Achieving long-term success

Oona Goldsworthy, chief executive of Bristol Community Housing Foundation, discusses their major housing scheme, Upper Horfield estate.

Bristol Community Housing Foundation's major housing scheme, Upper Horfield estate, was part of the recent CABE housing audit. Awaiting the judgement of external assessors is never a pleasant experience. In our target-driven culture, achieving a score of 69% - just short of the 70% required for a 'good' rating - did act as a bit of a dampener for those of us who have lived and breathed the project for many years. On reflection, however, we were able to console ourselves that rebuilding a community that had been neglected for decades was about much more than just design. During the audit process I heard designers say that a well-designed neighbourhood changes behaviour and radically improves peoples' lives. Well, of course, there is some truth in this, but it is far from the total picture.

Our challenge

When it is completed in 2009, the project will have over 1,000 homes, with an approximate 50/50 ratio of sale to social rent. All the homes are mixed together and the development is tenure blind. The new housing replaces 600+ council homes that were structurally unfit and had to be demolished. Our challenge was to transform a neighbourhood where most people wanted to leave into one where they would choose to live - not just on day one, but in five, ten and twenty years time. To do this, we needed to plan the long-term management of the area and invest in the community infrastructure.

With a large-scale demolition programme there was a danger that old community networks would break down. Often under-valued, it is these bonds that help to glue an area together. It could be neighbours looking out for each other. It could be people just knowing each others families, and not being afraid of the \"youth\" because they have known them for years. Wherever we could, we have kept neighbours together. When one elderly lady's bungalow was destroyed by fire, her neighbour for 50 years took her in for 6 months whilst her home was being rebuilt, helping to reduce both her trauma and dislocation.

Achieving community cohesion

We have anticipated changed demographics and ethnicity with the increased number of new residents. Aware of tensions in other communities undergoing change, we established a community cohesion project. Working with local schools, GPs and community groups, its aim is to plan for and welcome new residents into the area. Aspects of this include a welcome pack given to every new resident with information about the area, as well cultural projects which aim to bring new and old residents together through arts and drama work.

Community caretaker

From the beginning it became clear to us that the increase in density and mix of household types and tenures were impacting on the wear and tear of streets and public spaces. In what is perhaps a unique agreement between a housing association and developer, we have co-funded a community caretaker. His role is to keep the area looking good, help elderly residents look after their gardens, and generally keep an eye on the neighbourhood, spotting graffiti, fly tipping etc. He has also managed to fundraise and organise a number of community events, working with young people to replace some of the damaged planting. We now can't believe we ever managed without him and believe that this role is critical to any large mixed tenure housing scheme.

The new mix of residents also includes many 'buy to let' properties. This is not a problem in itself, but it is when landlords and tenants fail to look after their homes and gardens. In an attempt to exert some control, we are setting up a not-for-profit lettings agency to manage these buy to lets. This should help us build up a relationship with tenants and landlords.

Learning to be creative

As we progress through the four different phases of the development, we're looking at how we can improve things all the time. With a limited purse we've had to be creative. So far we've run a community planting scheme and after-school clubs and summer schools with young people that have produced some truly inspiring sculptures that now act as landmarks in the area.

With planning policy now creating more and more mixed tenure developments, the long-term management and community development aspect of large new housing developments (and, crucially, how this is funded), needs to be seen as an integral part of the development process - alongside discussions about master planning and design. It isn't just a question of setting aside Section 106 funding, but about who manages and takes responsibility for a neighbourhood's success.

Unanswered questions

With a few years to go before the whole development is completed, there are still some things that we haven't 'cracked'. How do we manage 'living streets' with opportunities for seating etc when no one wants a bench or a play space next to 'their' homes? How do we provide dynamic space for young people in this higher density environment? All answers are welcome.

Ending on a positive note, the Upper Horfield Estate was the housebuilder's best-seller last year. Demand for the social rent housing here is at an all-time high. At least for now, it is an area people move into by choice. This is how we will judge its long-term success.

Oona Goldsworthy is Chief Executive of Bristol Community Housing Foundation