Supporting communities

• Project name: Dowlais Stables Community Garden
• Lead organisation: Merthyr Tydfil Housing Association
• Partner organisation: Keep Wales Tidy

Statement of support

During and after the pandemic and the series of lockdowns, many of our over-50s contract holders at Dowlais Stables experienced a spell of loneliness and isolation. The prolonged lack of social contact and structure had a significant impact on their mental health and overall wellbeing. To address this, we partnered with Keep Wales Tidy to access a garden pack that became the foundation of a new community initiative.

This pack included raised beds for growing vegetables, fruit trees, a greenhouse, a tool shed, compost container, water butt, and wildflower beds, everything needed to establish a shared, sustainable outdoor space.

This community garden has transformed the lives of residents at Dowlais Stables. It is more than just a growing space, it is a testament to the power of shared purpose, resilience, and the importance of green community spaces in post-pandemic recovery.

We are proud to nominate Dowlais Stables Community Garden for the Supporting Communities Award and celebrate all they’ve achieved together as a community.

Outcomes and achievements

• Formation of a constituted group: The residents formally established the Dowlais Stables Community Garden, taking collective ownership of the space and its ongoing development.
• Improved mental health and wellbeing: Residents report feeling happier, more active, and less isolated. The garden gives them purpose, structure, and a reason to connect with neighbours.
• Social cohesion and friendship: Regular gatherings in the garden have helped rebuild community spirit. Residents who previously felt disconnected are now actively involved and socialising.
• Sustainable food production: The group successfully grows a variety of produce, which they share among themselves—encouraging healthy eating and food security.
• Environmental impact: Composting and rainwater collection promote sustainable practices, while the wildflower beds support local biodiversity and pollinators.
• Skill building and confidence: Residents have developed new gardening and organisational skills, helping them feel empowered and valued.

• Project name: Pentop Fun Days Project
• Lead organisation: Wales & West Housing/Residents

Statement of support

The Pentop Fun Days project is an example of a community coming together, in the face of financial hardship and isolation, to create a programme of free family fun days that have brought cohesion to the community.

It has inspired parents living in Golwg Y Castell, Cardigan, to improve their skills by studying for health, hygiene and play qualifications that have helped them to deliver activities in their community. 

They have worked in partnership with local organisations and councillors to forge links and organise a programme of school holiday events where they live. 

The project has brought the community together, helping to form new friendships and welcoming new residents. The sessions have been hailed as a “lifesaver” by residents, some of whom are struggling with the rising cost of living and mental health. 

In response to a local need to organise low-cost or free activities for children and their parents, the first series of fun days were launched by Wales & West Housing during the summer holidays 2024. Since then, a group of parent volunteers have taken on the responsibility for organising family activities throughout recent school holidays. 

The focal point for activities is Pentop Park, Cardigan. Centred between three large housing estates, and close to many private homes, there are more than 50 children living in the area, all looking for things to do. The social homes are managed by WWH (Golwg y Castell) and Barcud (Awel yr Afon and Ridgeway). 

With little budget, Wales & West Housing worked in partnership with Cardigan Primary School’s community focussed schools manager, Emily Edwards to get things off the ground. They approached more than 10 local community groups and organisations who were willing to deliver activities and workshops for six weekly play sessions. 

At each session, everyone was served a hot, balanced meal cooked by volunteers from the town’s New Life Church with £600 funding from Ceredigion County Council. 

Organisations delivering the sessions were: 

• Cardi Shed, volunteer-led woodworking charity 
• Ceredigion Actif, county council service leading on sport and leisure 
• RAY Ceredigion, health and wellbeing charity 
• Jigso, play and parenting charity 
• Ceredigion Nature Partnership 
• Barcud, housing association 
• Severn Wye, Energy advice and advocacy 
• Gardd Enfys, Outdoor activities 
• Local PCSOs 
• Tir Coed, outdoor wellbeing project. 

Activities at the sessions included making vegetable planters, designing T-shirts, archery, football, soft play, nature trails and storytelling. While the children were being entertained, parents chatted with the organisations about services and opportunities. Housing staff were also able to help with housing applications and tenancy matters.

When the first series of six sessions ended, a group of 12 parents from different ethnic and socio-economic backgrounds set up the Pentop Fun Days voluntary group to build on what had been achieved and plan more activities. They set up a Facebook page, designed their own logo, made-up badges and t-shirts and approached local businesses for donations. 

With support from WWH’s community development officer Rhiannon Ling, they organised a series of successful events including Easter treasure hunts, Halloween discos, Christmas parties and play days and, most recently, four weeks of Summer of Fun activities. 

The volunteers have also worked to improve their own skills with First Aid training, Food Hygiene and Level 1 play work training. 

One of parents from Pentop Fun Days group said: “Being part of this wonderful community is truly special. I’m grateful to be able to share ideas and visions with such kind and welcoming people. It’s a joy to be part of something that brings happiness to others. We’ve had amazing learning opportunities and together, we’ve created a supportive and unique space where our children can thrive.”

Outcomes and achievements

Since the Pentop Summer of Fun sessions started, housing staff have seen an improvement in anti-social behaviour in the area. There has also been a drop in complaints about children causing issues. 

The community has become closer and take pride in their area and what they have achieved. 

On average, 50 children attended each session and more than 100 different children and 40 parents attended across the summer. 

In 2024, Pentop Fun Days group secured £12,000 in funding from Multiply Ceredigion, to support numeracy skills helping the volunteers to budget and monitor expenditure. The funding has also helped them to become self-sufficient and run their own events by buying their own play and sports equipment and a secure storage unit. 

In 2025 the group have secured an additional £3,050 towards the sessions which helped cover costs of food and activity providers. 

The parent volunteers have passed several qualifications including: 

• Level 1 playwork to deliver the sessions and are now studying for level 2
• Food hygiene, to prepare food and save money 
• Feedback from families attending the Summer of Fun was overwhelmingly positive 
• Parents said the sessions took pressure off already-stretched household budgets and helped them with their mental health.

• Project name: Growth for Good Community Food Growing Hubs
• Lead organisation: Valleys to Coast

Statement of support

At Valleys to Coast, we believe in using the land we manage not only for homes but also to create thriving, sustainable spaces that bring communities together. Our Growth for Good project is a long-term commitment to transform underused land into places that support food growing, biodiversity, and social connection. It is directly aligned with our 30-year business plan and corporate strategy, ensuring we regenerate our local communities while working towards carbon neutrality by 2030.

In 2025, we launched three Community Food Growing Hubs in Wildmill Estate, Blaencaerau, and Cefn Glas, some of the most deprived areas in Bridgend Borough. These hubs provide 960 square metres of growing space, designed to be accessible for all, with raised beds, wheelchair-friendly paths, and community-led layouts. From the outset, residents and local schools shaped every stage of the process, from consultation to building and planting, ensuring the hubs are designed by and for the community.

The hubs have quickly become focal points for community activity. Over 120 volunteers are actively involved, including families, young people, and older residents. Partnerships have been key to success: Keep Wales Tidy, GreenSpace SOS, Awen Trust, local schools, youth clubs, the police, and Laleston Community Council have all supported delivery. A WhatsApp group now connects volunteers and partners, creating stronger bonds and shared goals.

The hubs are already producing food, with surplus planned for local food pantries. The impact goes beyond food: they have pride, resilience, and opportunities to learn new skills. 18 volunteers completed a Productive Garden Course at Bridgend College, with 14 gaining a Level 1 qualification. This training boosts confidence and empowers participants to mentor others, building a legacy of shared knowledge.

Wildmill Youth Club now benefits from a large greenhouse, enabling children to garden even in wet weather. Previously, only one child could use their growing space at a time; now the entire group can learn, play, and connect with nature.

The project has also enhanced biodiversity in what were previously barren, underused spaces. Volunteers report increased sightings of insects and wildlife, while planting of native species and pesticide-free practices support long-term ecological sustainability.
Crucially, Growth for Good is not just benefiting Bridgend, it is influencing the wider housing sector. We’ve shared our approach across Wales through partnerships and presentations, including at the CHC Annual Conference (2024) and the One Big Conference (2025). Already, Tai Calon and Monmouthshire Housing have begun developing their own food-growing initiatives inspired by our model.

Our vision is ambitious: to create up to 25 community food growing sites in Bridgend Borough over the next five years. Growth for Good is more than a project; it is a movement to transform unused land into thriving, sustainable spaces that improve wellbeing, reduce inequality, and create lasting change.

Outcomes and achievements

The Growth for Good Community Food Growing Hubs are already transforming communities:

• Over 120 volunteers are engaged, with 18 completing training and 14 gaining a qualification in productive gardening. This has built confidence, employability, and the ability to mentor others.
• Residents report feeling more connected, proud of their neighbourhoods, and better supported. Anecdotal feedback highlights improvements in mental health and reduced isolation.
• The hubs are fully accessible, enabling disabled volunteers to garden and participate equally.
• Wildmill Youth Club now has a greenhouse, dramatically increasing capacity for children’s outdoor learning and play.
• Only native, locally sourced species are planted; no pesticides, fertilisers, or peat-based materials are used. Wildlife is thriving in previously barren areas.
• The hubs are already producing fresh, local food for residents, with surplus planned for food pantries.
• Inspired by Growth for Good, other housing associations in Wales are now developing food growing hubs of their own.

Through Growth for Good, Valleys to Coast is building resilient communities, tackling food insecurity, promoting biodiversity, and sparking a nationwide movement for sustainable, community-led change.

• Project name: Tai Tarian Enhanced Housing and Support Service: Empowering Independence through Person-Centered Support
• Lead organisation: Tai Tarian

Statement of support

Tai Tarian has always been committed to delivering housing services that not only provide homes but also foster wellbeing, independence, and sustainability for all of our residents. Our innovative housing support model is designed to meet the needs of customers facing complex challenges, where traditional housing management methods have not been effective. Our approach focuses on early intervention, proactive support, and strong collaborative partnerships, ensuring that every individual is empowered to live happily and independently in their home.

The challenge

In Neath Port Talbot, many residents face complex and often interconnected needs that go beyond the typical housing management framework. These challenges can include mental health issues, financial hardship, family breakdowns, and other personal circumstances that impact their ability to maintain a stable tenancy. Without tailored support, these issues can quickly escalate into crises, leading to housing instability and increased dependency on reactive services.

Supporting People funding is fully committed and services are stretched, therefore we needed to find a way to deliver a unique tenancy sustainment support project that was still financially viable. 

Our solution: A person-centered, holistic approach

Tai Tarian has worked with the local authority and a specialist advisor to create and agree a service model that allows us to claim enhanced housing benefit for up to 150 dispersed supported units throughout the borough providing an enhanced housing management and support offer focused on improving sustainability. 

This unique offer draws down funds from the UK government into the area to provide support that they would otherwise have to wait for.

The service model is built around the principles of person-centred support, ensuring that each individual is at the heart of the support we provide. Our goal is not only to resolve immediate housing issues but also to address underlying challenges, prevent future crises, and ultimately support the individual to lead a more independent life.

The key elements of our service include:

• Proactive early intervention: We focus on identifying people who require additional support as early as possible, taking a proactive approach to prevent crises before they arise. By anticipating needs and intervening at the right time, we help individuals maintain stability in their homes and avoid unnecessary upheaval.
• Team around the home: We use a collaborative, multi-agency approach to housing management, involving both internal and external partners to create tailored action plans. These plans address individual needs, reduce risks, and promote independence. This "team around the home" approach ensures that all aspects of the person’s life are supported, from mental health and financial advice to practical help in maintaining their tenancy.
• Dedicated housing officer: Every individual receives a dedicated housing officer from our enhanced housing team. This officer has a significantly low caseload of around 50 cases and acts as the main point of contact, providing continuity and a strong relationship throughout the duration of the support. This consistency allows us to build trust with the individual and their family, ensuring that their unique needs and barriers are fully understood and addressed.
• Person-led support worker: In addition to the housing officer, each individual is paired with a dedicated support worker who is responsible for providing person-led support. This is tailored to the individual’s specific goals and needs, helping to build their confidence, skills, and independence. The support worker also offers unplanned support, ensuring that help is available whenever it is needed.

Outcomes and achievements

Although new - our model is built around long-term sustainability, not just short-term fixes. By addressing the root causes of housing instability and providing ongoing, tailored support, we expect to see a number of positive outcomes for both tenants and the wider community:

• Improved tenancy sustainability: Our proactive, person-centered approach ensures we are committed to our zero evictions into homelessness goal.
• Increased independence: Individuals receiving support from Tai Tarian are able to develop the skills and confidence needed to manage their home independently, reducing their reliance on reactive services.
• Stronger relationships: The consistent, one-to-one support provided by our housing officers and support workers helps to build trusting relationships between tenants and staff, fostering a greater sense of security and wellbeing.
• Community integration: With the right support in place, individuals are better able to engage with their local communities, enhancing their social inclusion and sense of belonging.

Conclusion

Tai Tarian’s person-centered housing support service is a pioneering initiative that combines proactive, individualised support with a team approach to ensure that the complex needs of our residents are met.

Its unique funding allows us to provide continuity of support through dedicated housing officers and support workers, we aim to empower individuals to lead independent, fulfilling lives in their homes. This model is not just about providing housing; it’s about creating a sustainable future where every person feels valued, supported, and in control of their own journey.

We are proud of the positive impact this project has already had on our residents and are excited to continue building on this success to create even more positive change in the future.

• Project name: Clos Castan Development
• Lead organisation: Tai Tarian

Statement of support

Clos Castan is a new build development consisting of 52 brand new apartments, bungalows and houses. It is a large mixed building type development completed by Tai Tarian, with a mix of two bed houses, two bed apartments, bungalows, three and four bed houses, and one bed apartments. Preliminary data identified a shortage of two bed houses in the Neath area, and this development directly addresses that need.

The scheme includes terraced rows and semi-detached houses, with a road layout that incorporates cul-de-sacs and turnaround areas. Each property features a walk-up design with its own front door, dedicated off-road parking, separate bin areas, and private gardens. A small number of properties share communal gardens. 

The Pencaerau area of Neath Port Talbot, directly adjacent to this development has historically suffered from high rates of ASB and crime. The development’s location has been transformed into a thriving community with access to public transport, local amenities, and green spaces.

The naming of the site was undertaken through the local primary school, with a competition for the children to come up with a suitable name. Clos Castan (Chestnut Close) represents some of the huge trees that have been preserved at this site. The school children were also invited for the opening of the site to help Tai Tarian place a time capsule which was filled with some artefacts found at the site during development and pictures that the children had drawn to show an insight into what life was like for children in 2024. 

Tai Tarian’s commitment to sustainability is embedded in the Clos Castan development through a holistic approach that balances environmental responsibility with social cohesion. The mix of property types and shared external facilities required a tailored allocation strategy to foster harmony and reduce potential conflict. 

Tai Tarian has taken a partnership approach to the applicant assessment process, involving stakeholders in pre-tenancy workshops, applicant review groups, and meet-and-greet sessions. Weekly reviews with stakeholders ensure a collaborative and responsive allocation process. Staggered allocations further reinforce a sustainable, inclusive living environment that promotes fairness, opportunity, and long-term wellbeing. 

Once the properties were occupied we held ‘Meet Your Neighbour’ open days inviting not only residents of the Clos Castan but the existing neighbouring properties close by. These days are supported and facilitated by the Community Fire Safety Team (MWWFS), the local authority refuse and recycling teams together with the local PCSOs and Tai Tarian Sstaff, giving the community an opportunity to meet and grow.

Outcomes and achievements

This narrative emphasises sustainability not just in environmental terms, but also in how Clos Castan nurtures a resilient, socially connected community. 

Throughout the construction process there have been other community benefits:

• £930 in donations to community projects
• £487 in kind labour
• £1000 on the BEE 1 Air Pollution(STEM) education package
• Two apprentices for total 112 weeks
• The project reinvested £1.98 into the Welsh economy for every pound spent.

Some feedback we have received from the new occupants of these properties include…

• “Moving in here has changed our lives, our little family were made homeless from a private rented property that was suffering from multiple issues of damp and sub standard electrics. We spent time in a hotel, but were luckily nominated for one of these properties. When we came to view we couldn’t believe this was social housing! We have integrated so well into the community and our daughter has settled so well into the local school making new friends here as well. Our daughter has made a new best friend on the road, everyone is so neighbourly and friendly we absolutely love living here, this is our forever home!”

• Project name: Hear to Listen, Hear to Help
• Lead organisation: Cartrefi Conwy

Statement of support

We started Here to Listen, Here to Help to make sure tenants felt heard and supported during a time when many were struggling with housing issues, communication barriers, and community challenges. From the beginning, our aim was simple: knock on doors, listen to what matters to them, and work together to make changes that improve daily life.

The campaign consists of 18 events, with nine held so far, where we have spoken with over 130 tenants. These conversations gave us a true picture of the worries people face – from repairs not being dealt with, to understanding rent statements and letters, to antisocial behaviour, rubbish and fly-tipping, and feelings of being left without support. By being out in the community, face to face, we were able to build trust and take action straight away.

Many small moments turned into big changes. At one event, a resident was worried about bulky rubbish left outside her block. Instead of feeling stuck, we encouraged her to team up with a neighbour and arrange a collection. The result was a cleaner, tidier space and a sense of pride that came from neighbours working together. Another time, a tenant mentioned a broken gate latch. A colleague had his tools on him and fixed it there and then, showing that listening and acting quickly can make a huge difference. Tenant feedback has also led to larger community action, such as a clean-up day where Cartrefi Conwy held a large community clear up day to help tenants dispose of bigger rubbish items.

The campaign has also brought neighbours closer. We’ve seen people sharing responsibility, supporting each other, and taking ownership of their spaces. One resident stepped up to push for a dog waste bin for the estate. Others worked together to tackle garden and rubbish issues. What began as complaints often turned into shared solutions, giving people confidence that their voices can lead to real change.

Partnerships have been key. We linked tenants with mental health support through local organisations and worked with food banks to make sure families had access to essentials. By connecting people with services, we’ve helped them find support they might not have known was there.

It hasn’t only been about helping tenants – it’s also changed how we work as colleagues. Staff from different parts of the organisation came together, many for the first time, to see the issues tenants face up close. People who usually worked behind the scenes told us how valuable it was to meet tenants face to face. This has strengthened teamwork, built understanding, and created a stronger commitment to putting tenants first.

From the outset, events were held at staggered times to make sure we could reach as many people as possible, including those out or working during the day. We updated our tools and processes to make sure information is captured properly and followed up on. These lessons have helped us make the campaign stronger each time.

Most importantly, the feedback from tenants has been overwhelmingly positive. They told us they felt listened to, respected, and happy that repairs and issues were being followed up. Many said they appreciated us coming back to update them, even if the work wasn’t done yet. The simple act of being kept in the loop built trust and showed that we were serious about our promises.

Here to Listen, Here to Help has been about more than fixing repairs or tackling rubbish – it’s about truly listening to tenants, acting on what matters to them, and proving that by working together we can make our communities better places to live.

Outcomes and achievements

So far, we have run nine events and spoken with 138 tenants, covering 38 households in Pensarn, 42 in Llandudno Junction and 58 in Rhos on Sea. From these conversations we raised and acted on over 300 issues, including repairs, antisocial behaviour, rubbish and fly-tipping, and garden maintenance.

Our actions have already led to more than 100 repairs being completed, with many more in progress. We supported tenants to resolve neighbourhood issues such as bulky waste removal, broken fences, dog fouling, and drug-related concerns. We also made referrals to mental health support services and linked families with local food banks.

Tenants have told us they really feel listened to and valued. They are reassured when we go back to update them on progress, and many have commented on how quickly some repairs have been resolved. What makes this unique is that we update every single tenant who raises a query, so they always know where things stand. This transparency has built stronger relationships between neighbours, encouraged people to take ownership of their spaces, and created real examples of communities working together to make improvements.

For colleagues, it has strengthened teamwork and understanding across the organisation. Together, we have shown that listening, acting, and following through makes a real difference to people’s everyday lives.