Managing top-down change with bottom-up leadership: developing a social and emotional wellbeing action framework with a discrete Aboriginal community

There is little empirical evidence about the effectiveness of community efforts, including community governance improvement and capacity strengthening tailored toward societal change within the broader structural environment. This paper presents the results of a twelve month community-based participatory research project initiated by, and undertaken in a discrete Aboriginal community in Far North Queensland, Australia. Working from the principles of community-based participatory research, a group of community-based health and social welfare stakeholders reflected on their practice, community issues and research evidence to inform a community action plan for social and emotional wellbeing. Grounded theory methods were used to analyze the data sourced from meeting minutes, topics work-shopped with the group, reflective group sessions and researcher observations and reflections. The importance of strengthening local governance and capacity, and taking empowerment approaches in achieving community change were highlighted as shaping successful practice.