When you look at the amazing results from this report it is clear why this study, along with other academic research and newspaper articles all looked at the events and actions in a small council estate in Cornwall between 1997 and 2005.
Here we have empirical evidence that involving residents and tenants not only adds real value but delivers the long term change needed to turnaround even the most challenging communities.
I was lucky to be the first Beacon Community Manager and worked and supported the project until I moved to South Wales in 2012. At the heart the Beacon Partnership was the power sharing, initially between the local housing authority and the tenants and residents. Then this extended to a real collaboration between the community and all of the major agencies, health, police, schools and the council, but with tenants and residents always in a majority.
The evidence in this report backs up what we knew was happening as we witnessed the transformation of a community. In fact I think the figures slightly under estimate the success. On low demand estates like the Beacon, the allocation process continues to influence the overall employment rates. When I worked on the estate many people who found jobs did move out and of course a number of people in the community inevitably died, and in virtually every case the allocations process resulted in an additional household moving in to the area who were not in work. The data is no longer available to adjust for these events but I cannot recall housing a single family who were in employment during my period at the local office.