In 2018 we celebrated 50 years of

Making Lives Better

In 2018 we celebrated 50 years of Making Lives Better

 

A look back at 2018

Our year

2018 marked an exciting time for Hafod. We celebrated our 50th anniversary and continued on our change journey to integrate our core services.

 

Our year

2018 marked an exciting time for Hafod. We celebrated our 50th anniversary and continued on our change journey to integrate our core services.

Our story

We began in 1968 as Hafod Housing Association and in the early days had 300 properties in Cardiff, seven staff and a turnover of £100,000. Today, we work across nine local authority areas in Wales and help over 16,000 people each year.

We employ over 1,300 staff and have a turnover in excess of £55 million. Over the past 12 months we have embarked upon an organisational change programme to ensure we are ready to meet the challenges facing our communities both now and in the future.

Our story

We began in 1968 as Hafod Housing Association and in the early days had 300 properties in Cardiff, seven staff and a turnover of £100,000. Today, we work across nine local authority areas in Wales and help over 16,000 people each year.

We employ over 1,300 staff and have a turnover in excess of £55 million. Over the past 12 months we have embarked upon an organisational change programme to ensure we are ready to meet the challenges facing our communities both now and in the future.

Our change journey

Our change journey is transforming how we work and will enable us to make lives better for more people.

It will help us achieve our vision to integrate our housing, support and care services and improve the quality of life and well-being of our customers and communities.

To support this we have re-organised our teams to eliminate silo working and ensure the best outcomes for our customers.

We have also focused on building on our strong partnerships to help in the delivery of integrated services for future generations.

Our change journey is transforming how we work and will enable us to make lives better for more people.

It will help us achieve our vision to integrate our housing, support and care services and improve the quality of life and well-being of our customers and communities.

To support this we have re-organised our teams to eliminate silo working and ensure the best outcomes for our customers.

We have also focused on building on our strong partnerships to help in the delivery of integrated services for future generations.

Neighbourhood coaching

In 2018 we began piloting a new approach to delivering frontline services, inspired by the Bromford and Wigan neighbourhood models.

Our housing officers are changing to neighbourhood coaches and will manage smaller numbers of properties, giving them the opportunity to get to know our customers and communities better.

Taking a more preventative approach will help sustain tenancies, increase engagement and enable early signposting to other services, such as care and support. Equally, where people have ideas, common interests and goals, we will help to create the conditions for them to flourish and innovate without the need for our input in the longer term.

We know this approach works well and is known to generate customer satisfaction levels in excess of 95 per cent. We’re keen to learn from the experience and will evaluate and share the outcomes of our pilot.

Neighbourhood coaching

In 2018 we began piloting a new approach to delivering frontline services, inspired by the Bromford and Wigan neighbourhood models.

Our housing officers are changing to neighbourhood coaches and will manage smaller numbers of properties, giving them the opportunity to get to know our customers and communities better.

Taking a more preventative approach will help sustain tenancies, increase engagement and enable early signposting to other services, such as care and support. Equally, where people have ideas, common interests and goals, we will help to create the conditions for them to flourish and innovate without the need for our input in the longer term.

We know this approach works well and is known to generate customer satisfaction levels in excess of 95 per cent. We’re keen to learn from the experience and will evaluate and share the outcomes of our pilot.

Caring for the Future workshops

Our Caring for the Future change workshops in April brought together over 250 people from across local and national government, social housing, and public health to discuss the future of integrated housing, health, social care and support.  Hafod is committed to driving this change and helping Wales become more prosperous, resilient and healthier. 

Find out more about Caring for the Future by visiting our website or watching our video.

Caring for the Future workshops

Our Caring for the Future change workshops in April brought together over 250 people from across local and national government, social housing, and public health to discuss the future of integrated housing, health, social care and support.  Hafod is committed to driving this change and helping Wales become more prosperous, resilient and healthier. 

Find out more about Caring for the Future by visiting our website or watching our video.

Our customers

We continue to put our customers at the heart of what we do. We recognise that our customers deserve a bigger role in Hafod and we have worked with customers and colleagues to develop a new Customer Charter. This sets out the new kind of relationship our customers have told us they want.

Over 700 customers provided positive feedback on our new approach which will be implemented in 2019. 

We continue to put our customers at the heart of what we do. We recognise that our customers deserve a bigger role in Hafod and we have worked with customers and colleagues to develop a new Customer Charter. This sets out the new kind of relationship our customers have told us they want.

Over 700 customers provided positive feedback on our new approach which will be implemented in 2019. 

Money advice

Over 400 tenants received support from our money advice team.

This was predominantly one to one benefit advice ensuring people received all the benefits they were entitled. We also provided more general advice to support people to manage their homes. 

Hafod Foodbank

We launched our own foodbank which is funded by colleagues through our staff tuck shop.

This enables us to support our tenants when they are most in need and we can deliver items to them directly at home.

“I have lived in Social Housing before and had no idea that such a high level of help would be provided – Hafod is exceptional”

Money advice

Over 400 tenants received support from our money advice team.

This was predominantly one to one benefit advice ensuring people received all the benefits they were entitled. We also provided more general advice to support people to manage their homes. 

Hafod Foodbank

We launched our own foodbank which is funded by colleagues through our staff tuck shop.

This enables us to support our tenants when they are most in need and we can deliver items to them directly at home.

“I have lived in Social Housing before and had no idea that such a high level of help would be provided – Hafod is exceptional”

Hafod 24/7 app

Over 1,000 tenants have downloaded our Hafod 24/7 app since its launch in April. Tenants can pay rent, update their contacts details, register for tenant participation and report repairs at a time that suits them.

Hafod 24/7 app

Over 1,000 tenants have downloaded our Hafod 24/7 app since its launch in April. Tenants can pay rent, update their contacts details, register for tenant participation and report repairs at a time that suits them.

Customer satisfaction

Satisfaction levels across our services remain high. This is especially encouraging as we have maintained our high standards whilst delivering our organisational change programme. 

Housing

%

said they were very or fairly satisfied with the service provided.

Support

%

stated they were very or fairly satisfied with the service provided.

Care

%

told us they were very or fairly satisfied with the service provided.

Housing

“I was effectively homeless when I was given the opportunity to rent with Hafod. Since I’ve lived here I’ve been able to manage my debt and feel like I’ve had a new start in life. I feel very secure that I have a lifetime tenancy. Thank you”

Hafod tenant

Support

“It’s not only a relief to talk to someone about my worries but to realise that you could help”

Croeso Pawb service user

Care

“All the staff there are very kind, caring and understanding. They are also extremely knowledgeable and have always treated my Dad with the utmost respect.”

 Daughter of Ty Penrhos 
Care Home resident

Investing in our people

Nursing Care Assistant (NCA) programme

Our programme, developed in partnership with the University of South Wales and Aneurin Bevan Health Board, is helping to provide career progression for senior carers and relieve some of the challenges associated with a shortage of nurses. To date, 31 of our care colleagues have completed the programme and their new skills are helping to free up our clinical nurses to focus more on high-level care. The NCA programme is the first of its type to be formally evaluated and our on-going internal research is guiding how we implement the programme.   

academi Hafod

We launched academi Hafod to provide colleagues with access to work based learning to support their learning and development needs.

The academi hosts all our learning and development programmes from induction, technical skills training and development programmes such as leadership to apprenticeships and health & social care qualifications. In the future the academi will also provide opportunities for our customers and communities by giving them access to relevant development and learning opportunities.  

academi Hafod

We launched academi Hafod to provide colleagues with access to work based learning to support their learning and development needs.

The academi hosts all our learning and development programmes from induction, technical skills training and development programmes such as leadership to apprenticeships and health & social care qualifications. In the future the academi will also provide opportunities for our customers and communities by giving them access to relevant development and learning opportunities.  

Academic partners

Our new strategic partnerships with Cardiff and Vale College, University of South Wales and Swansea University, ensure our colleagues have access to a wide range of training and courses.

In November we signed a Memorandum of Understanding with Cardiff and Vale College which will further strengthen opportunities. This is a first between the college and a housing, support and care provider and forms part of our commitment to career development.

We were delighted to launch our new leadership programme which is being delivered in conjunction with Cardiff and Vale College and the University of South Wales and has resulted in great feedback from colleagues.

Academic partners

Our new strategic partnerships with Cardiff and Vale College, University of South Wales and Swansea University, ensure our colleagues have access to a wide range of training and courses.

In November we signed a Memorandum of Understanding with Cardiff and Vale College which will further strengthen opportunities. This is a first between the college and a housing, support and care provider and forms part of our commitment to career development.

We were delighted to launch our new leadership programme which is being delivered in conjunction with Cardiff and Vale College and the University of South Wales and has resulted in great feedback from colleagues.

Developing our people 

Throughout the year we had a strong focus on learning and development with over 3,000 training days being attended by colleagues.

This has boosted skills and resulted in many people achieving industry qualifications such as Level 2 & 3 apprenticeships in Business Administration, ILM Levels 3 & 5, CIM Level 4, Health & Social Care qualifications at Levels 2, 3 & 5, plus an MA in Graphic Communication and a BSc (Hons) in Housing Policy and Practice.

In addition, training courses in areas including Mental Health Awareness, Positive Behavioural Support, Compliance and Governance and Dual Diagnosis Training have further improved skills, enabling us to deliver better services to our customers.

Developing our people 

Throughout the year we had a strong focus on learning and development with over 3,000 training days being attended by colleagues.

This has boosted skills and resulted in many people achieving industry qualifications such as Level 2 & 3 apprenticeships in Business Administration, ILM Levels 3 & 5, CIM Level 4, Health & Social Care qualifications at Levels 2, 3 & 5, plus an MA in Graphic Communication and a BSc (Hons) in Housing Policy and Practice.

In addition, training courses in areas including Mental Health Awareness, Positive Behavioural Support, Compliance and Governance and Dual Diagnosis Training have further improved skills, enabling us to deliver better services to our customers.

92% of colleagues agreed they would recommend Hafod as a great place to work.

%

92% of colleagues agreed they would recommend Hafod as a great place to work.

%

  • Colleague retention 2018 81% 81%
  • Colleague retention 2017 72% 72%
  • Colleague turnover 2018 24% 24%
  • Colleague turnover 2017 40% 40%

We are retaining more staff through better recognition, reward and proactive engagement. This has helped to reduce our agency staff costs by 35 per cent from £1.4 million to less than £900,000 per annum resulting in more stable teams and more consistent delivery of care for our customers. 

Strengthening our governance

Ready for the future

We re-modelled our organisation to strengthen a number of key areas. We have transformed our HR and learning and development functions; radically changed our approach to procurement; and re-engineered our governance systems and processes. We also began the process of re-modelling our IT service and infrastructure and forging a new path around research and innovation. This work will continue into 2019, alongside a host of other reviews and service improvements.  

 

Ready for the future

We re-modelled our organisation to strengthen a number of key areas. We have transformed our HR and learning and development functions; radically changed our approach to procurement; and re-engineered our governance systems and processes. We also began the process of re-modelling our IT service and infrastructure and forging a new path around research and innovation. This work will continue into 2019, alongside a host of other reviews and service improvements.  

 

Recognising the need to strengthen the way our organisation is managed and led we have simplified our Board and Committee structure resulting in less meetings and clearer decision-making. We have also made new appointments to strengthen the skills and expertise on our Board and ensure we are equipped to respond effectively to any challenges.

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Scrutiny Panel

Our new Scrutiny Panel is made up of tenants and gives our customers a stronger voice in decision-making and a seat around the table at our new Engagement, Performance and Innovation Committee.

Connecting Together

We established ‘Connecting Together’,  to bring our senior team and Board members closer to our frontline teams. Each is matched with a service area that they visit regularly to meet with teams and encourage feedback and ideas for improvement. 

Safeguarding

We were the first housing association in Wales to create an independent Safeguarding Panel, headed by Ruth Price, formerly a senior police officer and head of police standards to advise and challenge across our business.

Driving innovation

This year we took the first steps towards becoming an innovation and research-led organisation. We established a Research and Innovation directorate which has begun to lead on evaluating some key areas of our business and strengthening our engagement with customers.

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Partnerships

We formed an exciting partnership with the Data Science Campus to put us at the cutting edge of data analysis to drive business improvement. 

We are also working with HACT, Sheffield Hallam University; the Welsh Institute of Health and Social Care and the Centre for Innovative Ageing on research projects to drive improvement.

R

World Health Organisation

The World Health Organisation has cited Hafod as an international best practice case study for our role in supporting communities in its Anchor Institution report (due for publication in early 2019). 

This year we took the first steps towards becoming an innovation and research-led organisation. We established a Research and Innovation directorate which has begun to lead on evaluating some key areas of our business and strengthening our engagement with customers.

/

Partnerships

We formed an exciting partnership with the Data Science Campus to put us at the cutting edge of data analysis to drive business improvement. 

We are also working with HACT, Sheffield Hallam University; the Welsh Institute of Health and Social Care and the Centre for Innovative Ageing on research projects to drive improvement.

R

World Health Organisation

The World Health Organisation has cited Hafod as an international best practice case study for our role in supporting communities in its Anchor Institution report (due for publication in early 2019). 

Investing in our homes and communities

New homes

Through our development programme, we continue to support the Welsh Government’s target to deliver 20,000 new homes. At the end of 2018 we were on target to deliver 370 new homes.

Rent to Own

We are participating in Rent to Own, a new Welsh Government initiative. The scheme gives individuals, who would not qualify for rented social housing but who cannot afford a deposit to buy a property, the opportunity to rent for a period of five years. Part of their rent being reserved as a future deposit to buy the property.

Welsh Housing Partnership

Our Group is a 30 per cent equity stakeholder in the Welsh Housing Partnership whose purpose is to increase the provision of high quality affordable homes. The Welsh Government has announced further support over the next three financial years which will enable us to acquire and manage 180 homes over and above our normal development programme.

Improving our homes

Investment in our housing and care homes totalled over £4.5 million.

This included 210 new kitchens, 83 new bathrooms, replacing 477 boilers and radiators. Other major improvements included internal and external painting, electrical work and upgrading windows and doors.

 

Improving our homes

Investment in our housing and care homes totalled over £4.5 million.

This included 210 new kitchens, 83 new bathrooms, replacing 477 boilers and radiators. Other major improvements included internal and external painting, electrical work and upgrading windows and doors

Inclusive communities 

We are working proactively with under-represented communities, to ensure they have equal and fair access to services and employment opportunities. At the request of local communities our focus has been on Butetown which is home to not only Cardiff’s but also the UK’s oldest BAME communities. During Black History Month we undertook a range of activities including an ‘Inspire Butetown’ award ceremony. This recognised and celebrated the achievements of over 60 young people and those who excel in community engagement.

Inclusive communities 

We are working proactively with under-represented communities, to ensure they have equal and fair access to services and employment opportunities. At the request of local communities our focus has been on Butetown which is home to not only Cardiff’s but also the UK’s oldest BAME communities. During Black History Month we undertook a range of activities including an ‘Inspire Butetown’ award ceremony. This recognised and celebrated the achievements of over 60 young people and those who excel in community engagement.

Strong performance in our care and support services

Care home occupancy

We are helping to care for more people than ever and occupancy in our care homes reached its highest level since 2015.

In December our occupancy stood at 97 per cent, higher than the industry sector norm of 92 per cent.

Care home vacancies 

Since February 2018 the number of vacancies in care homes has reduced from 75 to 18. This has made a significant difference to the viability of our business and we are caring for more people thus reducing pressure on local health and social care services.

 

New business

We secured over £2 million of new annual contracts in Cardiff, Rhondda Cynon Taf and the Vale of Glamorgan.

This has increased our provision of housing related support and enabled us to continue to grow our Community Homecare offer helping more people to continue living independently.

Performance monitoring

Our care performance monitoring framework has been held up as exemplar by Care Inspectorate Wales and we are working with them to support a roll-out based on Hafod’s method. 

Food hygiene

Food safety is vitally important for the health and well-being of our care residents and we are proud to say that all of our 16 care homes achieved 5* food hygiene ratings. 

Performance monitoring

Our care performance monitoring framework has been held up as exemplar by Care Inspectorate Wales and we are working with them to support a roll-out based on Hafod’s method. 

Food hygiene

Food safety is vitally important for the health and well-being of our care residents and we are proud to say that all of our 16 care homes achieved 5* food hygiene ratings. 

National awards

The quality of our care provision was recognised at this year’s National Care Awards. We received gold for Independent Sector Nurse of the Year, one of our care managers won silver in the Registered Manager of the Year and one of our chefs won bronze in the Chef of the Year category.

Our support services helped to secure a highly commended award for one of our customers in Cymorth Cymru’s Promoting Independence Awards, in the Personal Achievement category.

National awards

The quality of our care provision was recognised at this year’s National Care Awards. We received gold for Independent Sector Nurse of the Year, one of our care managers won silver in the Registered Manager of the Year and one of our chefs won bronze in the Chef of the Year category.

Our support services helped to secure a highly commended award for one of our customers in Cymorth Cymru’s Promoting Independence Awards, in the Personal Achievement category.

Supporting people

Working with our key partners, we continued to deliver over 50 support projects.

We helped 400 homeless families into temporary accommodation and provided homes and support to 21 Syrian refugee families. 

We launched our new Croeso Pawb service in partnership with the Vale of Glamorgan Council. This provides free housing related advice to anyone aged over 55 living in the county. Other successes include winning contracts to provide pre-tenancy support for two extra care schemes in Bridgend, older peoples floating support in the Vale and supporting over 30 families through our Vale Vulnerable Families project. 

Financial performance

This year has seen us strengthen our financial performance and exceed our operational targets by over £1m. This has provided additional capacity to invest in our homes, services and communities. Despite the challenging operating environment, our care business has become more financially resilient, increasing its operating results by 20%, thus, providing a strong platform for future investment. We have also redesigned our procurement activity which will enable us to drive future financial performance creating value for money in everything we do.

Financial health check

We have exceeded or met our targets across a range of key financial indicators.

Financial health check

We have exceeded or met our targets across a range of key financial indicators.

Our 50th anniversary

To mark our 50th anniversary, we invited colleagues from across the business to attend a series of celebration events, focused on Hafod’s past, present and future. Organised by staff, these were our first ever group-wide events and were attended by over 560 colleagues from over 30 locations. Feedback was very positive with people feeling more connected to the business and having a better understanding of the services we provide. 

Colleagues submitted over 300 questions at the events and we have been working hard to address these and implement improvement and changes where possible.

Community celebrations

We invited our customers to join in the celebrations and were thrilled to see 17 events being held across seven counties.

These included everything from garden parties and carnivals to sing-alongs with Elvis and 1960’s-themed tea dances. 

 

 

 

Community celebrations

We invited our customers to join in the celebrations and were thrilled to see 17 events being held across seven counties.

These included everything from garden parties and carnivals to sing-alongs with Elvis and 1960’s-themed tea dances. 

 

Neighbours for 42 years!

We also discovered our longest-standing neighbours. They moved into our first ever housing development on the same day in 1976 and have lived happily next door to each other ever since.

Neighbours for 42 years!

We also discovered our longest-standing neighbours. They moved into our first ever housing development on the same day in 1976 and have lived happily next door to each other ever since.

Supporting great causes

In 2017/18 our charity of the year was Alzheimer’s Society Cymru and in April 2018 Hafod wrote a cheque for £5,155.37 which included a match funded donation of £2k.

In April 2018 we elected to support City Hospice and so far staff have raised over £3,133 for this worthy cause. Hafod has raised the match funding limit to £5k this year, so we’re hoping to write a bigger cheque in 2019!

Supporting great causes

In 2017/18 our charity of the year was Alzheimer’s Society Cymru and in April 2018 Hafod wrote a cheque for £5,155.37 which included a match funded donation of £2k.

In April 2018 we elected to support City Hospice and so far staff have raised over £3,133 for this worthy cause. Hafod has raised the match funding limit to £5k this year, so we’re hoping to write a bigger cheque in 2019!

Looking forward 

2019 marks another significant year for us. We will launch our new five year strategic plan which will drive the integration of our housing, support and care services. This will ensure we continue to make lives better for our customers and communities while also attracting and retaining the best colleagues. 

Our key priorities for 2019 are:

Launch of our new Customer Charter

Roll-out and evaluation of our neighbourhood model 

A wholescale review of colleague terms and conditions

Implementation of our new five-year strategic plan