Housing team of the year

• Team nominated: Llanw Business Support Team
• Organisation: Valleys to Coast

Statement of support

Llanw Business Support is the dedicated customer and repairs support team within the Valleys to Coast Group. Created to transform the way repairs and related services are delivered, Llanw was designed with one clear purpose: to improve customer satisfaction and build stronger relationships with tenants. The name Llanw, meaning 'tidal' in Welsh, reflects the team’s reliable, consistent, and ever-evolving approach to meeting customer needs.

From its creation, Llanw has worked to ensure tenants receive a service that is dependable, unwavering, and centred around customer satisfaction. What began as a small group of schedulers and administrators has grown into a dynamic service hub, incorporating call handlers, schedulers, administrators, a dedicated complaints team, and even a pest officer, each contributing to an improved customer journey. 

The team also responds directly to social media comments, ensuring customers can engage with them on the platforms they use most. Beyond the office, Llanw takes its services out into the community, making it easier than ever for customers to report repairs face-to-face, strengthening accessibility and trust.

Listening has been at the heart of Llanw’s journey. By prioritising open communication with both colleagues and customers, Llanw has built an environment where colleagues feel supported and empowered, and customers feel heard. Initiatives such as bi-weekly quality reviews for call handlers and Feedback Fridays with tenants ensure continuous learning and improvement.

The results are significant. At its first anniversary, Llanw had taken 5,267 more calls than in the previous seven months combined, while average call wait times reduced by over 11 minutes. Call handling times also fell by more than two minutes, thanks to improved colleague confidence and streamlined ways of working. Customer satisfaction has remained consistently high, averaging 90 per cent, with tenants scoring the service 8.72 out of 10.

Complaints, once a persistent challenge, have been reduced from 174 to just 74. This improvement is not only about fewer complaints but about better resolution: customers now receive timely updates, accurate information, and collaborative support between complaint handlers and trade coordinators.

Innovation has also driven progress. Llanw’s pest control service has cut cases across the borough from 141 to just 64. Through proactive site visits, preventative repair work, and tenant education, the service has provided long-term solutions, not just short-term fixes.

Feedback Fridays, introduced in June 2024, have generated over 5,300 tenant responses. While 90 per cent of feedback has been positive, the 10 per cent highlighting areas for improvement has been just as valuable. For example, when a tenant raised concerns about dust being left behind after works, Llanw quickly acted by reminding colleagues about cleaning standards, an immediate change that reassured customers that their voices directly influence service delivery.

What makes Llanw stand out is not only its measurable results but the values created and lived by its colleagues, which include: kindness, integrity, teamwork, transparency, adaptability, and honesty. These values shape both the internal culture and the customer experience, creating a positive environment where people feel valued and supported.

Like the tide, Llanw continues to move forward, reliable, dependable, and unwavering. In just one year, it has shown how commitment, teamwork, and shared purpose can create a housing support service that is both people-focused and results-driven.

Outcomes and achievements

In just one year, Llanw business support has delivered measurable improvements in service, responsiveness, and customer satisfaction.

At its one-year milestone, the team had answered 5,267 more calls than in the seven months prior. Call wait times were reduced by over 11 minutes, while handling times fell by more than two minutes—clear evidence of improved efficiency and colleague confidence.

Customer satisfaction has remained consistently high, averaging 90 per cent positive feedback and a tenant score of 8.72 out of 10. Complaints reduced significantly, from 174 to 74, with a dedicated complaints team ensuring clearer communication, faster resolutions, and more collaborative handling.

The pest control service has also achieved outstanding results, reducing reported cases from 141 to 64 through proactive visits, preventative repairs, and tenant education.

Feedback Fridays have generated more than 5,300 responses from tenants. While the majority have been positive, constructive feedback has led to swift service improvements, proving to tenants that their voices directly influence change.

Llanw Business Support has established itself as a reliable, innovative, and people-centred housing team—one that consistently delivers results, responds to customer needs, and builds lasting trust with the communities it serves.

• Team nominated: Financial Inclusion & Universal Credit Team
• Organisation: Tai Tarian

Statement of support

The Financial Inclusion Team at Tai Tarian embody what can be achieved when a group of dedicated professionals come together with a shared purpose. The cost of living crisis and the final phase of universal credit migration have placed unprecedented pressure on tenants, the team have demonstrated resilience, creativity, and compassion to meet demand and deliver life-changing results.

In the past year, the team secured over £5.6 million in benefits for tenants, supported nearly 3,000 referrals, and achieved an 81 per cent appeal success rate. 

The transition of more than 5,000 tenants from legacy benefits to universal credit presented one of the most significant operational challenges in recent years. The team tackled this surge by pooling expertise, dividing workloads strategically, and leaning on each other’s strengths. They approached complex cases together, ensuring no tenant was left without the advice and support they needed. Their teamwork enabled them not only to meet demand but to maintain a high standard of customer care throughout.

Beyond day-to-day casework, the team’s collective approach extends across the organisation and wider community. They collaborate with Tai Tarian’s communications team to reach harder-to-engage tenants, and with partners such as food banks, energy support schemes, and local advice agencies to deliver holistic support. They also run cost of living and winter fuel workshops across independent living schemes, ensuring our most vulnerable tenants are not excluded.

The team also support colleagues through wellbeing initiatives, cost of living workshops, and one-to-one advice sessions. This willingness to share knowledge demonstrates their commitment to inclusion and financial wellbeing.

Case study

Ms X was struggling with Complex PTSD, which made everyday life feel overwhelming. She was dealing with flashbacks, not being able to sleep or eat, and had thoughts of ending her life. Ms X had felt like no one was listening or responding to her needs. When she reached out for help, the universal credit officer quickly stepped in and made sure she was connected with her GP for immediate support. They also gave her the contact details for emergency services over the weekend, just in case things got worse.

Recognising the seriousness of the situation was, the universal credit officer worked with other teams to get her the help she needed. They contacted The Wallich for budgeting support and the Paws Team to help with her mental health. A visit was arranged for quickly to support her complete an important form for her personal independence payment (PIP). This teamwork from multiple agencies made all the difference in getting her the right support at a critical time.

With the combined efforts of these teams, she was able to successfully appeal her PIP claim and get the help needed. She also worked with the tenancy relations team to move to a more affordable home, where she could start fresh. The move turned out to be a huge success, with strong bonds formed with her new neighbour’s, who have been a great support system. She’s now more social and feels a lot safer and happier.

The following feedback was shared with the team: "I’m so happy here. I’ve made so many new friends, and the move has been life-changing. Just six months ago, I could barely get out of bed. Now, I’m walking to town, meeting people, and even going out. The new community we’ve built together has made such a difference to my wellbeing. Tai Tarian really helped bring us all together, and I’m so grateful."

The financial inclusion team embody the spirit of team of the year working together to achieve the best possible outcome for our tenants, sustaining tenancies, and strengthening communities.

Outcomes and achievements

Testimonials:

“We would just like to say how much we have appreciated everything that you have all done for us. From the first time I contacted you there was no issue that you could not help with. You have made us feel safe and supported, even when things were getting on top of us. I will say again and again you are needed and thank you all for all your hard work.” 

“I can’t believe that there’s help like this out there I’ve just been struggling on my own. I feel like there is light at the end of the tunnel.”

“I just wanted to thank you so much for making me aware about the additional payments I have been missing. They have not only changed my payments but backdated them to me as well. If it wasn’t for you telling me I would have never known. It has taken a horrendous pressure off my back.”

“Thank you so much and I shall be in contact if needs be. You’re amazing so calm understanding and knowledgeable you've really helped a struggling family and it's nice to finally feel heard.”

• Team nominated: Cleaning and caretaking team
• Organisation: North Wales Housing

Statement of support

North Wales Housing’s cleaning and caretaking team has developed the service into one of pride, professionalism, and purpose.

The service was launched in April 2024, following feedback from residents that highlighted the need for higher standards, more flexibility, and a more responsive approach. To better meet these expectations, North Wales Housing took the proactive step of bringing the service in-house.

The cleaning and caretaking team is now 20 strong, with nine colleagues transferring from the contractor and immediately benefiting from improved terms and conditions, fair pay through the Real Living Wage, and access to training and development. These staff members are now thriving as part of North Wales Housing. Their work has been professionalised with specialist training, including working at height, biohazard response, and damp and mould cleaning.

The transformation has been felt not just by colleagues but by residents. The team is no longer “just” cleaning communal spaces; it has become an embedded, visible and trusted presence across North Wales Housing’s homes. Residents now see the team as part of the organisation, joining in local clean-up days, attending engagement events, and representing North Wales Housing at community celebrations such as Pride.

The team’s impact is clear in the results:

• Satisfaction with safety and security has risen to 90 per cent (up four per cent on the previous year).
• Value for money of service charges has improved to 71 per cent (up three per cent).
• Neighbourhood as a place to live rose to 85 per cent (up two per cent).
• And for the first time, residents were asked specifically about the cleaning service – and 78.5 per cent expressed satisfaction, a strong score above other comparable services.

But the value of the team goes beyond satisfaction scores. They are now trusted to respond quickly to issues that have a real impact on people’s wellbeing, from same-day response to biohazard waste, to tackling hoarding cases with sensitivity and understanding. They work with partners such as local authorities on complex land clearance issues, and they help to enforce North Wales Housing’s clear communal areas policy to keep spaces safe.

The team has embraced sustainability, introducing recycling practices, tackling fly tipping, and managing waste responsibly. Importantly, they act as an extra set of eyes and ears for the wider organisation. Caretakers now regularly identify and report safeguarding concerns, tenancy issues, anti-social behaviour and crime. They flag safety hazards like faulty alarms or electricity misuse and help ensure residents feel safe in their homes.

Residents have noticed the difference. Comments from the STAR survey describe the service as a “big improvement” and “excellent”. Complaints have dropped significantly compared to the previous outsourced model, while compliments have risen.

Flexibility is also built in. Some residents have opted for a reduced level of service and therefore a reduced charge, while others have chosen enhanced services such as more frequent cleans. The team also carries out specialist cleans at a lower cost and faster turnaround than outsourcing would allow. They now complete all void cleans in-house, providing a quicker and more efficient service.

The cleaning and caretaking team has also provided colleagues with career opportunities. Several staff have already progressed into wider roles within North Wales Housing, such as community safety. This growth pathway benefits both the individual and the organisation.

This team has achieved a great deal in a short space of time. From an outsourced model, to a high-performing, resident-focused service that enhances neighbourhood safety, improves satisfaction, and delivers value for money. They are a true example of teamwork making a difference for residents and colleagues alike.

Outcomes and achievements

The cleaning and caretaking team has achieved outstanding outcomes in its first year. Resident satisfaction has improved across the board, with 78.5 per cent satisfaction specifically with cleaning – higher than comparable services. Complaints are down, compliments are up, and residents are seeing a genuine difference.

The team has created safer communities, introducing same-day responses for urgent issues, supporting vulnerable residents with hoarding cleans, and working sensitively in people’s homes. They have also helped improve estates by embedding responsible recycling, tackling fly tipping, and keeping communal areas safe.

Financially, the service delivers better value for money. Service charge satisfaction rose by three per cent, and the flexibility of tailoring services to resident needs ensures fairness and affordability. 

Colleagues are empowered and valued, benefiting from professional training and opportunities to progress. Their presence in neighbourhoods strengthens relationships between residents and North Wales Housing, helping to identify safeguarding concerns, anti-social behaviour, and tenancy issues early.

Feedback from residents highlights the positive change: “In-house communal cleaning excellent – a big improvement.”

This team’s story is one of turnaround: from dissatisfaction to excellence, from contractor-led to community-led. They are making homes safer, cleaner, and better places to live.

• Team nominated: Carrie Bray and Rhian Phillips - Housing team
• Organisation: Trivallis

Statement of support

The housing team at Trivallis has demonstrated extraordinary commitment, collaboration, and compassion in delivering a major renovation project across four blocks in Cardiff Bay. Initially identified as cladding issues, the works quickly expanded to include demolition and reconstruction of internal and external walls. Over the last three years, particularly the past year, the team navigated uncontrollable delays, tight deadlines, and complex legal challenges, all while keeping tenants at the heart of every decision. 

Collaboration across departments has been vital. Development colleagues managed difficult contractor relationships while keeping housing staff informed. Housing and money advice teams worked tirelessly to turn the project into a positive experience for tenants. Weekly team meetings, combined with close liaison with communications and community engagement colleagues, ensured that emerging challenges were quickly addressed. Adaptations were made for tenants with disabilities, and longer-term needs were incorporated into the renovation works. For example, an army veteran, Keith, retained garden access to spend time with his grandchildren—a small change that made a profound difference. 

Transparency and honesty have underpinned the team’s approach. Tenants were informed promptly, even when updates could change beyond the team’s control. Legal documents were accompanied by plain-language explainer letters, drop-ins, and face-to-face visits, reassuring tenants that support was always available. Housing staff drew on additional resources to manage major temporary decants, permanent moves, and financial support, ensuring tenants avoided negative consequences and in some cases gained real benefits. The money advice team conducted on-site financial assessments, and a partnership with Cardiff Mind offered free counselling to tenants experiencing mental health challenges. 

The scale of work has been enormous. During the summer, 22 tenants were relocated over four weeks; in April, 10 moves were coordinated in two weeks. Planning is underway for 36 further moves by March 2026. Vulnerable tenants received tailored support, including essential home comforts. One army veteran, who had not slept in a bed for over ten years, received a donated bed through a family’s generosity, with the team supporting him in setting it up for the first time in a decade. Housing and void teams, assisted by a local removals company, provided hands-on support with packing, moving, and unpacking, adapting schedules to meet tenant needs despite constant changes. 

The team has also been sensitive to cultural and individual needs, supporting a multicultural community, neurodivergent tenants, and families coping with trauma or health challenges. Social initiatives and charitable donations, such as repaired bicycles, provided stress relief and community connection during a disruptive time. Lettings teams ensured suitable alternative housing, while staff managed the additional challenge of mixed tenure blocks. 

Key individuals, including Carrie Bray (housing officer) and Rhian Phillips, (tenant liaison officer), have gone above and beyond, demonstrating a “team around the tenant” approach that has transformed the project from a technical challenge into a deeply human experience. One tenant shared: "I’d like to thank Trivallis, and especially Carrie Bray, for all the help in providing a home for our family, for all the assistance with the move and getting things set up in the new property so seamlessly. From day one, we had someone in our corner helping at each step. We are so grateful." 

Lessons learned from this project are shaping future major works and fostering collaboration with other housing providers. Ultimately, the team’s efforts have delivered safer, improved homes and stronger community connections, ensuring tenants return to homes that meet their needs and a community they belong to. 

Outcomes and achievements

The Cardiff Bay project has delivered truly remarkable results, putting the needs of our tenants at the heart of every decision.

Over the past year, we helped more than 68 tenants transition to homes that better fit their lives. Whether it was a temporary move, a permanent relocation, or adapting a home for a tenant with a disability or specific needs, our team provided a high level of tailored, personal care. This included one-on-one support with financial assessments, counselling, and practical help with the logistics of moving, ensuring a smooth and stress-free experience.

We built stronger trust with our tenants through open communication and dedicated engagement. We made sure vulnerable tenants felt safe and comfortable, and our community initiatives provided much-needed support. By working together across different teams—from housing to development and lettings—we were able to navigate challenges and overcome setbacks, always keeping our focus on what was best for our tenants.

The most powerful feedback has come directly from our tenants, who now feel safer, more secure, and happier in homes that are genuinely suited to their needs. Their community connections have been preserved and even strengthened. The dedication and flexibility shown by the entire team have set a new standard for person-centred service. We are proud to use the lessons learned from this project as a blueprint for best practice in all our future development work.

• Team nominated: Sarah Kelly / Nathan Davies / Mark Chircop - Procurement and Regeneration & Community Development team
• Organisation: Hedyn

Statement of support

Hedyn’s success in delivering community-led social value stems from both structural integration and a deep cultural shift—one that prioritises collaboration, shared purpose, and continuous learning. Central to this is Hedyn’s Asset-Based Community Development (ABCD) approach, which focuses on identifying and mobilising the strengths, relationships, and resources already present within communities. 

By uniting procurement and communities into a single delivery function, Hedyn has created a culture where cross-functional teamwork drives regeneration. This enables inclusive planning shaped by community insight, shared accountability across teams, and transparent decision-making that reflects local priorities. 

The Contractor Social Value Agreement (CSVA) exemplifies this model—co-designed with communities and contractors, it transforms compliance into partnership. Suppliers are now seen as collaborators in social change, not just service providers. 

Hedyn’s approach integrates value for money with social impact. By aligning supplier capabilities with community needs, and leveraging existing contracts to support local projects, Hedyn ensures resources are used efficiently and equitably. 

Through ABCD, Hedyn empowers communities to lead regeneration efforts, ensuring every contract becomes a catalyst for connection, resilience, and long-term change. This values-driven model redefines public sector delivery—placing communities at the heart of every decision.

The impact of this integrated approach is evident in a series of transformative projects delivered across Newport. These examples highlight how Hedyn has tackled complex challenges and improved outcomes for tenants and communities:

Pill Harriers RFC – inclusive sports and community development 

Infrastructure upgrades, including accessible toilets and baby changing facilities, support youth progression and gender inclusion. Delivered with NYCA, the Sudanese community, and Dragons RFC, the project promotes wellbeing and cultural understanding, aligned with the Pill Masterplan. 

Urban Circle – inclusive youth hub and skills development 

A city-centre venue designed for empowerment, offering training in hospitality and construction alongside creative programmes like Reggie n Riddim. Partnerships with Little People UK and Tredegar Park Primary School support inclusive learning and anti-racism education.

Men’s Shed – strategic relocation and transformation 

With support from Jeffway, Ian Williams, and Davies Construction, the Shed’s new Gaer venue provides digital, creative, and practical spaces for over 50 members—fostering connection, skill-building, and wellbeing.

KB Boxing – accessibility and community growth 

A new accessible entrance, delivered with Banford Doors, removes barriers to participation and improves safety. Partnerships with Dragons RFC expand opportunities for women and disabled athletes, promoting lifelong engagement in sport.

55+ schemes – health & wellbeing programme 

In collaboration with OpenView and Dragons in the Community, Hedyn delivered 18 wellbeing sessions across six housing schemes. A celebration event at Rodney Parade showcased the power of inclusive programming to challenge age-related discrimination and build community pride.

Supplier-led investment – unlocking value through strategic procurement 

Hedyn identified opportunities within existing contracts to support community projects without additional cost. Robert Price provided materials for infrastructure improvements at Pill Harriers RFC and the Men’s Shed, enabling delivery by SD Maintenance and Davies Construction.

These projects demonstrate how Hedyn’s integrated team has transformed procurement into a community investment pipeline—where every contract becomes an opportunity to deliver social value. By embedding collaboration, transparency, and shared purpose into its processes, Hedyn ensures regeneration is not only efficient but also equitable and empowering. 

This model reflects Hedyn’s mission to connect, empower, and regenerate communities, and supports its strategic commitments to: 

• Place-based investment informed by local insight 
• Inclusive engagement that values every voice 
• Long-term resilience through community-led action.

Through this integrated approach, Hedyn is redefining how public sector organisations deliver social value placing communities at the heart of every decision and creating a legacy of inclusive, values-driven regeneration. 

Outcomes and achievements

Hedyn has transformed its approach to regeneration by uniting its procurement and communities teams into a single, integrated delivery function. This collaboration has led to the creation of the Contractor Social Value Agreement (CSVA), a co-designed framework ensuring supplier contributions are aligned with community priorities identified through asset mapping and ABCD engagement. 

This new way of working has delivered tangible outcomes across Newport: 

• Pill Harriers RFC: Infrastructure upgrades and inclusive sports programmes promote youth progression, gender inclusion, and cultural engagement. 
• Urban Circle: A fully accessible youth hub supports training, enterprise, and anti-racism education. 
• Men’s Shed (Gaer): Refurbishment and relocation created a multi-use venue for over 50 members, supporting digital inclusion and wellbeing. 
• KB Boxing: Accessibility improvements and partnerships expand opportunities for women and disabled athletes. 
• Little Haven has been transformed into a safer, more inclusive space for young people through resident-led planning and contractor-supported infrastructure upgrades. 
• Supplier investment: Strategic contributions from Robert Price, Jeffway, and others enabled cost-effective delivery of community benefit. 
• £500k+ leveraged via partnerships and external funding 
• Committed over £95k via contractor investment
• These projects reflect Hedyn’s mission.

• Team nominated: Rent team
• Organisation: United Welsh

Statement of support

United Welsh is a not-for-profit organisation providing homes and related services in South Wales. We provide over 6,800 homes for people across 11 local authority areas, and our services help thousands more in our communities.

Our rents team is responsible for managing rent accounts and includes sustainability officers, rent officers, and a rent coordinator. Their work goes beyond safeguarding income, as they build relationships with residents and help them live happily in their homes.

The 2024/25 financial year brought unprecedented challenges. Rising living costs, reduced support for universal credit claimants, and a 53-week year created a perfect storm for arrears. Despite this, the team reduced gross stock arrears from 4.14 per cent in April 2024 to 3.7 per cent in March 2025. Achieving this in such conditions is a testament to their skill, determination, and teamwork.

The team’s approach is people-focused, making sure residents are at the heart of everything they do. In 2024/25, they secured £22,225.57 in discretionary housing payments, distributed food and fuel vouchers, and ensured that out of 19 court cases, only one eviction took place. This preventative, empathetic approach protects both homes and lives.

Innovation is key to the team’s success. With no set core hours, the team work in an agile way to meet the needs of the customers and the business whilst still supporting their own wellbeing. This means they are able to work with residents during events and weekends, breaking down barriers to communication and making sure support is always accessible and available. This results in stronger relationships, earlier interventions and greater trust. 

The dedication of the team is best illustrated through the stories of the people we support:

Mark, a sustainability officer, worked with a resident facing severe problems with gambling. Through regular encouragement and empathy, he helped her stabilise her finances. Today, she is two years free from gambling and paying her rent regularly, proud of her independence and recovery.

Rachel, a sustainability officer, supported an elderly gentleman living with memory loss and financial difficulties. She helped him set up a bank account, secured a discretionary housing payment, replaced essential furniture, and connected him with long-term support. Her actions restored his independence and gave him the tools to manage his finances with confidence.

Hollie, a rent officer, supported a young woman facing severe mental health challenges and at risk of eviction due to the bedroom tax. By building trust, securing a discretionary housing payment, and helping to clear her arrears, Hollie prevented the eviction and enabled the resident to remain safely in her home.

In Windsor Quay, a rent officer intervened during a life-threatening mental health crisis, staying for hours with a resident until they were safely transferred to hospital. Beyond the initial crisis response, they then supported him to secure universal credit, an alternate payment arrangement and set up an arrears management plan. Today, he is safe, stable, and secure in his home.

These stories show that the team doesn’t just collect rent, they make a real impact in people’s lives. Every team member is empowered to take initiative, build trust, and deliver holistic solutions to financial difficulties. They work compassionately to make sure that during times of crisis, residents are supported and not left to worry alone.

This team exemplifies professionalism, compassion, and innovation in sustaining tenancies and improving lives, proving that rent collection is not just about income, but about protecting homes and empowering communities. Their success in reducing arrears during one of the most challenging years to date, while delivering life-changing support, speaks volumes.

Outcomes and achievements

The team achieved exceptional outcomes in 2024/2025, balancing financial performance with life-changing support for residents.

Arrears reduction: Gross stock arrears fell from 4.14 per cent in April 2024 to 3.7 per cent in March 2025, despite the 53-week rent year and cost of living pressures.

Sustained tenancies: Of 19 cases reaching court, only one resulted in eviction, demonstrating the effectiveness of its preventative approach.

Financial support secured: £22,225.57 in discretionary housing payments were accessed for residents, alongside the provision of food and fuel vouchers.

Life-changing interventions:

• A resident with severe gambling addiction celebrated two years free from gambling and now pays rent consistently.
• An elderly resident with health challenges received holistic support, receiving support with setting up a bank account, replacing furniture, accessing financial support and long-term care, helping to restore independence.