Objectives
This section focuses on how to begin cementing changes and initiatives in placemaking for the longer term, by building partnerships with other organisations. The section is divided into three parts, plus self-assessment questionnaire at the end:
- Partnership on the physical environment
- Partnerships to support tenants
- Creating strategic frameworks
- Self-assessment questionnaire.
Tips
- Ensure that the provider’s own services are properly integrated and able to offer tenants tailored support, especially for those with complex needs, without tenants falling through any gap created by poor communications
- Some providers will need to have their own specialist support staff working alongside and making visits with those from other providers such as anti-social behaviour, safeguarding or mental health teams.
Partnerships
The level of control that providers have over local conditions varies greatly. Many are responsible for grounds maintenance, repairs and other basics. Others may rely on the local authority for rubbish collection and grass cutting. Some lease their housing and are not responsible for major repairs, lifts and roofs. Whatever the arrangement, providers should make best efforts to ensure tenants do not suffer poor
conditions because of the gaps in responsibility.
No provider can be expected to provide all of the services that tenants might need. As can be seen from the case study examples, some providers are working closely with other agencies to deliver services aimed at particular groups of residents (and sometimes non-residents who might be in the neighbourhood, such as young people). The need for specialist services is especially important where there are problems with drugs and alcohol, mental health including hoarding, and anti-social behaviour.
Creating strategic frameworks
Moving to the wider level, strategic engagement with other agencies is also vital. Some providers have drawn up a neighbourhood or estate or local plan that sets out the aims and strategy for multi-agency working and drives activity.
The combination of an overarching strategy with local officers delivering services in line with the partnership aims is seen by Placemaking project case studies as the most effective approach. Buy-in at senior level, often on a broader or regional basis, is seen as essential where resources are tight and intensive local partnership involvement is needed.
Partnership working: 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 approaching longer term partnerships. The questions should help providers to check whether they are doing all they can in the early stages of placemaking.
Download the Self-assessmentResources
Castle Vale Neighbourhood Plan
The neighbourhood plan has set out a framework for translating the vision and strategy into real outcomes through the following: partnership policy priorities, partnership action plan, neighbourhood outcome measures and key achievement indicators and targets.
Measures Framework
The framework sets out an approach for enhancing community engagement and satisfaction through placemaking by identifying key values, priorities and measures informed by global best practice, social housing evaluations and evidence-based research.
Neighbourhood Plans Guide
Drawing up a strategic neighbourhood guide plan in partnership with all relevant agencies and the local community is important for the longer term.
Stage 4 Self-Assessment
This is a template which you can use to manage your community’s assessment for Stage 4 Partnership placemaking practices and track your improvement.
Case Studies
Beyond Housing East Cleveland UK
Clann Colivet IE
CHL West Kempsey NSW AU
Hume Housing NSW AU
Logan Together (QLD)
Logan Together is a community-led, collective-impact initiative focused on improving outcomes for children aged 0–8 across the City of Logan. A small backbone team coordinates collaboration among government agencies, service providers, philanthropy and local residents, all working to a co-designed Roadmap for child wellbeing. Governance is shared through a Leadership Table and Board that formalise roles in co-design, accountability and sustainability while ensuring community voice remains central to decision-making.
The initiative is evidence-led rather than program-led, guided by a published Monitoring, Evaluation and Learning (MEL) strategy that turns shared data into continuous learning across the partnership. Independent evaluations by Clear Horizon Consulting and others credit the backbone model with enabling cross-system collaboration and measurable early-years improvements, and the Queensland Government recognises Logan Together’s decade-long Roadmap as a leading example of joined-up partnership working.
Its core ingredients—backbone support, shared plan, inclusive governance and practical
shared measurement—mirror the partnership principles outlined in this section.
