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.
Stuteley, H. and Cohen, C. (2004), "Community Partnership for Health and Well‐Being: The Falmouth Beacon Project", Journal of Integrated Care, Vol. 12 No. 4, pp. 19-27. https://doi.org/10.1108/14769018200400028
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