Co-design
Co-design is a way of designing health programs and services with (not for) the people who those programs and services will affect.
Co-design requires a sequence of deliberate steps to be negotiated and agreed before embarking on further actions. In all circumstances, a framework for meaningful engagement is recommended as a first step to define the foundations of an effective working relationship between Aboriginal and Torres Strait Islander peoples, their community-controlled organisations and non-Indigenous or mainstream institutions. Co-design requires shifting power and the development of reciprocal relationships. Powerful co-design will embrace activities to ‘co-produce’ and ‘co-decide’. Much more transparency and self-disclosure is required as a foundation for co-design than in usual government, non-government mainstream or academic partnerships.
From Aboriginal and Torres Strait Islander Cancer Plan, NACCHO
Collaboration
Collaboration is a process of partnering with stakeholders and / or stakeholder groups with the intent of developing mutually agreed solutions and a joint plan of action.
Collaboration describes two-way / multi-way communication with learning, negotiation and decision-making on both sides.
Through collaboration, stakeholders work together to take action.
From Department of Health Stakeholder Engagement Framework
Consultation
Consultation is a process of gaining information and feedback from stakeholders to inform decision-making.
In consultation, there is limited two-way communication. Questions are asked to inform decision making but changes do not necessarily need to be made based on stakeholder responses.
From Department of Health Stakeholder Engagement Framework
Cultural competence
Cultural competence usually refers to the ability of an individual health professional to establish effective relationships that overcome any cultural differences by recognising the importance of social and cultural influences on patients, considering how these factors interact, and devising interventions that take these issues into account. While a valuable first step, an approach to cultural competency that focuses on acquiring knowledge, skills and attitudes is problematic because it suggests that competency can be fully achieved through this static process.
"Cultural competency does not have an endpoint. It rests with the health professional to improve their cultural competency. Cultural competency is not interchangeable as a term with cultural safety."
Curtis E et al. Why cultural safety rather than cultural competency is required to achieve health equity: a literature review and recommended definition. Int J Equity Health 2019;18:174.
From Aboriginal and Torres Strait Islander Cancer Plan, NACCHO
Cultural safety
Cultural safety is determined as an outcome only by Aboriginal and Torres Strait Islander individuals, families and Communities. Cultural safety is their experience. Culturally safe practice requires ongoing critical reflection by health practitioners, but these health practitioners cannot judge cultural safety. Changing attitudes, practicing behaviours, and power imbalances in delivering safe, accessible and responsive healthcare will achieve a health system free of racism.
Cultural safety requires healthcare professionals and healthcare organisations to examine themselves and the potential impact of their own culture on clinical interactions and healthcare service delivery. This requires individual healthcare professionals and healthcare organisations to acknowledge and address their own biases, attitudes, assumptions, stereotypes, structures and characteristics that may affect the quality of care provided. Cultural safety requires healthcare professionals and their organisations to influence healthcare to reduce bias and achieve equity within the workforce and working environment.
From Aboriginal and Torres Strait Islander Cancer Plan, NACCHO
Informing
Informing describes a one-way flow of information. Information is shared with no feedback sought.
From Department of Health Stakeholder Engagement Framework
Involvement
Involvement describes a process of working with stakeholders on a project or program so that issues and concerns can be understood and considered.
Involvement uses two-way or multi-way communication, and learning can occur on both sides.
From Department of Health Stakeholder Engagement Framework
Place-based approach
Place-based approaches are policy, program, and service approaches that recognise and respond to the characteristics of the Community in which they operate. For place-based approaches to be successful, the Community and its needs must be at the centre of development and its priorities respected. This includes planning, selecting, designing and governing physical and social infrastructure, as well as for the facilities and services themselves.
From Aboriginal and Torres Strait Islander Cancer Plan, NACCHO
Self-determination
Self-determination is the right of all people to freely determine their political status and freely pursue their economic, social and cultural development.
From Aboriginal and Torres Strait Islander Cancer Plan, NACCHO
Strengths-based approach
A strengths-based approach focuses on the unique strengths, capabilities and resources of people, places and Communities, and looks for opportunities to capitalise on, complement and support existing strengths. Strengths-based approaches work in opposition to deficit-based discourse and approaches, which focus on areas of problem or concern, and can perpetuate negative stereotyping.
From Aboriginal and Torres Strait Islander Cancer Plan, NACCHO
