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Community Partnership for Health and Well‐Being: The Falmouth Beacon Project

Community Partnership for Health and Well‐Being: The Falmouth Beacon Project The Beacon Project is an example of a successful multi‐agency intervention in a community fraught with social and economic problems. This article first summarises what happened, and then, from the perspectives of organisational and complexity theory, analyses retrospectively the key lessons learnt. The project, which has received national and international recognition, focused upon a partnership between health visitors, residents and statutory agencies. Health visitors helped to forge relationships based on trust and respect, creating the receptive context for transformational change. It is possible that the fluid, ‘collateral’ organisation that was thus developed was capable of both understanding and tackling the complex inter‐organisational and social issues presented by the Estate.The main conclusions are that cohesion and improvement can be developed through facilitated dialogue rather than control and explicit leadership, and that shared vision among agencies, and the trust achieved through equal dialogue, can bring significant change and empowerment to communities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Integrated Care Emerald Publishing

Community Partnership for Health and Well‐Being: The Falmouth Beacon Project

Journal of Integrated Care , Volume 12 (4): 9 – Aug 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1476-9018
DOI
10.1108/14769018200400028
Publisher site
See Article on Publisher Site

Abstract

The Beacon Project is an example of a successful multi‐agency intervention in a community fraught with social and economic problems. This article first summarises what happened, and then, from the perspectives of organisational and complexity theory, analyses retrospectively the key lessons learnt. The project, which has received national and international recognition, focused upon a partnership between health visitors, residents and statutory agencies. Health visitors helped to forge relationships based on trust and respect, creating the receptive context for transformational change. It is possible that the fluid, ‘collateral’ organisation that was thus developed was capable of both understanding and tackling the complex inter‐organisational and social issues presented by the Estate.The main conclusions are that cohesion and improvement can be developed through facilitated dialogue rather than control and explicit leadership, and that shared vision among agencies, and the trust achieved through equal dialogue, can bring significant change and empowerment to communities.

Journal

Journal of Integrated CareEmerald Publishing

Published: Aug 1, 2004

Keywords: Community Empowerment; Inter‐Agency Working; Social Capital

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