Objectives
- The core focus of Beginnings lies in the intersection of trust, safety, empowerment, and inclusion
- The most reinforced objectives are Building Trust and Communication, Improving Housing Quality and Boosting Community Involvement
- The strongest values driving these objectives are Community Empowerment & Inclusion, Safety & Wellbeing and Cultural Sensitivity.
The physical environment
In some cases, providers taking part in the Placemaking project felt that the design and/or condition of the estate was itself a major factor in the situation degenerating. In others, regeneration has failed because the fundamentals of placemaking were not created or sustained alongside the physical works. In one case an award winning recently built scheme had begun to suffer problems, demonstrating that the physical infrastructure is not the only prerequisite for strong communities.
Property transfer estates offer both challenges and opportunities. The estate or complex may have begun to
suffer stigma and unpopularity.
With a new housing provider in place there is the opportunity for a fresh start. But this must be carefully
handled.
The physical environment: a quick checklist
The Placemaking project sets out here five quick questions to help community housing providers gauge whether they are asking the right questions of themselves when considering the physical environment of their estates and complexes. The questions should help providers to establish a baseline in the early stages of placemaking.
Download the Self-assessmentTenants and social capital
Providers will need to get to know a neighbourhood in all its unique detail. The history, culture and geography of a place are vitally important. Providers will need to establish what resources exist currently,
in terms of people who are respected in the community, the collective knowledge, and any social activities.
This groundwork gives the organisation a clearer sense of the community’s own capital before moving into the relationship-building and dialogue steps described in Section 2. It also shows respect for the knowledge that already exists within the community and lays the foundation for long-term partnership.
Tenants and social capital: a quick checklist
Here the Placemaking project offers five quick questions to help community housing providers gauge whether they are asking the right questions of themselves in assessing social capital among tenants on an estate. The questions should help providers to check whether they have a good knowledge of the local community.
Download the Self-assessmentTips
- Combine statistics with residents’ lived experience
- Use maps or simple dashboards to share findings
- Review and update data regularly to track progress
- Follow cultural protocols and data privacy principles when gathering information.
Resources
Stage 1 Self-Assessment
This is a template which you can use to manage your community’s assessment for Stage 1 Beginnings placemaking practices and track your improvement.
Case Studies
Argyll Estate NSW
Centacare Evolve Housing TAS AU
CHL West Kempsey NSW AU
Clann Colivet IE
Hume Housing NSW AU
Clann Colivet IE
Clann Housing in the Republic of Ireland took over Colivet Court, a complex for older people, from the local authority. The design had won awards and the scheme was only 10 years old. But residents had become unhappy and complained about repairs and feeling trapped by anti-social behaviour outside, among other problems.
Clann held a meeting with residents and local leaders to air issues and find ways forward. Then the provider set about making changes that residents wanted to see.
Some of the early outcomes were:
- Clearer ownership and repairs pathway. Clann and the council began formal talks on transferring the scheme to Clúid Housing so building repairs can be actioned more directly, alongside seeking funding for urgent works. This tackles the blurred responsibilities that had frustrated residents.
- Faster on-site support. A dedicated site manager is now present two to three days a week, improving day-to-day communication and follow-through on issues.
- Joined-up problem solving. Clann convened residents, the council, gardai, support providers, architects and councillors. Having everyone in the room has helped shift from complaints to shared solutions and accountability.
- Intergenerational project to rebuild pride. Young people from a local program are co-designing and building benches and planters with residents—strengthening ties across ages while improving shared spaces.
- Right-sized support for independence. Clann is testing the level and type of support older residents want, aiming to keep people independent without creating dependency. The conversation itself has reset expectations and trust.
- Trajectory. Many issues are still being worked through, but the process has reopened dialogue, focused partners on practical fixes, and started to restore a sense of safety, agency and pride in place.
