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Managing top-down change with bottom-up leadership: developing a social and emotional wellbeing action framework with a discrete Aboriginal community
journal contribution
posted on 2018-11-12, 00:00 authored by Roxanne Bainbridge, K Tsey, R Andrews, Janya MccalmanJanya Mccalman, C BrownThere 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.
History
Volume
16Issue
2Start Page
1End Page
19Number of Pages
19ISSN
1440-5202Publisher
Journal of Australian Indigenous IssuesFull Text URL
Peer Reviewed
- Yes
Open Access
- No
Cultural Warning
This research output may contain the names and images of Aboriginal and Torres Strait Islander people now deceased. We apologize for any distress that may occur.External Author Affiliations
James Cook University; Gurriny Yealamucka Aboriginal Health ServiceEra Eligible
- Yes