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The question of how Aboriginal Elders influence the leadership of non-Aboriginal led service organisations when working biddiya to biddiya (boss to boss) emerged while conducting a qualitative analysis as part of the evaluation of the Looking Forward Moving Forward project. This project brought together non-Aboriginal service leaders, Aboriginal Elders and Aboriginal and non-Aboriginal researchers to implement and evaluate a framework for engagement to promote organisational change and transform the way in which services respond to Aboriginal people in need of mental health and drug and alcohol support in Perth, Western Australia. This paper uses a case study to demonstrate how Elders on Nyoongar Country have influenced one non-Aboriginal service leader. At the heart of this case study is a close examination of a recorded, semi-structured, in-depth focus group exchange between a non-Aboriginal leader, Elders and co-researchers. This exchange foregrounds the Elders' and co-researchers' voices, capturing the dialogic nuances and interplay of the interaction to provide a more detailed picture of how building long-term relationships with Elders influences leaders. A key theme to emerge from the data was the developmental change in leadership approaches resulting from the biddiya to biddiya working relationship between Elders and this non-Aboriginal leader. The data show that, along with their deepening relationship, the leader demonstrated an openness and humility to be teachable. This leader demonstrated how he applied his new learning, integrating new ways of working into his leadership practice to change the way his organisation responded to Aboriginal people seeking support and to enhance the organisation's cultural safety. [ABSTRACT FROM AUTHOR]

Aboriginal participatory action research (APAR) has an ethical focus that corrects the imbalances of colonisation through participation and shared decision-making to position people, place, and intention at the centre of research. APAR supports researchers to respond to the community's local rhythms and culture. APAR supports researchers to respond to the community's local rhythms and culture. First Nations scholars and their allies do this in a way that decolonises mainstream approaches in research to disrupt its cherished ideals and endeavours. How these knowledges are co-created and translated is also critically scrutinised. We are a team of intercultural researchers working with community and mainstream health service providers to improve service access, responsiveness, and Aboriginal client outcomes. Our article begins with an overview of the APAR literature and pays homage to the decolonising scholarship that champions Aboriginal ways of knowing, being, and doing. We present a research program where Aboriginal Elders, as cultural guides, hold the research through storying and cultural experiences that have deepened relationships between services and the local Aboriginal community. We conclude with implications of a community-led engagement framework underpinned by a relational methodology that reflects the nuances of knowledge translation through a co-creation of new knowledge and knowledge exchange. [ABSTRACT FROM AUTHOR]

Mainstream youth mental health services struggle to comprehend the connection between colonisation and service provision for Aboriginal young people. This is the consensus agreed by Aboriginal Elders from Perth, Western Australia and young Aboriginal leaders within their communities (Wright, Culbong, Crisp, Biedermann, & Lin (2019). 1–7). What is required is a more nuanced, culturally relevant approach to both an understanding of the impact of colonisation on mental health and help-seeking behaviour if they are to provide equitable access for Aboriginal young people. In this paper, we report on a three-year participatory action research (PAR) project conducted on Whadjuk Nyoongar country in Perth, Western Australia. An innovative model of care framework developed from the project and described in this paper, focuses on key components that both inform and assist service providers in improving service provision to Aboriginal young people. The model, depicted as a tree, symbolises strength and growth, with the 'roots' of the tree, holding trust, culture and spirit. This paper details a culturally-safe co-design process that was held and directed with Elders, in partnership with young people, youth mental health service staff and youth policy staff. [ABSTRACT FROM AUTHOR]

Aim: Aboriginal and Torres Strait Islander young people are more likely to experience mental health issues or end their life by suicide than non‐Aboriginal youth, but are less likely to access mental health services for support. Systemic change is required if mainstream youth mental health services are to be relevant and culturally secure for Aboriginal and Torres Strait Islander young people. Methods: Building Bridges (2017‐2019) is a three‐year participatory action research project being conducted in partnership with the Nyoongar community and three mainstream youth mental health services in Perth, Western Australia. The project involves Nyoongar Elders and Aboriginal and Torres Strait Islander young people working directly with senior management and key staff of youth mental health services to co‐design, implement and evaluate a framework for systems change. The aim of the project is to increase Aboriginal and Torres Strait Islander young people's engagement with services and improve mental health outcomes for young people and their families. Results: This paper outlines the engagement process that underpinned the first phase of the project. Our research methods are premised by an investment in establishing safe spaces for the Elders, young people and service staff to engage in open, honest dialogue. We present two key activities that illustrate this process of building trust and deepening understanding, namely: spending time "On Country" and engaging in a "storying" process. Conclusions: Building Bridges demonstrates the centrality of trusting relationships for systemic change and the way in which meaningful engagement is at the core of both the process and the outcome. [ABSTRACT FROM AUTHOR]