How do you legislate for good neighbourhoods?

The plan challenged us to make the best use of our land, increasing development on brownfield sites to redress the shortfall of approximately 10,000 homes over the last two years in London and the South-east. It also stressed that tackling the housing shortage is the responsibility of central and local government alike. The plan underlined that we must create high-quality, well-planned developments which will provide new places in which people will want to live for years – not abandon as soon as they can.

We have seen the consequences of not creating adequate service charges and having large populations of economically inactive residents through housing policies of the 1970s and 1980s. This has resulted in the government's need to address the problems with a dedicated neighbourhood renewal programme alongside huge tranches of public expenditure to redress the physical, educational, social and economic failings for those who had to live there.

Additional funding for affordable housing came with this sustainable communities plan, but the private sector is still also expected to help create and fund new balanced communities. It is clear that, particularly in London, we need to build to greater densities, and that affordable homes should be integrated with homes for market sale. The private sector has risen to this challenge and many developments are now under way that put in place many of the government's principles and policies: mixed-use, mixed-tenure urban developments on brownfield sites.

The key to the long-term success of integrated developments, however, is high-quality neighbourhood management, creating a balanced community with sufficient economic activity to support local facilities.

There is now a wealth of research on neighbourhood management issues in cities in the UK and across Europe; it is also important to look back at the social exclusion policy action team's recommendations. It all points to good neighbourhood management as fundamental to successful communities.

In planning new integrated and balanced developments, particularly at urban densities, it is essential that the number of children is controlled and that a sensible neighbourhood lettings plan is put into place. From the outset, neighbourhood standards must be established, translated into lease agreements and mirrored in tenancy agreements.

Whatever controls are introduced – for example, relating to quiet enjoyment or no washing on balconies – they must apply across all tenures and be enforced fundamental to successful communities the world? There’s nothing to it

Whatever controls are to be introduced – for example, relating to quiet enjoyment or physical constraints like no washing on balconies or no sign boards – they must apply across all tenures and be enforced. People need to understand constraints before they choose to live in the new developments. A residents' charter may be a helpful way of clarifying these, as well as laying them out in the legal documentation.

Once built and occupied, high-quality neighbourhood management must be put in place from the outset. Management strategies for parking, recycling, waste management, landscape maintenance and servicing of commercial units all need to be established during the planning of these facilities. The cost of neighbourhood management also needs to be addressed to avoid the spiral of decline seen too many times in the past.

Wherever possible, employment opportunities should be created within the neighbourhood management structure for those living on the development.

Until recently, private and public sector developments have each set their own standards. Integrated schemes bring with them new challenges. We all have a responsibility to ensure new integrated developments are a lasting success. This will need new approaches, new ways of thinking.