• Project name: Transformative partnership initiative at Cae Fardre estate
• Lead organisation: Trivallis
• Partner organisations: South Wales Police, Rhondda Cynon Taff County Borough Council, councillor Graham Stacey

Statement of support

The Cae Fardre estate in Church Village, Rhondda Cynon Taf, historically troubled by crime, drugs, and anti-social behaviour (ASB), was on the verge of becoming a no-go zone for law enforcement and community services. Its reputation as a dangerous and unwelcoming area was exacerbated by poor environmental design and insufficient surveillance. Residents feared engaging with South Wales Police (SWP) due to potential reprisals, while Trivallis, the main housing provider, faced significant financial and operational challenges due to repeated vandalism and ASB.

However, through a ground-breaking multi-agency partnership between Trivallis, South Wales Police (SWP), Rhondda Cynon Taf Council (RCTCBC), and local councillor Graham Stacey, significant improvements have been made in service delivery, community safety, and resident wellbeing.

Recognising the complexity of the challenges faced at Cae Fardre, Trivallis and SWP, with input from RCTCBC and cllr Stacey, devised a plan built on the innovative Clear, Hold, Build framework which involves removing criminals ("clear"), maintaining security ("hold"), and fostering community development ("build"). The clear, hold, build approach in the UK evolved from counterinsurgency strategies, adapted for domestic crime reduction and community stabilisation in inner city areas. The approach demonstrated a new and innovative way of tackling entrenched issues in an area through robust partnership working.

The partnership's efforts have led to significant improvements in service delivery and quality. One of the key innovations was the increase in joint patrols between SWP and Trivallis housing officers. These patrols, conducted with local wardens, were not only a practical measure to enhance security but also served to rebuild trust within the community by presenting a united front. This collaboration was further strengthened by the introduction of additional police resources dedicated to the estate, ensuring a consistent and visible presence.

Moreover, Trivallis committed to a substantial regeneration and redesign of the estate, addressing the environmental factors that had contributed to crime and ASB. This included the demolition of redundant structures such as free-standing garages, which had previously served as havens for criminal activity. The regeneration plan, developed in consultation with urban planning experts and crime reduction advisors, represents a long-term commitment to improving the physical environment of the estate, making it safer and more welcoming for residents.

This initiative exemplifies best practice in community safety and partnership working. The collaborative approach between SWP, Trivallis, the local councillor, and RCTCBC ensured that each partner played a critical role in the estate's transformation. The installation of CCTV cameras, funded primarily by Trivallis with additional support from cllr Stacey, is a prime example of this co-operation. These cameras, monitored by RCTCBC staff, have significantly improved surveillance on the estate, deterring criminal activity and providing crucial evidence when incidents occur.

The project also emphasised the importance of community engagement, with the local councillor playing a pivotal role as a conduit between residents and agencies. By encouraging residents to report issues and providing them with direct lines of communication to the police, the councillor helped to overcome the barriers of fear and mistrust that had previously hindered community/police relations.

The wellbeing of the Cae Fardre community has been at the heart of this initiative. The regeneration of the estate, combined with the increased police presence and enhanced surveillance, has already led to a noticeable reduction in crime and ASB. Residents now report feeling safer and more confident in their interactions with the police and other agencies. The planned community hub, a vacant property provided by Trivallis, will further enhance community wellbeing by offering a space for residents to access support services, engage in community activities, and strengthen their ties with the police and other partners.

Outcomes and achievements

The transformation of Cae Fardre Estate is a testament to the power of partnership working and innovative problem-solving. By bringing together the expertise and resources of SWP, Trivallis, cllr Stacey, and RCTCBC, the initiative has not only addressed the immediate issues of crime and ASB but has also laid the foundation for a more resilient and cohesive community.

ASB has dropped across the estate significantly from 2022 to 2023. This has amounted to a 63 per cent drop in calls received by the police about ASB, from 71 in 2022 to 32 in 2023.

A recent survey showed that 23 out of 29 respondents feel the neighbourhood has improved over recent months, with only four noting ongoing anti-social behaviour issues. Community feedback, reinforced by Councillor Stacey, highlights a noticeable positive change in the area's atmosphere. Despite significant financial costs, the collaborative efforts between SWP, Trivallis, and other partners have led to improved community safety and satisfaction.

This project serves as a model for other communities facing similar challenges, demonstrating that through collaboration, innovation, and a shared commitment to improving quality of life, even the most entrenched issues can be overcome.

• Project name: Dechrau Services
• Lead organisation: Caredig Ltd
• Partner organisations: Fire service, PCSO’s, GP’s, local councillors, local area co-ordinators, The Wallich and Platfform

Statement of support

The overall aim of our Dechrau service was to connect people to their community and peer support services to enhance their mental wellbeing and build on their own strengths and capabilities.  

Loneliness and isolation which was exacerbated during the pandemic has led to physical and mental health problems. We know that mental ill health is a common factor in many of our cases. Our wellbeing coordinator helps our tenants to access community activities which significantly improves wellbeing, confidence and combats loneliness and isolation.

We have increased the number of partnerships formed and have particularly noticed the improvement in activities aimed at men’s health and wellbeing.

Many of our tenants are finacially exlcuded and it has been a huge help to assist people to access activities which are either free or charge a small fee which we can pay.

We publicise the project internally to staff who can then inform tenants. We do this in team meetings, via our intranet and it is built into paperwork. We also use our website, newsletters and tenant events.

People can self-refer into the project but we also get referrals from other organisations such as:

• Fire service
• PCSOs
• GPs
• Local councillors and local authority staff such as area co-ordinators
• Charities such as the Wallich and Platfform.

The project has been running for three years and is now entering its fourth. Number shave increased year on year.

• 2021/22 – 322 interactions/interventions, 156 beneficiaries
• 2022/23 – 339 interactions/interventions, 163 beneficiaries
• 2023/24 – 491 interactions/interventions, 209 beneficiaries.

Police have reported that there is less demand on their resources and time from tenants who were contacting them regularly. Less antisocial behaviour has been reported.

We have been able to co-produce some services with partners such as local area co-ordinators.

Dechrau has released capacity in our over 50’s support team.

Forging new relationships and collaboration with partners. A multi agency approach works very well and gives people multi-layered support and advice e.g. We have forged a new partnership with a counselling service to get immediate help for people in imminent crisis.

We have recruited volunteers for charities. As well as assisting the tenants to build confidence, get out and socialise, build skills, etc. we have been able to provide volunteers for local charities and organistaions. Some of the tenants have become committed volunteers, using their lived experience to help others.

Tenancy sustainability – 100 per cent of our supported tenants have manitained their tenancy, preventing them from entering the homeless support services. Eviction costs have been avoided – average cost to landlord is £6,000. Rough sleepers - average annual local authority expenditure per individual is £7,900.

Also noted is that around a third of the people we support have had drug and alcohol issues. We have supported half of those to quit. Alcohol misuse - estimated annual cost to the NHS of alcohol dependency, per year per dependent drinker is £1,800. Drugs misuse - average annual savings resulting from reductions in drug-related offending and health and social care costs as a result of delivery of a structured, effective treatment £3,614.

Average cost of service provision for adults suffering from depression and/or anxiety disorders, per person per year (fiscal and economic costs), based on 2020 figures was £830.

Outcomes and achievements

One of our outcomes is shown below in a case study and quote:

CJ had become depressed and isolated. The only people bothering with him were drug addicts whom he was trying to get away from. By giving him the opportunity to access a climbing wall group, he has reignited his love of climbing which is massively improving his mental and physical health and keeping him away from bad influences.

“Shelene is amazing and I don’t know where I would be without her – she is making such a difference.”

“I’ve benefitted because you help me lots. You have helped me get to GROW and Jac Lewis which I am enjoying. You’ve supported me at home and to apply for my PIP. You’ve helped me with form filling and debts. You supported me and visited me when I was in hospital. If I didn’t have your support, I wouldn’t go to things and I would go downhill and it would affect my mental health.”

• Project name: Energy Smart People and Communities: Working together to tackle fuel poverty
• Lead organisation: Newport City Homes
• Partner organisations: Warm Wales, Energy Redress

Statement of support

The cost of living has had a major impact on most households, with many having to make the decision to ‘eat or heat’. In response to this challenge, in 2023, working together with Warm Wales, Newport City Homes secured funding from Energy Redress for a two-year project titled ‘Energy Smart People and Communities.’

Launched in July 2023, the project team gained the required qualifications to provide expert energy advice and support, and began delivering cutting-edge solutions to some of the most pressing energy-related challenges facing communities throughout Newport. The aim is simple yet impactful: to help vulnerable households become warmer, safer, healthier, and energy-smart through a holistic approach that addresses the interconnected issues of fuel poverty, health inequalities, and overall wellbeing.

The strength of partnership working is central to the success of the ESPC project. NCH has built strong relationships with key stakeholders, including National Energy Action, Aneurin Bevan Health Board, and Newport Dragons. This collaboration enhances the scope of the project, enabling a coordinated response to fuel poverty and its associated challenges. These partnerships ensure that support is not delivered in isolation, but as part of a broader strategy to improve the wellbeing of Newport’s most vulnerable residents.

Through this initiative, a new standard has been set for best practice in providing free energy advice, education, and tailored support to those most affected by the energy crisis. By empowering individuals to reduce their energy bills and take control of their health and wellbeing, the project is not only alleviating immediate financial pressures but also building resilience within the community. The comprehensive nature of the service ensures that customers are equipped with the knowledge and resources to make long-term changes to their energy use, enhancing their quality of life.

The development of an online energy awareness training module was rolled out encompassing the project teams’ expertise, and delivered to NCH staff, community groups, and frontline workers across Newport. This wider dissemination of knowledge ensures that energy awareness is embedded within the community, extending the project’s reach beyond direct beneficiaries.

This project exemplifies best practice in service delivery, highlighting the power of working in collaboration to create lasting, positive change. Through innovative approaches, expert knowledge, and community driven solutions, NCH and its partners are improving the quality of life for those most affected by the energy crisis, fostering resilience and wellbeing throughout Newport.

Joanna Seymour director of partnerships and development at Warm Wales said “Collaborative efforts like the Energy Smart People and Communities Project can make a significant impact. Working together brings out the best results, combining different strengths and perspectives”.

Behind every number there is a story…

“You have been an absolute miracle to me, I don’t know how I would have managed without you, I feel I now have support and something to live for. I can’t honestly thank you enough.’’.

‘’Thank you so much you’ve been so much of a help to me. I have worried about this debt and getting my meter sorted - OVO just couldn’t understand my English – since being here in the UK people are so kind to me, and you have been very kind and helpful. ‘’

‘’Thank you so much you don’t know how much this means to me. I was struggling to keep on top of changing everything over and managing the bills by myself and the utilities were my biggest worry I was losing sleep at night worrying and just didn’t have it in me to ring them after everything that’s happened. I will never forget how lovely you have been and how much you have helped me. ‘’

Outcomes and achievements

The following figures encompass the duration of the project up to the end of July 2024;  

• Having supported over 2,800 households throughout the energy crisis
• Processed nearly 1,400 fuel vouchers to the total value of £87,000
• Met over 2,100 households at engagement events
• Energy savings advice/tips provided by the team has resulted in estimated energy savings of nearly £750,000.

Along with self-referrals, the partnership has proactively focused on those with low energy rated homes; the elderly by visiting over 700 households; assisting those in financial hardship based on rent arrears also and focused on gas capped homes. 

Satisfaction: On average 73 per cent of customers surveyed saw an improvement in their satisfaction with their life following support from the energy team.  

Worthwhile: Following support from the energy team, on average 73 per cent of customers surveyed saw an improvement in feeling that the things they do in their life are worthwhile. 

Happiness: On average 71 per cent of customers saw an improvement in their overall happiness following support from the team.  

Anxiety:  On average 94 per cent of customers saw an improvement in their anxiety following support from the team.

• Project name: Tai Ffres
• Lead organisation: United Welsh
• Partner organisation: Llamau

Statement of support

Tai Ffres is a collaborative service between United Welsh and Llamau to deliver a bespoke housing pathway for young people aged 16-25 years old in Wales. Tai Ffres is a financially sustainable model of housing that overcomes young peoples’ disadvantage in their ability to access and maintain rental contracts in affordable, good quality homes.

As a youth-focused collaborative housing and support service, Tai Ffres offers safe, secure, and affordable homes for young people in Cardiff. Tai Ffres creates safe spaces for young people, where they can thrive and realise their potential, providing services to young people who are homeless or threatened with homelessness, fulfilling a crucial gap in housing provision.

The collaboration between United Welsh and Llamau to develop the Tai Ffres service commenced in 2019, through a joint application to the Welsh government Youth Homelessness Innovation Grant. The collaboration was inspired by our international colleagues in Finland and Australia, and we have drawn on these longstanding services as examples to emulate for young people in Wales. The organisations’ combined experience and knowledge identified gaps in the current pathways out of homelessness and for those at risk of becoming homeless; and how they did not meet the needs of many young people.

The model draws on the strengths and experiences of both organisations; neighbourhood and tenancy management from United Welsh, and specific support services from Llamau.

As a service, Tai Ffres is delivered by the housing and communities directorate of United Welsh, drawing on services from neighbourhood management, income management, money advice and the customer involvement team. Llamau provides expertise to Tai Ffres, and an asset based coach from Llamau supports young residents to access additional services from Llamau, including bespoke ad hoc counselling and the ‘learning for life’ services.

In developing the collaborative approach, both organisations draw on an external steering board of strategic stakeholders from Cardiff Council, End Youth Homelessness Cymru, independent members from across a range of sectors, and young people with lived experience.

While developing the service, it was identified that an integrated IT solution was required to allow for the transition of information between the two organisations to provide a seamless service to young people living in the accommodation provided by Tai Ffres.

The solution to this was to use the common IT platform used by both organisations, PanConnect. The PanConnect platform integrates at the pre-contract stage of the allocation process to Tai Ffres, allowing both organisations to concentrate on their respective areas of expertise of support and neighbourhood management.

The shared IT function allows for both organisations to manage their specialisms, with input and knowledge from both organisations:

• Llamau shares pertinent support and risk information with United Welsh
• United Welsh shares information about the management of the occupation contract with Llamau.

For young people, this means that they do not have to tell their stories twice, to two organisations. It creates a seamless service delivery to young people. Young people see and experience one service, each with their own specialisms.

The collaborative approach between United Welsh and Llamau seeks to move housing services for young people beyond a narrow focus of providing a roof over their head, to delivering a more rounded approach which carefully considers the blend of housing, neighbourhood, finances, skills development, support, processes, relationships, and community. This gives young people the best possible chance of success in life and will make a significant difference in preventing homelessness.

Outcomes and achievements

To date, 28 young people, their partners and children have moved into new homes with Tai Ffres. Without the development of this service, they would have remained in expensive temporary accommodation at a cost to the welfare benefit system, while waiting for permanent accommodation.

Tai Ffres provides a safe and managed transition into living independently, without putting young people at risk in inappropriate housing services.

The outcomes of Tai Ffres are best demonstrated through the voice of the young people:

“It was a really quick and easy process. Very quick. You know, a lot of people probably get very overwhelmed by it. But and I probably did, to be fair, but no, I didn't. Yeah, it's just been. Nice. It's been like ‘this is your place now, here you go, do what you want with it’, you know? And I like the freedom that it gives in a sense. Like there's still support. But you can do what you want. Like it's still your place.”