Working in partnership

• Project name: MDLS
• Lead organisation: North Wales Housing Association
• Partner organisations: Digital Communities Wales, Welsh Government

Statement of support

North Wales Housing (NWH), in partnership with Digital Communities Wales (DCW), delivered an innovative and resident-focused project funded by the Welsh government: known as the Minimum Digital Living Standard (MDLS) pilot. 

This groundbreaking nine-month initiative sought to bridge the digital divide for digitally excluded residents living in social and supported housing. Through direct engagement with residents, including those in extra care and older people schemes, supported housing (including women leaving prison), we aimed to empower individuals with essential digital skills, increase their confidence online, and improve access to key services and social connectivity. 

The project was delivered through digital education sessions that respected the experiences and needs of the participants. We worked flexibly with residents, adapting to learning paces and barriers, and providing devices to those in digital poverty. 

This initiative directly improved the way we deliver services to residents, embedding digital inclusion into our housing support offer, while demonstrating a replicable model of good practice. 

The MDLS pilot wasn’t just about teaching people to use devices, it was about redefining digital inclusion for residents, at risk of being left behind by mainstream approaches. 

Key innovations included: 

• Partnership with DCW to deliver co-designed sessions tailored to needs, supported by NWH staff. 
• On-site, face-to-face delivery of digital skills. 
• Flexible training for those with different and, in some cases, complex needs. 
• Use of digital storytelling and film to capture outcomes and promote good practice. 

This work represents a new approach to digital inclusion delivery, embedded within housing services, sensitive to the needs of older residents, and co-produced with them.

Prior to this project, it’s fair to say our digital inclusion offering was fragmented and reactive. Through the MDLS pilot, it has shown the potential for digital literacy to become a proactive and integral part of our support services. It led to: 

• More informed, independent residents able to engage with GP services, housing portals, online banking. 
• Reduced reliance on others for everyday digital tasks. 
• Strengthened relationships between residents and staff due to shared learning and regular engagement. 
• Creation of a digital champion approach, building a network of digitally confident residents who can informally support peers. 
• Residents became more able to self-manage their wellbeing, maintain social connections, and access financial or health services. 

This is a strong example of effective cross-sector collaboration with DCW bringing specialist expertise and adaptive delivery; our in-house team providing consistent engagement and pastoral support and housing support staff helping us identify residents and facilitate attendance. This partnership ensured we worked with those whose needs don’t necessarily fit conventional digital training models. 

The MDLS project improved: 

• Emotional wellbeing: Residents expressed increased confidence, reduced fear around technology and greater autonomy. 
• Mental wellbeing: Use of digital tools such as mindfulness apps, online hobbies, and family video calls all contribute to reduced isolation. 
• Practical independence: Residents supported to manage prescriptions, finances, homework, all online. 
• Social connection: Residents connecting with family via digital channels, a particular benefit for those living far from family networks. 

Here’s what residents said: 

• Anne - a prison leaver and mum of two, with limited digital confidence, Anne started learning how to use her new laptop to write therapeutically. “I want to write a book about my experiences. I’ve struggled with computers, but the sessions have helped me begin that journey. Linzi has been really patient with me.” 
• Michael (98) - Michael wanted to learn about online safety after a past experience with fraud. “The sessions were interesting. What was most useful was hearing other people’s problems and solutions. I feel more confident about online safety now. Some scams are very sophisticated, but I haven’t been caught out yet!”

Outcomes and achievements

The MDLS pilot delivered measurable and lasting outcomes for our residents.

They reported: 

• Improved digital skills and safety awareness 
• Greater confidence using the internet and digital devices 
• Improved access to healthcare (e.g. booking GP appointments) 
• Connection with family members 
• Increased sense of purpose and wellbeing from engaging in online learning/ hobbies. 

The project, despite challenges, achieved genuine transformation for some. A resident with dementia took part in shared digital activities, as did a resident who is partially sighted, exemplifying the inclusivity of the project; another resident who had NEVER used the internet can now shop online with confidence. 

The partnership with DCW, combined with NWH’s embedded support, created an enabling environment where residents felt safe to try, fail, and try again. Residents who faced digital poverty were provided with devices, including one dad now able to support his child’s homework, as well as women involved in the prison leaver project. Expect a book! 

Importantly, it has informed thinking: how do we embed digital inclusion into wider services, ensuring that housing and digital wellbeing are hand-in-hand. 

This pilot proves that even small interventions, when designed inclusively and delivered in partnership, can radically improve resident wellbeing, resilience, and independence. 

• Project name: Pool of Small Contractors
• Lead organisation: Cardiff Council
• Partner organisations: Local small businesses

Statement of support

The Pool of Small Contractors (POSC) is a pioneering framework developed by Cardiff Council to address urgent service gaps in housing repairs and voids delivery. Initially launched during a crisis period when external contractors withdrew, the POSC enabled the creation of an in-house team supported by local SMEs. This collaborative model removed traditional procurement barriers, giving small businesses the opportunity to work with a leading public sector organisation. The framework has since evolved into a cornerstone of Cardiff’s housing strategy, expanding into responsive repairs and aligning with Welsh Housing Quality Standard 2023 goals. It exemplifies partnership working by fostering inclusive procurement, community engagement, and operational resilience. The POSC is not just a procurement tool—it is a social value engine that empowers local enterprise, enhances service delivery, and reflects Cardiff’s commitment to fairness, sustainability, and innovation.

POSC contractors have significantly supported the in-house voids team, reducing backlog and improving turnaround times. The framework has also helped manage responsive repair demand, particularly in high-pressure trades like roofing and scaffolding, clean and clears and plastering. Internal feedback highlights optimism about POSC’s ability to reduce costs and improve delivery. The framework is now embedded in Cardiff’s strategy to meet WHQS 2023 standards. Contractors are involved in delivering new compliance elements such as flooring, water-saving taps, and fire safety upgrades in void properties. The POSC supports decarbonisation goals through targeted building strategies and asset management planning.

The POSC is governed through regular award of works meetings, involving cross-departmental teams including finance, compliance, and voids. These meetings ensure transparency, responsiveness, and continuous improvement. Contractors are onboarded through structured engagement and supported with tools like the updated award matrix and skills matrix. The framework aligns with the National TOMs for Wales, embedding community wellbeing benefits into contractor expectations. 

Designed for scalability, the POSC allows new entrants annually without increasing the contract value. This ensures flexibility while maintaining budget discipline. The framework is now a permanent fixture in Cardiff’s housing delivery model. The POSC stands as a testament to Cardiff Council’s commitment to partnership working, community empowerment, and service excellence.

Outcomes and achievements

Since its inception, the Pool of Small Contractors has delivered transformative outcomes across Cardiff’s housing services. Originally designed to support voids during a contractor withdrawal crisis, the framework now underpins both voids and responsive repairs, with 33 contractors appointed and 21 new entrants added in 2025. The POSC has removed barriers for small businesses by simplifying the application and bidding process. Contractors are appointed based on qualifications and experience, with a performance-based award mechanism introduced in November 2023. This ensures fairness while maintaining service quality. The framework has enabled SMEs to deliver works across multiple categories including kitchens, bathrooms, windows, doors, painting, and landscaping.

• Project name: Temp to Perm “Flipping Tenancies”
• Lead organisation: Tai Tarian & Neath Port Talbot County Borough Council

Statement of support

Tai Tarian in partnership with Neath Port Talbot County Borough Council (NPTCBC)

Background

The Temp to Perm “Flipping Tenancies” Process is a pioneering partnership between Tai Tarian and NPTCBC, designed to reduce homelessness by converting temporary accommodation into long-term, sustainable tenancies.

The initiative was developed in response to the escalating housing and cost of living crises in Wales. During the COVID-19 pandemic, the Welsh government removed the “priority need” threshold, ensuring all individuals presenting as homeless could access emergency accommodation. While progressive, this policy change—combined with economic pressures—caused demand for temporary housing to more than double.

Families and individuals often remained in temporary housing for extended periods, leading to disruption in education, employment, and vital community connections. Recognising that no single organisation could solve this alone, Tai Tarian and NPTCBC joined forces to create a bold, proactive solution: flipping suitable temporary tenancies into permanent homes.

Innovation in partnership

The partnership introduced a new and innovative way of working: a structured seven-step process that ensures every tenancy conversion is handled consistently, fairly, and with the tenant’s needs at its heart.

1. Identification – Jointly flagged cases based on tenant stability and circumstances.
2. Joint visit assessment – Combined property inspection, tenant discussion, and financial/support needs assessment.
3. Case report – A shared recommendation on tenancy suitability and support.
4. Management review – Collaborative decision-making from both organisations.
5. Pre-sign-up checks – Ensuring property compliance and readiness.
6. Sign-up – Secure conversion to a permanent tenancy and discharge of homelessness duty.
7. Monitoring & evaluation – Six-week review visit, feedback collection, and data analysis to inform improvements.

This joined-up model is not only operationally efficient, but also deeply person-centred. Clients have described the process as:

• “Life-changing.”
• “Stress-reducing.”
• “Giving us stability we’ve never had before.”

Internal teams also praise the model for its ability to prevent homelessness efficiently while preserving dignity.

Case study

Ms A and her young daughter were staying in temporary accommodation leased to the local authority from a RSL. Ms A had an history of unsettled and unsafe accommodation and was a survivor of domestic violence. 

Ms A quickly settled in the property, found local employment and her daughter was in education within walking distance. She felt safe in the community, formed relationships with neighbours and it helped with her anxiety and her daughter's development. She was in a strong position to be matched to the property if let via Homes By Choice letting scheme but only suitable property available through the scheme at that time was a few miles away. 

Flipping the tenancy was considered, the process followed, and the decision was made to approve the tenancy to be flipped. The property was affordable for Ms A and she was settled in the area. It also benefited the RSL in reducing voids costs as well as creating stability in a community where there had been some previous unrest. 

The property that Ms A had matched through Homes by Choice could then be leased to provide more suitable temporary accommodation to other homelessness clients.

Outcomes and achievements

Impact and service improvements

The Temp to Perm model has transformed the way services are delivered in Neath Port Talbot by:

• Improving stability – Residents remain in their homes, keeping their possessions, schools, jobs, and community networks.
• Increasing efficiency – Void periods are eliminated, reducing pressure on housing stock.
• Ensuring sustainability – Residents transition seamlessly from temporary to permanent housing, avoiding further crisis or disruption.
• Enhancing quality – Tenants receive consistent joint support from both organisations, ensuring long-term tenancy success.

Best practice and community wellbeing

This partnership demonstrates best practice by:

• Embedding collaboration at every stage – from assessment to tenancy sign-up and follow-up.
• Strengthening communities – helping families avoid the disruption of repeated moves and instability.
• Optimising resources – aligning local authority duties with housing provider expertise to deliver sustainable, long-term solutions.
• Driving continuous improvement – using data and client feedback to refine the process quarterly and annually.

Why this deserves recognition

Despite unprecedented pressures on housing and public services, Tai Tarian and NPTCBC have demonstrated outstanding innovation, leadership, and compassion. The Temp to Perm model exemplifies what can be achieved through genuine partnership working: practical, sustainable, and life-changing results for individuals and communities.

This initiative not only addresses immediate housing needs but also delivers long-term security, reduces repeat homelessness, and creates a replicable model of excellence for Wales and beyond.

As a partnership, we have successfully completed four tenancy flips to date, each representing a household prevented from returning to homelessness—and a life transformed.

• Project name: Collaborative Support; 24 hour accommodation for people with complex needs
• Lead organisation: Tai Tarian
• Partner organisations: Mirus

Statement of support

Our collaboration in this area began a few years ago and is a great example of what can be achieved when a registered social landlord, local authority, and third sector organisation come together with a shared vision – to provide much needed 24 hour supported accommodation tailored for individuals with pan-disabilities.

Driven by the recognised gaps in provision, the partnership worked collaboratively from concept to delivery, ensuring the model was designed around the needs of residents. The result is a safe, accessible, home that offers high quality housing and 24-hour specialist support.

Our initial project was ‘Geraint House’ this was an existing property belonging to Tai Tarian. We reconfigured the property to allow for additional accommodation units and communal spaces to allow for staff to be on site providing 24/7 support. 

The project started small, allowing us to learn as we developed and we have had great success stories from our residents.

Following the success of that project we are now working together on a larger project, involving the same partners.

Eagle House is a brand-new development, built from the outset with the arrangement for designated supported housing units, as well as an onsite facility for support staff providing the 24/7 support. 

Organisations have collaborated over the design, security measures, support levels of residents to ensure a cohesive, sustainable environment where people can thrive. 

We have also engaged with services in the locality, with a view to integrating individuals living in the properties and providing the opportunity to engage with and become active members of the community. 

We have jointly developed the criteria for allocations into the scheme, such as:

• Eligibility Criteria for Supported Living Accommodation (Pan-Disability Scheme): Eagles House 21/5/25.

This eligibility criterion outlines the conditions under which adults with disabilities, who are receiving support from the local authority, may be considered for Eagle House supported living accommodation scheme. The scheme is underpinned by the principles of the Social Services and Wellbeing (Wales) Act 2014, which promotes wellbeing, independence, and choice for individuals with care and support needs.

In accordance with Welsh government guidance, the supported living scheme will adopt a pan-disability approach, recognising the diverse range of disabilities (including physical, sensory, learning, and mental health conditions) and the need for inclusive housing options that promote autonomy in a safe, low-support environment.

Eligibility criteria

To be eligible for this supported living scheme, individuals must meet the following criteria:

• Disability status:

Applicants must be adults (aged 18 or over) with a recognised disability. This includes individuals with physical, learning, sensory, or mental health disabilities, reflecting the pan-disability ethos of the scheme.

• Receipt of local authority support:

Individuals must currently be receiving, or be assessed as needing, support from the local authority under the Social Services and Wellbeing (Wales) Act 2014. This ensures the individual's needs have been appropriately identified and that they are eligible for continued support in a community-based setting.

• Level of support required:

The scheme is designed for individuals who require low-level support, there will be a support provider delivering 24/7 targeted support. This will include assistance with maintaining tenancies, managing finances, accessing community services, or developing daily living skills, but does not extend to high-dependency care needs.

• Evidence of low-level risk:

Applicants must present with a low level of risk to themselves and others. A risk assessment will be undertaken as part of the referral and screening process to ensure the individual can live safely and with minimal supervision within the accommodation.

• Housing history:

A review of the applicant’s previous tenancy history will be undertaken, including any records of former tenant debt or anti-social behaviour. This screening will be completed by Tai Tarian as part of their pre-tenancy assessment process, to ensure that potential residents are suitable for shared or supported living environments.

Outcomes and achievements

Eagle House aims to provide safe, inclusive, and appropriate housing for adults with disabilities who are ready for more independent living with low-level support. In line with the duties set out in the Social Services and Wellbeing (Wales) Act 2014 and working in partnership with the support provider and Tai Tarian, this eligibility framework ensures that placements are appropriate, sustainable, and supportive of individual wellbeing and independence.

• Project name: Cardo Group and Totalmobile: FutureFit Housing Partnership
• Lead organisation: Cardo Group
• Partner organisation: Totalmobile

Statement of support

Good partnerships are built on trust, shared ambition and a willingness to listen. The relationship between Cardo Group and Totalmobile has all three, and it is delivering real change for social housing and the residents they serve.

Cardo Group is a dynamic housing contractor, and one with a strong heritage in housing maintenance and retrofit. From its beginning, Cardo set out to work differently, to be more transparent, more agile, and keep residents and the communities it serves at the centre of its operations. To achieve that, the team needed the right technology partner with deep sector expertise. Totalmobile, with its long track record of supporting housing providers with field service solutions, was the natural fit.

The two organisations have worked side by side to completely reshape how Cardo delivers its services. This has not been a simple supplier-customer relationship. It has involved joint workshops, long sessions mapping out processes, and even co-developing bespoke solutions so that systems would talk to each other. Importantly, it has also meant challenging each other. Cardo pushing for solutions that reflect the day-to-day realities of responsive repairs, and Totalmobile adapting its solutions to fit. That back-and-forth has created a strong and continuous culture of collaboration and innovation.

One of the most visible changes is the move away from contract silos. With Totalmobile's Connect, Cardo can now schedule work geographically, so operatives spend less time travelling and more time on site. Mobilise has allowed the business to go paperless across repairs, voids and planned works. Site data is captured instantly, compliance checks are recorded properly, and managers have the information they need on the spot. Clients can log in to portals to see live performance data rather than waiting for end-of-month reports. That transparency has been key to building confidence and accountability.

For residents, the difference is felt in shorter waiting times, more accurate appointment slots, and the ability to book, track and give feedback digitally. For operatives, it means less paperwork, clearer schedules and a sense of being part of something modern and forward-thinking. For clients, it means transparency, real-time insight and a contractor that can flex resources quickly to meet changing demand.

Behind the technology is a real cultural shift. Cardo’s teams have embraced the new systems because they were involved in shaping them. Training has been practical, feedback has been taken seriously, and changes have been rolled out in a way that supports people rather than overwhelms them. This focus on people has been central to the partnership’s success.

The achievements so far are impressive. Travel times are dramatically down, operative utilisation is up, and repairs are being completed faster, first time. Clients report a stronger working relationship based on trust and openness. And residents are benefitting from a more reliable, responsive service.

But perhaps the biggest success is the partnership itself. Cardo and Totalmobile have shown what can be achieved when a contractor and a technology provider genuinely work together, pooling expertise and learning from one another. This isn't just about introducing new technology or innovative processes; it's about building a model of collaboration that others in the sector can follow and apply right now. 

Outcomes and achievements

The collaboration between Cardo and Totalmobile has already delivered measurable outcomes.

Operative efficiency has increased, with better scheduling reducing unnecessary travel and freeing up more time for frontline work. Clients now benefit from live dashboards and portals that provide a clear picture of performance at any given moment. This level of transparency has improved collaboration and built stronger, more trusting relationships.

For residents, the improvements are tangible. Repairs are booked and tracked digitally, appointments are more accurate, and issues are resolved more quickly. Feedback shows greater satisfaction with both the speed and quality of service. Operatives, too, have welcomed the change: field forms and digital workflows have reduced paperwork and provided them with the solutions and tools to do their jobs more effectively the first time around.

From an organisation perspective, Cardo now has a scalable, future-ready platform that supports its growth and ability to deliver decarbonisation and compliance works alongside responsive repairs. Totalmobile has gained valuable sector insight, helping it refine its solutions to ensure the best possible outcomes.

In short, the partnership has not only improved day-to-day service delivery but also created a strong foundation for meaningful long-term innovation and resilience in the Welsh housing sector and beyond.

• Project name: Managing Better
• Lead organisation: Care & Repair Cymru
• Partner organisations: RNIB Cymru, RNID, Alzheimer’s Society Cymru, Stroke Association Wales

Statement of support

The Managing Better Project supports older people with disabilities to remain living independently in their own home.

Through a partnership with four other Welsh charities — RNIB Cymru, RNID, Alzheimer’s Society Cymru, and Stroke Association Wales — the project specifically supports people over 50 who have hearing loss, sight loss, dementia or who have had a stroke. 

The project is based around a free home visit, conducted by managing better caseworkers, who asses the home and its suitability for the occupant before suggesting solutions that will support safety and independent living. The caseworkers are upskilled by the partners and are embedded into local Care & Repair services, so that repairs and adaptations can happen quickly for the people who need them most.

The project supports people like Dai, who has lived in rural Ceredigion for over 50 years. His health is starting to fail, but he doesn’t want to move away from the home and community he loves. 

Dai bought his house for just £350 in 1965, and he’s proud to still live there. Care & Repair sent managing better caseworker Heulwen to see how the project could help him.

After visiting Heulwen said: “Dai has got hearing loss, so one of the things that he was struggling with was hearing his doorbell. So, I ordered him a hard-of-hearing doorbell which also has flashing lights on it, and he can take this and plug it in anywhere in his property. If he doesn’t actually hear the doorbell, he’ll see the flashing lights.”

Dai was also struggling getting in and out of his bath, so Heulwen referred him to occupational therapy with a recommendation for disabled facilities grant for bathroom adaptations. Shortly after this a new wet room shower was installed for Dai, meaning he was able to wash without fear of falling.

Dai said: “Care & Repair has helped me because coming out of the bath before I had to have a step, and I was dead scared that would I lose my balance and fall.”

Heulwen and the other managing better caseworkers are connected to the partner organisations and can refer to them when necessary. However, as Heulwen has received the training from all four partners her expertise often means her one visit stops the need for multiple health and charity professionals from making the same visit. 

The project is also innovative when using technology to support clients. For example, the project received funding from Wales & West Utilities to distribute accessible CO alarms. Deaf people are unable to hear a traditional CO alarm, so accessible alarms connect to a wristwatch and pillow shaker to alert of possible danger. The project has also helped older people who have sight loss to use smart speakers to contact family, turn on the heating or play music. 

Additionally, managing better caseworkers help clients to check what benefits they are entitled to and help to apply for them.

The Managing Better project started in 2016 and is funded by the Welsh government’s Sustainable Social Services Third Sector Grants.

Managing Better is a critical prevention service for people with complex needs. The preventative interventions reduce hospital admissions and therefore help ease the strain on health and social care in Wales. 

Outcomes and achievements

Last year (2024-25), the Managing Better project supported over 3,000 people to live safely and independently at home. In 2024-25 the project achieved the following:

• 3,316 people supported
• 2,825 Healthy Home Checks completed
• 2,219 clients with sensory loss helped
• 473 clients living with dementia or recovering from a stroke helped
• £1.097 million worth of works completed in people’s homes
• £91,768 in benevolent funding accessed
• £1.9 million in welfare benefits secured for clients
• 1,424 clients had technology installed that would help them
• 1,781 referrals made to other organisations.

• Project name: Tredegar Park Primary & Hedyn: A Collaborative Model for Community-Focused Education
• Lead organisation: Hedyn
• Partner organisations: Tredegar Park Primary & Vial Energi

Statement of support

In response to increasing social and economic pressures, Tredegar Park Primary School working in close partnership with Hedyn’s Communities Team has redefined its role as a community-focused school. Together, they have developed a collaborative model that places inclusive education, wellbeing, and regeneration at the heart of their work. 

This submission highlights how Hedyn and Tredegar Park Primary have gone above and beyond to support children, families, and the wider community. Through strategic collaboration, nature-based learning, and practical skills development, they have created a series of initiatives that directly address local challenges and deliver long-term impact. 

Tredegar Park Primary serves a diverse community in Newport, where many families face barriers such as economic hardship, social isolation, and limited access to opportunity. The school has experienced a rise in behavioural and emotional needs among pupils, alongside a growing demand for therapeutic and inclusive learning environments. 

Recognising the potential of its underused spaces and strong community relationships, the school sought to transform its environment and approach. Hedyn’s communities team provided the strategic support needed, embedding its collaboration commitment, Asset-Based Community Development [ABCD] and Social Value approach. 

Through ABCD, Hedyn worked with school leaders, staff, families, and local partners to identify and mobilise existing assets, ensuring that efforts were community-led and responsive to real needs. Hedyn’s Social Value strategy enabled the school to access contractor support, donated materials, and professional expertise, all without additional financial burden. These contributions were grounded in shared values and a commitment to long-term community benefit.

By integrating procurement and community engagement into a single delivery model, Hedyn ensured that every contract became an opportunity to deliver social value. This strategic approach allowed the school to unlock new resources, build lasting partnerships, and create inclusive spaces that support learning, wellbeing, and community pride. Together, Hedyn and Tredegar Park Primary have delivered a suite of impactful initiatives:

Nurture Farm 

A therapeutic space where pupils care for animals alongside staff and local vets—supporting emotional regulation, responsibility, and wellbeing. The farm also serves wider site users including Flying Start families, Duffryn Youth Club, and St Woolos Primary School.

Alternative Occupations Project 

Pupils engage in woodwork, gardening, clay, and sewing—developing practical skills and confidence, and exploring pathways beyond university or unemployment.

Volunteer programme 

Families and residents are welcomed into the school to support gardening, woodwork, and classroom activities. Supported by Adult Learning Wales, Multiply, and ABUHB, the programme creates pathways into employment and shifts perceptions of school as a welcoming, empowering space.

Edible education 

Pupils learn to grow, cook, and share food—building financial awareness, sustainability skills, and pride in their community, while supporting others through food-based activities.

Bike Project (Exclusion Diversion) 

A creative initiative for pupils with behavioural challenges, offering mechanical skills and business awareness through bike repair and community donation—reducing exclusions and supporting the school’s Green Flag status.

Family Forest School 

An unused section of the site is being transformed into a nature-based learning space with benches and a bell tent. It will host sessions for Flying Start families, Rabbit Hill Childcare, and community groups like Brownies and Rainbows. 

These initiatives have positively impacted over 600 individuals, including 530 pupils and 50 staff, as well as families from partner organisations. The collaboration has reduced exclusions, improved wellbeing, increased parental engagement, and strengthened the school’s role as a trusted community anchor. 
 
In a time of uncertainty, Tredegar Park Primary and Hedyn have shown what is possible when organisations work together with purpose, creativity, and compassion—setting a benchmark for community-led education and regeneration. 

Outcomes and achievements

Impact and outcomes 

These initiatives have directly benefited over 600 individuals, including: 

• 530 pupils at Tredegar Park Primary 
• 50 staff members 
• Families and staff from partner organisations 
• Wider community groups accessing the site. 

The wider impact also includes: 

• Reduced exclusions and improved emotional regulation 
• Enhanced wellbeing for pupils and staff 
• Increased parental engagement and community involvement 
• New pathways into employment through volunteering and skills development 
• Improved perceptions of the school as a community hub 
• Sustainable use of resources through strategic procurement and social value delivery.

This work is a model of collaborative working at its best. Hedyn and Tredegar Park Primary have co-designed every initiative, engaged multiple stakeholders, and built a shared vision for inclusive education and community regeneration.

• Project name: Safer Communities systems working group
• Lead organisation: Trivallis
• Partner organisations: South Wales Police, CTMUHB, RCTCBC, Interlink, BAVO, BridgendCBC, Members of parliamnet, Senedd Members, Local Councillors, Behaviour Support Hub, Cynon Taf Housing, Barod

Statement of support

This partnership brings together local housing services, health and wellbeing teams, community organisations, and residents to reorient the local approach to anti-social behaviour. Rather than treating anti-social behaviour as a set of isolated incidents to be managed, the partnership is working toward a shared, long-term goal: creating safer and more welcoming communities where people can thrive.

From the start, the partners recognised that achieving this ambition required a genuine systems approach. Anti-social behaviour is shaped by many connected factors—mental health, substance misuse, social opportunity, and the physical environment. No single organisation can influence all of these on its own. To meet this challenge, housing providers, local authority teams, health partners, police representatives, and community groups came together to explore how they could work as one system.

A series of workshops and mapping sessions have been at the heart of this work. These sessions gave space for open discussion and honest feedback. Residents, frontline staff, and senior leaders worked side by side to identify the behaviours and conditions that drive anti-social behaviour, using the nationally recognised COM-B behavioural model as a guide. This process helped everyone see more clearly where each service has influence, and how they can combine their efforts rather than duplicate or work at cross purposes.

Three shared priorities emerged:

• Improving collaboration across services and with residents
• Strengthening mental health and substance misuse support
• Creating aspirational, well-maintained environments that encourage pride and positive behaviour.

This is a long-term project, and the partnership is realistic about what stage it has reached. The mapping of behavioural drivers is complete, and the next phase will focus on turning these insights into practice. Partners will jointly select high-risk communities and pilot coordinated interventions to test the learning. These pilots will be used to refine approaches, demonstrate impact, and provide a blueprint for wider roll-out.

Although it is early in the journey, important breakthroughs have already been made. The most significant achievement so far is the breakdown of organisational barriers and assumptions that have historically slowed progress. Through frank conversations and co-design workshops, partners have begun to build trust and a shared understanding of their different roles and constraints. This has reduced day-to-day frustrations and created a foundation for genuine collaboration.

Partners now have a clearer picture of how their work fits together and where collective action can have the greatest effect. Housing officers, health workers, youth teams, and environmental services are aligning their approaches and exploring how the theories discussed—such as using behavioural insights to guide intervention—can be applied in practical, everyday ways.

The partnership demonstrates best practice by showing that progress is not only about immediate outcomes but also about building the conditions for long-term success. By focusing on shared learning, joint problem solving, and early alignment of services, the group is setting the stage for sustained improvements in community wellbeing. This collaborative approach is already increasing accountability across the system and giving residents a stronger voice in shaping solutions.

This work offers a model for others: start with listening, create space to challenge assumptions, and build trust before launching interventions. It is innovative because it focuses as much on the relationships between services as on the actions they will eventually take, recognising that lasting change depends on how well those relationships work in practice.

Outcomes and achievements

This partnership has completed the first major phase of its long-term plan: a full mapping of the behavioural drivers of anti-social behaviour and the roles of every service within the system. This shared understanding is the foundation for all future action.

The immediate achievement is the alignment of approaches across agencies that have not previously worked in such close coordination. Partners now recognise their interdependent roles, understand where they can influence behaviour, and have begun to address the practical frustrations that once caused duplication and delay.

Organisational barriers have started to break down. Services that once worked in isolation are now exploring how to pool resources, share information, and jointly design interventions. This cultural shift is already improving accountability and collaboration in day-to-day service delivery.

The next step is to put this learning into practice. Partners will identify high-risk communities and launch pilot projects to test targeted, collaborative interventions. While measurable community outcomes will take time, the early wins—stronger relationships, shared priorities, and practical exploration of new ways of working—show that the partnership is on the right path.

By investing in trust and joint planning now, the partnership is laying the groundwork for safer, more welcoming communities and improved wellbeing in the years ahead.

• Project name: Holman House, Caldicot
• Lead organisation: Monmouthshire Housing Association

Statement of support

Overview of the partnership

Holman House stands as a powerful example of how cross-sector collaboration can reinvigorate a community asset. By bringing together public sector bodies, commercial stakeholders, and national service providers, the project has delivered meaningful improvements in local services, environmental performance, and town centre vitality.

Innovative partnership working

• Collaborative vision: The partnership united MHA, five commercial leaseholders, MCC, Welsh government, and the Post Office to deliver a shared vision for Holman House, balancing commercial viability with community benefit.
• Restoration of essential services: A major success was the reintroduction of a Post Office, a vital service previously lost to the community, achieved through joint efforts between MHA, MCC, and Post Office Ltd.
• Sustainable retrofit: The building was upgraded with solar PV technology and energy efficiency measures. In just three months, the system has exported over five megawatt-hours of electricity to the grid, enough to power two average homes for a year, whilst dramatically reducing tenant energy bills from £200 to £30 per month.

Enhanced service delivery and quality

• Improved accessibility: The reinstated Post Office has restored access to essential services, particularly benefiting vulnerable and elderly residents.
• Energy performance: Holman House now boasts significantly improved energy ratings, reducing both carbon emissions and operational costs.
• Carbon reduction: The solar installation has already offset a substantial portion of the carbon used during construction, with ongoing benefits to the grid and the environment.

Town centre regeneration

Holman House has become a cornerstone of Caldicot’s town centre renewal, driving footfall, business confidence, and civic pride.

• Visual transformation: The building has undergone a full external upgrade, including external wall insulation, modern cladding and render finishes, new windows, doors, and shopfronts. The previously dominant canopy has been redesigned, giving the building a contemporary and welcoming presence.
• Economic impact: By attracting a mix of commercial and residential tenants, the project has stimulated local trade and supported independent businesses and residential tenants.
• Strategic fit: The regeneration aligns with MCC’s broader town centre strategy and Welsh government’s placemaking objectives, showcasing how targeted investment and partnership working can deliver lasting urban renewal.

Best practice and community wellbeing

• Community impact: The project has restored a key community hub, improving access to services and enhancing the town’s identity.
• Scalable model: Holman House offers a replicable framework for other regeneration projects, demonstrating how diverse partners can work together to achieve shared goals.
• Environmental leadership: The solar performance and carbon offsetting data provide a transparent and measurable example of sustainable retrofit success.

Conclusion

Holman House is more than a regeneration project; it’s a testament to the power of partnership. Through innovative collaboration, the scheme has revitalised a key town centre asset, restored essential services, improved environmental performance, and delivered lasting benefits to the local community. It exemplifies best practice in partnership working across the housing and regeneration spectrum.

Outcomes and achievements

The Holman House project in Caldicot has delivered transformative outcomes through a unique partnership between Monmouthshire Housing Association, Monmouthshire County Council, Welsh government, five commercial leaseholders, and Post Office Ltd. A key achievement was the reinstatement of the town’s Post Office, restoring vital services and improving accessibility for vulnerable residents.

The building has undergone a comprehensive refurbishment, featuring external wall insulation, upgraded shopfronts, and a newly designed canopy all contributing to a noticeable uplift in the town centre’s appearance. 

The building is entirely off gas, relying solely on electricity for heating and energy needs. Energy performance has seen major gains with the new solar PV installation. It has produced over 67 megawatt hours of electricity, with more than seven megawatt hours fed back into the grid, enough to power almost three homes for an entire year. This equates to saving 32 tonnes of coal and CO2 emissions or planting 42 trees. Tenants have seen their average energy bills fall dramatically, from £200 to just £30 per month. Impressively, the residential element of the building is currently generating more energy than it consumes, achieving net zero energy status within just three months.

Holman House now serves as a catalyst for town centre regeneration, boosting footfall, supporting independent businesses, and aligning with wider placemaking strategies. The project demonstrates best practice in sustainable retrofit, community engagement, and multi-stakeholder collaboration. It offers a replicable model for delivering social, economic, and environmental value through partnership working.

• Project name: Plas Alltran Redevelopment
• Lead organisation: Isle of Anglesey County Council
• Partner organisations: Cadw, Welsh Government (Social Housing Grant, Transforming Towns) Housing Services

Statement of support

Plas Alltran is a Grade II Listed building situated adjacent to the port in Holyhead, the building is in a central location, which means that many people on a daily basis see it. This important historical building had fallen into disrepair and was at risk due to neglect and decay from previous owners. It was included in the Victorian Society’s Top 10 most endangered buildings in England and Wales in 2020 and Cadw identified it as a Building at Risk in 2001.

It did not befit as an appropriate landmark to welcome those arriving by the port and was subject to vandalism and anti-social behaviour for over 20 years. With many council services such as planning, housing and environmental health receiving regular complaints from the local community, with Councillors urging action. Fire and Police were called regularly due to fires and anti-social behaviour. The determination of the empty homes team was instrumental in securing Plas Alltran. Despite the property's complex ownership history, the team went to extraordinary lengths to trace and correspond with the previous owner in South Korea. Their persistence led to a successful purchase by agreement, avoiding the lengthy and costly Compulsory Purchase Order process— demonstrating both innovation and commitment to preserving heritage while responding to community concerns.

The gothic style contributes to the character of the town at a gateway location. It was commissioned by Jane Henrietta Adeane (O.B.E), a niece of Hon. W.O Stanley of Penrhos, in 1890-1891 as part of her redevelopment of the Blackbridge. It was originally built as a doctor’s surgery for Dr William Fox Russell, who lived and worked there.

The house was later rented by a succession of families and individuals including Captain Edward Butler Tanner (O.B.E) of the H.M.S Tara. It has been reported that during the First World War, the building was a first aid post and soup kitchen and in the 1930s served as a convalescence home for Tuberculosis sufferers. 

With the buildings history of helping people in need the transformation is fitting in creating four new one-bedroom homes, designed for single and two-person households, fulfilling a housing need in the area. Historic building conservation specialists Recclesia, M&E specialists Hulley & Kirkwood, structural engineers Caulmert, and BTP Architects worked alongside Isle of Anglesey County Council to deliver the project over two years.

The sensitive restoration has preserved much of the building’s historic character, while introducing modern energy-efficient measures to meet residents’ needs.

By working un partnership with our economic development team who worked on the options appraisal, this assisted in leveraging grant allocations from Transforming Towns and Cadw. 

Housing collaborated closely with key partners such as Cadw, to agree on restoration methods and materials. Original external walls and slate tiles were retained wherever possible, with lost features such as door mouldings, cornices, and stair spindles carefully recorded and faithfully replicated using traditional methods of craftsmanship.

It's status meant that windows needed to be preserved, so a standard ventilation system could not be fitted. Instead, a modern Mechanical Ventilation with Heat Recovery (MVHR) system was installed as the most practical energy energy-efficient ventilation system. Insulated lime plaster was used internally, which provides exceptional heat retention to the building and reduced carbon emissions.

Andy, director at BTP Architects, said: “it is a fantastic example of how careful restoration, mindful design and successful partnership working can come together to create sustainable, affordable homes it safeguards Holyhead’s heritage whilst creating affordable homes. Every element of the design was considered not just for its conservation value, but for how it could support the wellbeing, dignity, and future of its residents.”

Outcomes and achievements

Appreciation from the community was demonstrated during Cadw’s opendoors event in September 2024 with over 100 people attendants who shared their memories of the building. They recognised old details in the layout, recalled which floor they had lived on, and even brought photographs showing the original wallpaper. Some spoke fondly of their time there, while others passed on stories they had heard from others. Some remembered attending a dance school, while many more told us how they had always longed to step inside this building—one that, for as long as they could remember, had stood in disrepair.

• “This development provides high quality, affordable homes in the heart of the community, while also bringing a treasured local building back into use. It reflects our wider commitment to delivering housing that meets real need, in a way that respects the character and heritage of our island.”- IOACC housing portfolio holder.
• "Bringing Plas Alltran back from the brink of complete loss was a real challenge. By working collaboratively with BTP Architects and council we have managed to save this wonderful building in a way that retains its historic integrity at the same time as providing modern living space.” Director at Recclesia.