation with the community. These principles are to be used in central and regional offices in the
funding, development and implementation of programs and policies in Aboriginal affairs, in collaboration with the
Aboriginal community.
It is important to note these are ‘good practice’ principles, not ‘best practice’ principles. Good practice principles
reflect values that encourage flexibility in developing programs to meet the needs of Aboriginal people. Alternatively,
best practice principles suggest there is a single approach to which the development of programs must comply.
The good practice principles may also be used to inform the evaluation of proposed or existing programs.
These principles are not listed in any particular order of importance; however the principles cannot be separated
and must be considered as a whole.
The key elements of the DHS Principles of good practice in Aboriginal affairs include:
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Recognise and value Aboriginal culture and history.
Adhere to a holistic definition of health and wellbeing when developing programs with Aboriginal people
and communities.
Effectively partner with Aboriginal organisations and communities.
Respect the skills and ability of Aboriginal people and organisations to make genuine decisions about
the needs of the local community.
Develop programs that are integrated and coordinated across government and the mainstream sector.
Ensure programs are supported by long term funding and resource provision.
Design initiatives that are transparent and accountable.
Develop programs based on available evidence and continue to monitor and evaluate performance.
Develop sustainable and adaptable programs.
Enhance the capacities of the Aboriginal community, government, service systems, organisations and
the workforce.
It is intended that these principles will provide a framework for the department to create successful programs
for Aboriginal people. This in turn will build the platform for better relationships between DHS and Aboriginal
communities and generate the basis for change and improved outcomes.
Background
Aboriginal culture is the oldest living culture in the world. Traditional community and family life was structured around
complex kinship systems, underpinned by culture. This provided guidance on politics, law, land, economic activity
and spirituality. Victoria is rich in Aboriginal culture and traditions, which Aboriginal people continue to honour and
maintain today.
Despite the strength and pride of Victorian Aboriginal people, a larger number continue to experience significant
hardship in the areas of health, housing, education, employment and almost all western measures of wellbeing,
including a life expectancy that is 12 years less than non-Aboriginal Australian males and ten years less than nonAboriginal Australian females.
It is also clearly understood that socio-economic status alone does not account for the life expectancy gap between
Aboriginal and non-Aboriginal people.
Aboriginal health and wellbeing is intrinsically linked to Aboriginal culture and history including discrimination,
dispossession of the land, the stolen generations and social exclusion.
Health risk behaviours such as smoking, alcohol and substance abuse and environmental factors such as poor
housing also contribute significantly.
Aboriginal people view health holistically, which requires more than just focusing on the physical body; the goal is a
wellness that encompasses the social, emotional, spiritual and cultural wellbeing of individuals and the community as
a whole.
The national apology made to the Stolen Generations by the Commonwealth Government of Australia on 13
February 2008 placed Aboriginal disadvantage and the impacts of ill-advised government policy squarely in the
spotlight. It also provided an opportunity for all Australians to focus and reflect on the meaning of reconciliation and
to renew our commitment to addressing Aboriginal disadvantage.
The Council of Australian Government’s (COAG) identification of specific targets for Indigenous reform and the
signing of the Statement of Intent by the Commonwealth and Victorian governments in 2008, has committed all
parties to collaborate on addressing Aboriginal disadvantage. These milestones have also shown that political
leaders believe the health and wellbeing of Aboriginal people is a priority.
In response to the changing landscape in Aboriginal affairs at a State and Commonwealth level, DHS engaged
KPMG to conduct a review of roles and responsibilities in Aboriginal affairs within the department.
The review included an analysis of a number of DHS initiatives against a set of good practice principles1 to measure
the extent to which the department is delivering successful outcomes in Aboriginal affairs.
In the most successful of the case studies, there was strong adherence with the principles, with better outcomes for
Aboriginal people emerging as a result. In the remaining case studies, there was clear evidence that while DHS was
making a tangible effort, work had not been taken far enough, and that fundamentally a different approach was
required. In particular, DHS needed to ‘work differently’ to create positive change.
The department is currently engaged in a number of activities aimed at working differently and to help build cultural
competence in the organisation. Building cultural competence in DHS is regarded as an ongoing process and an
ideal to strive towards. Rather than simply complying with legislation, meeting minimum standards of practice, or
having a fixed end point, cultural competence in the department is a process which is continually evolving.
The development of the DHS Principles of good practice in Aboriginal affairs: a guide for developing, funding and
delivering programs to Aboriginal people will help build cultural competence and position the department to take a
lead role in proactively addressing the needs of Aboriginal people.
1.
The principles presented here incorporate KPMG’s principles, as well as other relevant schemas (see section on “Acknowledgement of
existing principles”).
DHS Principles of good practice in Aboriginal
affairs: a guide for developing, funding and
delivering programs to Aboriginal people
Principle 1:
Recognise and value Aboriginal culture and history
Programs should acknowledge past history and affirm and reflect Aboriginal culture and values. It is important
to understand the historical, social and cultural context of Aboriginal communities and the fundamental impact
this has on determining health and wellbeing outcomes.
Historical and cultural factors affect the way an Aboriginal person accesses (or chooses not to access) services,
their satisfaction with the service and the outcomes of the service. This may impact upon the utilization of
services by other Aboriginal people in the community.
Programs that ignore Aboriginal history and the social environment of Aboriginal people will have limited
success.
Principle 2:
Adhere to a holistic definition of health and wellbeing when developing programs with Aboriginal
people and communities
Aboriginal people have different perspectives and understandings of health and wellbeing.
Aboriginal health and wellbeing is intrinsically linked to Aboriginal culture and history including discrimination,
dispossession of the land, the stolen generations and social exclusion.
A holistic approach requires more than just focusing on the physical body; the goal is a wellness that
encompasses the social, emotional, spiritual and cultural wellbeing of individuals and the community as a whole.
These aspects of life are closely interconnected and represent equally important approaches to treatment.
Aboriginal concepts of men’s and women’s business must be considered and families and carers should be
involved in discussions and decisions surrounding treatment, where possible. Personal health and wellbeing
information needs to be treated with sensitivity and confidentiality.
Principle 3:
Effectively partner with Aboriginal organisations and communities
Partnering refers to government and Aboriginal communities sharing responsibility for identifying solutions to
improve the conditions, wellbeing and outcomes of Aboriginal people and communities.
The partnership approach rests on understanding each other and requires demonstrated respect and support
for Aboriginal language, heritage and culture.
Governments risk failure – and will continue to risk doing so – if they develop and implement programs about
Aboriginal issues without empowering Aboriginal people to be self determining and involved from the outset
in developing, running and evaluating programs.
Aboriginal people are best placed to work on interventions that build community ownership and respond to
the needs and motivations of the Aboriginal community with cultural understanding and sensitivity.
Principle 4:
Respect the skills and ability of Aboriginal people and organizations to make genuine decisions
about the needs of the local community
Aboriginal organisations and communities need access to information in a form that is useful and meaningful
to enable effective decision-making.
Initiatives driven by the Aboriginal community will stimulate action around “burning issues”
and encourage cultural understanding and sensitivity.
Initiatives are most effective when Aboriginal communities support them and provide input and feedback,
and where this feedback is taken on board. Priorities must reflect the choices of the community as well as
government.
Ongoing community involvement and ownership at all levels of program planning, implementation and
evaluation is needed.
Support from the boarder community and within the wider health system is also required to ensure effective
and sustainable practice.
Principle 5:
Develop programs that are integrated and coordinated across government and the
mainstream sector
No single agency or program has the capacity to address Aboriginal disadvantage in isolation.
Government departments, service providers, non-government agencies and private providers need to
work together in a timely and coordinated way to share knowledge and deliver effective programs.
It is important to deliver programs in a way that makes sense to Aboriginal people, acknowledging strengths
as well as addressing the complex nature of Aboriginal disadvantage and the barriers people face to
accessing care. An integrated response across services and organisations lessens the burden of dealing
with multiple organizations and supports continuity of care.
Principle 6:
Ensure programs are supported by long term funding and resource provision
Programs require the certainty of adequate funding over the medium term (3 year minimum) to increase
skills, ownership, infrastructure, education and trust.
Sustainable programs are well planned, organised and funded from the outset to include rigorous evaluation,
and should have the ability to respond to the outcomes of evaluation.
Properly funded programs build the capacity of Aboriginal people and organisations, which increases the
likelihood of programs being successful. It is also important to offer new positions as full time, even when
programs are operating in small Aboriginal communities. It is not always viable for part time positions to meet
the huge amount of work required to implement programs, whether Aboriginal communities are large or small.
Principle 7:
Design initiatives that are transparent and accountable
Programs based on visible decision-making policies and sound rationale will have the capacity to take into
account the complex and changing environments that exist between and within Aboriginal communities.
It is important to support Aboriginal organisations where possible to develop the infrastructure and skills needed
to record and document what they are doing. In this way, Aboriginal organisations will be better able to manage
available resources, utilise data and information and assist other Aboriginal communities to design or improve
programs.
Principle 8:
Develop programs based on available evidence and continue to monitor and evaluate
performance
Programs based on evidence of good practice identify what already works and allow the design of better
interventions. Programs should take account of the strengths, limitations and gaps in available evidence.
Where data does not exist, it is necessary to rely on anecdotal evidence from the Aboriginal community
regarding the most pertinent issues facing Aboriginal people.
Aboriginal communities are more likely to adopt service models where there is evidence of success from
other Aboriginal programs.
It is important to continue to gather data and monitor performance throughout program implementation
and respond to the outcomes of the evaluation. This will help to build a strong evidence base and ensure
services remain relevant and effective. This requires dedicated funding and people with expertise to carry
out evaluation.
Information about Aboriginal people gathered from evaluation should be owned by Aboriginal people and
shared on their terms.
Principle 9:
Develop sustainable and adaptable programs
Programs that are multi-faceted and involve more than just one single approach.
Involving a number of different stakeholders, in particular those who have been involved in similar programs
can positively influence the adaptability of programs to different communities and contexts.
Programs that include effective evaluation are also more likely to be sustainable and will help to improve the
design of future programs.
Principle 10:
Enhance the capacities of the Aboriginal community, government, service systems, organisations
and the workforce
Both the Aboriginal, government and mainstream workforces must work together to build understanding
and support for the provision of culturally appropriate and accessible services.
Government and mainstream organizations require training and knowledge in culturally
sensitive practice to work effectively with Aboriginal people and organisations.
Providing formal or informal training, support and development of the Aboriginal workforce is required for
programs to be effective. Employment opportunities and skills development impacts directly and indirectly
on the wellbeing of Aboriginal communities.
Well designed leadership initiatives also help to increase self esteem, identity and create opportunities
for the future.
Acknowledgement of existing principles
The DHS Principles of good practice in Aboriginal affairs: a guide for developing,funding and delivering
programs to Aboriginal people recognise and embrace a number of existing principles of good practice
which originate from literature reviews and community consultations.
DHS specific
The KPMG review of the Koori Human Services Unit2 identified Good practice principles in Aboriginal affairs
as a framework to create positive change in well-being and outcomes for Aboriginal people.
1.
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Partnerships and joint governance
Whole of government approach
Holistic focus
Empowerment
Capacity building
Harnessing the mainstream
Cultural competence.
The Indigenous health promotion literature review 20073 highlights health promotion principles
for better Aboriginal health. The review emphasises the critical point that success depends not only on what
you do but also how you do it.
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Culturally appropriate approaches
Foster and improve networking/partnerships/consultation
Community supported/based
Flexible but accountable
Skills development/training
Multi-strategy approach
Sustainable funding/transferable/longtime frame
Establishing evidence-base
Developing leadership.
The Allen Consulting Group Review: Indigenous Family Violence in Victoria4 highlights good practice
elements for Indigenous family violence programs.
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Cultural grounding of programs
Community grounding/development of programs
Composite programs
Engagement of men into programs
Ensuring the involvement of Elders
Self-empowerment and self-esteem as capacity building by-products
Examining inter-generational family history and colonial experience as a healing element
Cultural preference for tailored responses, including group approaches
Capacity building through networking, partnerships and interagency collaboration
Information collection and dissemination
Training and skills acquisition
Flexibility and adaptability of programs.
KPMG, Review of roles and responsibilities for Aboriginal Affairs, July 2008.
J. Kingsley, Public Health, Department of Human Services, Indigenous Health Promotion Literature Review, 2008.
The Allen Consulting Group, Indigenous Family Violence in Victoria: Supporting the Development of a Ten-Year Plan, March 2007.
The Australian Institute for Primary Care at La Trobe University5 used themes to build a useful framework
for thinking about how government policy can contribute to improved outcomes for Aboriginal people.
1.
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Service integration/coordination
Partnerships with Indigenous communities
Culturally appropriate services
Meeting local needs
Evidence-based practice/planning
Evaluation
Workforce development.
Features of successful programs in Aboriginal health promotion were based on the Indigenous health promotion
literature review 2007 and presented at the November 2007 Aboriginal Human Services Forum.6
1. Recognise and value Aboriginal culture and history
2. Initiatives are driven by the community
3. Use a number of (evidence based) strategies in a flexible way
4. Are sustained over time (funding)
5. Develops local community leadership
6. Develops and supports staff
7. Monitors, evaluates and feeds back learning to the community
International work
Work developed in the UK highlights key elements for effective community engagement with disadvantaged and
discriminated groups.
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Focus on assets not deficits
Not capacity building but capacity releasing
Resourcefulness not resources
Reciprocal relationships/peer built up over time
Challenge assumptions – know each other’s worlds
Shared learning not training
Oranisational development as well as community development
Stimulate community action around “burning issues”
Other Australian work
In a 2002 workshop comprising State and Territories health departments and peak Aboriginal organisations,
participants developed the Principles for Better Practice Aboriginal Health Promotion – the Sydney
Consensus Statement 2002.7
1. Aboriginal health promotion should acknowledge Aboriginal cultural influences and the historical, social and
cultural context of communities
2. Aboriginal health promotion practice should be based on available evidence
3. Effective Aboriginal health promotion practice means building the capacities of the community, government,
service systems, organisations and the workforce, ensuring equitable resource allocation (flexible purchaserprovider arrangements) cultural security and respect in the workplace
4. Aboriginal Health Promotion should ensure ongoing community involvement and consultation
5. The practical application of Aboriginal self-determination principles is fundamental in all Aboriginal health
promotion planning
6. Aboriginal health promotion adheres to the holistic definition of health and acknowledges that primary health
care in Aboriginal communities incorporates Aboriginal health promotion
7. The establishment of effective partnerships is required to address many of the determinants of health
8. Aboriginal Health Promotion programs should aim to be sustainable and transferable
9. Aboriginal health promotion should demonstrate transparency of operations and accountability
5.
6.
7.
Australian Institute of Primary Care, La Trobe University, Review to Identify Opportunities through DHS Funding to Improve Outcomes
for Aboriginal People, October 2007.
C. Pickin, Public Health, Department of Human Services, Presentation to the Aboriginal Human Services Forum, November 2007.
NSW Department of Health, Principles for better practice in Aboriginal health promotion – The Sydney Consensus Statement, NSW
Health 2002, June 2004.