Council's Annual Report 2024-2025

Introduction to Our Annual Report

Introduction

Carmarthenshire County Council (CCC) is a large, complex organisation with a workforce of approximately 8,400 employees and a budget of over £900 million (revenue and capital). Due to continual financial pressure on public services year on year for over a decade, we continue to face unprecedented pressure in the delivery of services to the approximately 188,000 people who call Carmarthenshire home. In doing this, we strive to make progress against our four well-being objectives.  

The purpose of this annual report is to provide an overview of the progress we’ve made during 2024/25 against these well-being objectives, which are:  

1. Enabling our children and young people to have the best possible start in life. (Start Well) 
2. Enabling our residents to live and age well. (Live and Age Well)
3. Enabling our communities and environment to be healthy, safe, and prosperous. (Prosperous Communities) 
4. To further modernise and develop as a resilient and efficient Council. (Our Council) 

These objectives are designed to address the most pressing challenges for the County, whilst maximising our contribution to the seven national well-being goals. Each objective has a set of outcomes which support us to measure our progress and guide our activity as an organisation. These will be referred to throughout this report and our Corporate Strategy for 2022-2027 provides a detailed overview. They were developed in 2022/23 following an extensive needs assessment and period of consultation.

The primary purpose of this report is to provide residents, service users, and key stakeholders with a good understanding of how we’ve been performing. It also satisfies the statutory duty placed on us through the Local Government and Elections Act (Wales) 2021, the Well-being of Future Generations Act 2015, and the Social Partnership Duty as noted in the Social Partnership and Public Procurement (Wales) Act 2023.  

 

Measuring Progress and Self-Assessment

Our well-being objectives are firmly rooted in a principle which promotes a focus on all public bodies working together to progress outcomes that improve the quality of life of residents and communities, both now and in the future.  

To effectively measure our progress against achieving our objectives, we look at a range of data and evidence. This includes the findings of our self-assessment and of regulatory reports to build as comprehensive a picture as possible of our progress – both in terms of trends over time and in relation to how we compare with other local authorities in Wales.  

For us to do this effectively, we have developed a data suite of indicators and measures. When considered together, these cover a wide range of different sources and allow us to reflect on the evidence available to us in the round. The range of data covers the following and will be referred to throughout this report. It can be viewed in full in Appendix 5:

• Population Indicators: Mainly include publicly available data that has been identified to develop an understanding of trends and Carmarthenshire’s position relative to the other local authorities in Wales. Sources include (but are not limited to): Annual Population Survey, Public Health Wales, Welsh Government and the Department for Work and Pensions.
• Performance Measures: Inclusive of statutory returns, internal Council measures, and primary intelligence in the form of consultation findings that we utilise to measure and monitor performance on a regular basis. These are the direct responsibility of the Council.

Our well-being objectives also frame our approach to self-assessment. This approach provides the context within which we exercise our functions, use resources, and ensure governance is effective. In addition:

• it ensures that our self-assessment is strategic, focussing on the organisation rather than individual services, and on the extent to which the Council is achieving its well-being objectives and intended outcomes.
• it allows us to reflect at a strategic level on how all our functions are contributing to the achievement of our well-being objectives, how we are operating, and what action we need to take to improve further and continue to provide effective services now and for the long-term.
• it uses our well-being objectives as the overarching framework encourages a more holistic view of Council performance, recognising that many services ‘join-up’ and contribute to one or more well-being objective.
• we continue to manage individual service performance via Divisional Business Plans. This forms an important part of the Council’s approach to performance management as detailed in our Performance Management Framework, which is based on a Plan/Do/Review cycle.

 

Key Principles

Core Values and Behaviours

The Council’s vision underpins everything that we do as an organisation: 

‘Developing Carmarthenshire Together: One Council, One Vision, One Voice.’

When considered together, the vision and our core values and behaviours help us to make the right decision; and shape how we work together to deliver services and do the best job that we can.

Our six core values form the overarching principles that frame our twenty behaviours. These behaviours describe the individual actions and approaches for how we work and treat others. Our values are as follows but can be viewed in full along with our behaviours here:

• Working as one team;
• Focus on customers;
• Listen to improve;
• Strive for excellence; 
• Act with integrity;
• Take personal responsibility. 

 

Governance

As a Council, we are responsible for ensuring that our business is conducted in accordance with the law and proper standards. We must also ensure that public money is safeguarded, properly accounted for, used economically, efficiently, and effectively, and to secure continuous improvement in this regard. 
We are responsible for putting in place proper arrangements for the Governance of our affairs and facilitating the effective exercise of our functions, including having appropriate arrangements for the management of risk. 
The Council sees Corporate Governance as “doing the right things, in the right way, for the right people in a timely, inclusive, open, honest, and accountable manner.” The Governance Framework comprises the systems, processes, cultures, and values by which we are directed and controlled, and also the way it accounts to, engages with, and leads the Community. It enables us to monitor the achievement of our strategic objectives, and to consider whether those objectives have led to the delivery of appropriate, cost-effective services.
Our Annual Governance Statement as included in our Statement of Accounts details how we have complied with the various elements of our Governance Framework. 

 

Equality and Diversity

The Council is committed to ensuring that we are fair and equitable to all in everything that we do. Our Strategic Equality Plan sets out the principles of our commitment to equality and diversity. It outlines how we intend to fulfil our responsibilities as an employer, a service provider, and as a community leader.

As a public body we need to ensure that everybody has equal access to our services and is treated fairly. The fundamental principles of human rights also need to be at the core of service delivery. We are required to focus on achieving measurable equality outcomes through specific improvements in policies, and the way our services and functions are delivered.

We are committed to treating our staff, and the people of Carmarthenshire, fairly. We will make sure that we do not discriminate against people because of their age, disability, ethnic origin, nationality, religion, belief or non-belief, social class, gender, sexual orientation, gender reassignment, marital or civil partnership status, responsibility for dependents, or for any other unfair reason.

We are committed to ensuring the delivery of excellent public services to everyone living, working, studying, and visiting Carmarthenshire. This is underpinned by our four equality objectives for 2024-2028:

• Being an employer of choice;
• Enabling our residents to live and age well;
• Embedding Community Cohesion in our organisation and our community; and
• Protecting and strengthening equality and human rights. 

 

The Council

At the local elections in 2022, Carmarthenshire’s residents returned 75 county councillors representing our 51 wards. The Council’s Cabinet consists of 10 Councillors, which includes the Council’s Leader. They have responsibility for ensuring progress against our well-being objectives. Each Cabinet member has a portfolio for which they’re responsible.

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Well-being Objective 1 - Enabling our children and young people to have the best possible Start in Life (Start Well)

Overview of Progress

The Council believes that every child deserves the best start in life regardless of their background. Ensuring that children have a strong early foundation sets them on a path which limits the effects of inequality across health and well-being outcomes, educational achievement, and economic status. For the Council, this is rooted in providing the right support to children and families when and where they need it, focussing on prevention and early intervention, providing access to enriching health and wellbeing initiatives, and an education system which supports children to be the best that they can be. 

Over the last year, the Council has continued its efforts to address some significant challenges. Whilst the level of children in poverty has decreased in the County, it is thought that around 30% are still living in poverty. This is not an issue exclusive to Carmarthenshire, and we are committed to doing everything we can to alleviate the effects of poverty for our residents as noted under well-being objective 2. Nutritious free school meals provision remains a priority with 25,000 meals provided every day in Carmarthenshire’s schools. This provision also plays an important role in ensuring that children maintain a healthy and balanced diet. In time, this should contribute positively to the level of childhood obesity in the County, which currently sits at 30% for 4 to 5-year-olds. The raft of sport and leisure initiatives, such as ‘Actif Anywhere for Schools’ and the ‘Splash Phase’ swimming programme, have significantly increased physical activity engagement among children. Particularly with those from disadvantaged backgrounds.

Children and Families Services are under pressure because of high demand particularly due to the complexity of that demand and workforce shortages. In recognition of this, the Council has made significant investments, including a transformation programme with a focus on long-term sustainability for the service. Carmarthenshire continues to have the lowest number of children looked after compared to other Local Authorities in Wales, and there were slightly less children in foster placements at the end of year compared with the previous year. However, there continues to be a shortage of foster carers both locally and nationally which impacts placement stability. The Council is proactively addressing this through targeted recruitment campaigns. Good progress has been made within Children’s Homes, and we have committed to ensuring that all residential care is provided within the County by 2026. Early intervention and preventative services continue to provide high quality support that achieves good outcomes for families, despite the challenges around rising demand and complexity of need.

The childcare offer across the County has increased, and phase 2 of the Flying Start Childcare expansion has been fully rolled out. Phase 3 will be rolled out during 2025/26.

Despite facing funding challenges and the ongoing effects of the pandemic, good progress has been made within Education. Additional Learning Needs (ALN) reforms have been rolled out, broadening specialist support with a positive Estyn inspection follow-up demonstrating the progress achieved. Furthermore, school infrastructure has seen developments through the Modernising Education Programme, including new facilities for Welsh-medium provision and ALN education. Curriculum development in line with the Curriculum for Wales has also remained a priority, promoting inclusive, community-rooted learning with an emphasis on literacy, numeracy, and digital skills. 
School attendance remains a concern, with the County reporting the lowest attendance levels in Wales. The County also has a comparably higher level of Electively Home Educated learners who require tailored support. We are proactively addressing these challenges through targeted marketing and support.

 

 

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Well-being Objective 2 – Enabling our residents to live and age well (Live and Age Well) 

Overview of Progress

Carmarthenshire’s demographic pattern is changing positively. People are living longer due to advancements in healthcare and general improvements in living standards. With that in mind, the Council is committed to supporting residents to live and age well. 

Whilst gross weekly income continues to improve, approximately 30% of households are thought to be living in poverty, and the rising cost of living continues to be a concern for many of our residents. In response, the work of the Tackling Poverty Advisory Group continues at pace with our Tackling Poverty Plan guiding activity. Significant efforts have been made to ensure that residents are able to access the support they are entitled to through our Hwbs and the Hwb Fach y Wlad service.

Increasing the availability of good quality, affordable homes, as well as sustaining continued investment in existing homes, is a priority for the Council. Access to fit for purpose housing promotes health and well-being and forms the foundation of improved living standards. A focus on acquiring private sector properties, repurposing empty homes, and developing new housing has seen 361 additional homes added to stock over the last year. Efforts to decarbonise existing housing stock has advanced well, which reduces carbon emissions and fuel poverty. 

Healthy life expectancy in the County has seen a decrease for both males (59.2 years) and females (57.9 years). This will result in increased demand for services in the future. In recognition of this, we continue with our efforts in terms of early intervention and prevention, which has seen a significant reduction in hospital admissions, improved health outcomes, and shorter hospital stays. This enables individuals to return home sooner with the right support in place. A key priority is reducing reliance on residential care, with a strong focus on expanding supported living options that promote independence. 

A wealth of health and well-being initiatives are available to our residents, focussing on increasing accessibility and ensuring that our offer meets the varied needs of service users. Health and well-being initiatives continue to be delivered in innovative ways to ensure that everyone can access preventative initiatives. The number of Carmarthenshire residents with two or more healthy lifestyle behaviours continues on an upward trajectory. These behaviours significantly reduce the risk of chronic diseases like heart disease, diabetes, and certain cancers, and increase life expectancy for individuals; in turn, this should reduce demand on our health and social care systems.

In recognition that mental health is an increasing concern and priority for all of us, the mental health well-being service provides vital early intervention and prevention support. Mental health support is also considered through sport and well-being initiatives, given the vital role that being active plays in maintaining and improving mental health. 

 

 

 

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Well-being Objective 3 – Enabling our communities and environment to be healthy, safe, and prosperous (Prosperous Communities)

Overview of Progress

A stable, well-functioning economy forms the basis for growth, prosperous communities, and improved living standards, where all can take advantage of opportunity. Varied and secure employment opportunities, thriving town centres and businesses, and a skilled labour market are key to securing a healthy economy; and we are committed to driving this forward through a range of interventions. Carmarthenshire’s economy has recovered well over recent years, but it is not immune to outward pressures and challenges. Disposable household income remains below national averages and economic inactivity rates remain above average. 

A significant amount of inward investment and external funding has been secured to support community projects, businesses, job creation, and town centre regeneration. Several strategic projects and public realm projects are either underway or have been completed which will enhance town centres and surrounding areas for the benefit of local communities. Work at Pentre Awel continues at pace with benefits for surrounding areas already being realised through communities. 

Our two employability programmes have continued to support those furthest away from the labour market to access employment, volunteering opportunities, or undertake training. These opportunities are designed to increase confidence and arm people with the skills to access employment which will improve their prospects. 

In recognition that the County’s businesses are the very foundation of our economy, work continues to offer support through a range of interventions, with a focus on improving access to commercial space, providing networking opportunities, signposting to available funding opportunities, and supporting businesses to take advantage of local supply chains through procurement opportunities. 

Carmarthenshire’s natural environment is one of its greatest assets. The Council declared its commitment to addressing the climate and nature emergencies and will continue working towards becoming a Net Zero Carbon Local Authority by 2030, addressing the issues that are driving a decline in our biodiversity and support nature recovery. We have seen a 37% decrease in the carbon emissions targeted within the Net Zero Plan. Three significant strategies have been developed to support biodiversity. We have also implemented several interventions to mitigate the effects of flooding. 
We have seen good progress within Waste Services, with a continued increase in reuse and recycling tonnage performance, a reduction in waste sent to landfill, and a reduction in waste per person not recycled. This is substantiated by the Waste Service receiving the highest satisfaction levels within the residents’ survey for 2024.

Our County is a strategic stronghold for the Welsh language, with almost 40% of residents being Welsh speakers. Our Welsh speaking communities are resilient, but there has been a decline in the number of Welsh speakers over recent years. The Council has led on the development of action plans to support making Welsh the norm in areas like encouraging use with pre-school age children, increasing the proportion of families who successfully transmit the language at home and increasing the number of residents who learn Welsh. 

Crime levels in Carmarthenshire are comparably low. Most residents agree that they feel safe in their community, but there is some disparity across the County. Effective partnership working has continued over the year, with a focus on community cohesion and targeted community work.

The Council maintains a vast highway network of over 3,500km across semi-urban and rural areas. Reductions in funding, supply chain pressures, rising public expectation, and deteriorating highways creates a pressured operating environment for the service. This is substantiated by the Highways and Transport service area receiving the lowest satisfaction levels within the Residents Survey for 2024. Consequently, we prioritise maintaining the network, especially during Winter months, to ensure uninterrupted access to essential services that safeguards strategic connectivity. Further work has been completed around major strategic challenges such as the national 20mph campaign, development of regional transport planning, and net zero aspirations. 
The number of people killed or seriously injured on our roads continues an upward trajectory and the Council is committed to doing everything it can to make our roads safer through partnership working, raising awareness, and education and training opportunities to improve road users’ skills and behaviours. 

The sport, leisure, and tourism offer within the County continues to perform well with overnight and day visitors contributing £683m to the local economy, supporting 6,649 full time jobs. These sectors are strategically important for the County and take advantage of our natural landscape and strong cultural and heritage offer. More importantly, they support and promote our residents and visitors to lead active, healthy, and enriched lives.

 

 

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Well-being Objective 4 – Our Council: To further modernise and develop as a resilient and efficient Council

Overview of Progress

Over the past year, the Council has made substantial progress in modernising its operations and enhancing resilience and efficiency:

• The Transformation Programme has delivered significant cost savings, including over £200,000 from fleet reviews and £2.5 million through improved debt recovery. 
• Hybrid working has been successfully embedded, with the sale of Parc Dewi Sant and the use of workspace management tools supporting property rationalisation.
• Technological investments have streamlined operations, with automation and robotics reducing manual workloads and saving over £61,000 through hybrid mail alone.
• In relation to People Management, a new Recruitment and Retention Strategy is in development, and the Council was recognised as ‘Employer of the Year’ for its support of Welsh language learning.
• Staff engagement remains strong, with improved survey scores indicating pride and advocacy for the Council as an employer.
• The first year of our Digital Strategy has delivered transformative change across the organisation. We’ve enhanced infrastructure, empowered our workforce, improved service delivery, and embedded cybersecurity at the core of our operations. With strong foundations in place, we are well-positioned to continue delivering smarter, safer, and more connected public services in the years ahead.
• We have also advanced its data-driven decision-making capabilities and invested in digital skills development. 

How are we Doing?

We place significant emphasis on the importance of the views of our residents. The primary way of measuring progress against this objective is through our annual residents’ survey. 

Of the nine statements posed in relation to the Council and its performance, respondents agreed or strongly agreed with five (56%) of them. This is consistent with trends seen for the previous year.

Whilst this is the case, there has been improvement this year, with four statements seeing declines in scores, compared to eight statements last year. Two statements have remained the same and three show improved results.

• Most people like living in Carmarthenshire. This has been the highest scoring statement for the last three years.
• Responses were mixed regarding the degree that residents feel that the Council lets them know how it’s performing. The largest proportion selected ‘neither’, which is consistent with trends seen last year.
• Views were mixed regarding ‘the Council provides opportunities for residents to participate in decision-making.’ There is a desire among respondents for decision-making that is more responsive, transparent, and tailored to the needs of individual communities.
• The Council’s communication process is mostly effective in allowing residents to access up-to-date information about our services, and most agree that they find contacting the Council simple and easy. However, there are some issues with direct contact processes such as occasions when residents utilise the main switchboard, email to connect with officers, or wish to speak directly with officers within individual departments. These findings are consistent with the previous year.
• Overall, respondents believe that the Council does not make good use of the financial resources available to us and that investment is not focussed on the right areas.
• The cost-of-living crisis remains a significant challenge for residents and their families. Rising costs continue to place significant pressure on Carmarthenshire’s residents.
• Whilst many respondents agree that their general health and well-being is good, access to fit for purpose Health and Social Care services remains a real concern and challenge for residents.
• A lack of fit for purpose public transport options and good transportation links are a barrier for many. Potholes and general road safety were highlighted as issues.
• Waste services received the highest satisfaction levels with 59% of respondents expressing satisfaction. However, comments were still received in relation to litter, fly tipping, and the general unkempt feel of some areas of the County. These comments are especially relevant to the town centres.
• Although the majority (46%) agree that their local environment is pleasant and well looked after, there is a high proportion which disagree.
• Carmarthenshire has a relatively low crime rate in comparison to other counties in Wales, with 67% of respondents agreeing that they feel safe in their communities.
• Whilst there has been a shift from overall strong agreement to agreement, it remains important to residents that local people are supported to buy homes locally. This translates to overall agreement from 75% of respondents.
• A significant proportion of respondents indicated ‘neither’ when asked whether they feel local people are well supported to take advantage of local opportunities.
• Most respondents (63%) agree that it is important to promote and protect the Welsh language. However, some residents expressed opposing views with sentiments relating to the amount of resource utilised on this priority when resources are depleting.
• Although the score has declined slightly year on year, it is still important to residents that consideration is given to supporting people’s mental health and well-being.
• The largest proportion of respondents (42%) indicated ‘neither’ when asked whether the climate emergency is being addressed locally. This is a consistent trend with the previous year.
• Except for those that answered ‘neither’ or ‘don’t know’, disagreement levels were higher (33%) than agreement levels (14%) for the degree to which businesses are supported within the local area.
• 21% of respondents expressed dissatisfaction with employment support services.
• Overall, there is agreement from respondents (44%) that local schools provide children and young people with a good education. 

 

Progress Against Outcomes

Outcome: To further modernise and develop the Council’s ways of working.

Transformation

Over the past year, our Transformation Programme has focused on accelerating its modernisation efforts to ensure the provision of high-quality, cost-effective services.

A key achievement has been the identification and implementation of cost savings through smarter financial management. For example, a review of our vehicle fleet has already realised over £200,000 in cost savings and is now being extended to other areas. Additionally, efforts in debt recovery have yielded £2,523,468 in additional revenue, highlighting the success of the Council's commercial approach to service delivery.

We have also made progress with regards to the rationalisation of Council assets, successfully releasing the Parc Dewi Sant site for sale and reallocating staff to other buildings. This step, along with the use of workspace management software, supports informed decision-making on property consolidation and allows for smarter working approaches.

Investments in technology have further modernised Council operations. Automation of paper-based processes has led to significant savings, with hybrid mail services alone delivering over £61,884 in cost reductions for the year. Moreover, the deployment of robotics technology (RPA) has optimised back-office functions, freeing staff to focus on more value-added tasks. Examples of RPA implementations include Create New Post, which has freed up HR staff time to support managers with more complex issues, and the Apply for School Essentials Grant (SEG) process.  Implementing RPA for SEG has involved automating parental/guardian eligibility checks, which has not only freed up significant staff time in Education but has also given the added benefit that parents/guardians are informed that they are eligible within 48 hours of application, rather than in some cases, waiting for a week or more.

We have completed a successful pilot scheme within our Residential Care Services to reduce the use of the agency workforce in favour of using in-house resources. The aim of the pilot was to provide a more cost-effective service whilst also increasing residents’ satisfaction through the consistency of having familiar CCC staff providing their care. This has realised a 79% reduction in hours that would have otherwise been fulfilled by agency provision.

 

Outcome: Support the development of the Council as a modern, diverse, inclusive, and responsive organisation and be an ‘Employer of Choice’.

Apprenticeships

Apprenticeships are seen as fundamental to the development of our future workforce. As a Council, we offer a range of opportunities for new starters, as well as current staff looking to upskill. Since 2022, 21 people on apprenticeship contracts completed their studies with 13 of those still employed. 
We also support placements in partnership with the Cyfle scheme to provide learners with the range of experiences they need to achieve their qualification. This has been an effective route for many of our staff. In addition, there are currently 83 members of staff who are undertaking apprenticeship qualifications to upskill – ranging from Level 2 (equivalent to GCSE) up to a degree.

 

Improving Recruitment and Retention

A new Recruitment and Retention Strategy is currently under development, which will set out our objectives and describe how we will address our resourcing challenges. This aligns with our ‘Workforce Strategy’ and ‘Transformation strategy’, reflecting our corporate commitment to equalities and diversity, whilst ensuring safe recruitment practices are in place. It also aligns with our Cabinet vision statement, specifically:

• Work to position our recruitment competitively and work towards continuously improving recruitment levels across the organisation. Seeking to understand the steps needed to become the employer of choice in West Wales.
• Work to market Carmarthenshire County Council as an attractive employer for apprentices, school leavers and graduates. Focussing on reducing the migration of young people out of Carmarthenshire and from rural areas.
• To work with relevant groups to promote the council as an employer across all communities including within the Black, Asian and Minority Ethnic community.

To March 2025, 91 (1.08%) of Council employees are from minority ethnic communities compared to 78 (0.94%) at the end of March 2024.

 

Developing Welsh Language Skills

The Council was awarded ‘Employer of the Year’ by Learn Welsh Ceredigion-Powys-Carmarthenshire, from Aberystwyth University. This was in recognition of its commitment to supporting staff to learn and use Welsh in the workplace. This reflects the Council’s commitment to nurturing a bilingual workforce and creating a supportive environment where the Welsh language can flourish. Staff can attend Welsh courses during working hours and courses are funded corporately.

 

Attendance

There has been a slight increase in the average sickness absence of Council employees during 2024/25, increasing from 11.1 days to 11.5 days. This is well above the pre-pandemic levels of around 10 days. 

 

Outcome: Listen to our staff through regular staff engagement and empower them to improve their own service areas.

We received over 1,600 responses to our staff survey during 2024/25. The results and comments were analysed, with findings discussed at corporate and departmental levels with agreed local actions to address some of the areas requiring improvement. 

 

Outcome: Ensure local and regional partnership working is efficient and effective and adds value to the work of the Council.

Carmarthenshire Public Services Board

Over the last year, Carmarthenshire Public Services Board (PSB) has progressed key actions from the Well-being Plan.

One example is the development of the Carmarthenshire Food Strategy, which has involved consultation with over 450 local, regional, and national stakeholders. Focus groups, workshops, surveys, and one-to-one interviews with people, businesses, and organisations have supported the academic research into the local food system required to develop the strategy. The PSB’s input and involvement has been crucial in identifying the most suitable and impactful areas for intervention, leading to the definition and prioritisation of strategic objectives and targets.

We continue to work closely with the Regional Partnership Board (RPB) to build stronger links between both areas. 

 

PARTNERIAETH

PARTNERIAETH was established to support schools in partnership with Swansea and Pembrokeshire councils, following the abolition of Education through Regional Working (ERW) service. A new Joint Committee was established, and a Legal Agreement was developed to manage the work of the new entity. Core staff have been restructured to create a team of officers to support and complement school improvement activities in the three counties.
In the past year, the Legal Agreement has been replaced with a new Collaboration Agreement. Effective from the 1st of April 2025, it is there to maintain a proportionate level of governance to maintain collective responsibility and effective partnership working.
Work continues to strengthen governance, monitoring, and holding PARTNERIAETH to account for its contribution to school improvement in the region. The priorities going forward are:

• Priority 1: Support all schools and educational settings to design and deliver their own high quality equitable curriculum.
• Priority 2: Embed principles and processes which underpin educational equity in all schools and educational settings.
• Priority 3: Support schools and educational settings to develop a range of research and 
  enquiry skills as a key part of their professional learning.
• Priority 4: Provide career pathways for leaders, practitioners, and support staff at all levels of the system.

 

Swansea Bay City Deal

The Swansea Bay City Deal is an unprecedented investment of up to £1.3 billion by 2033, creating 9,000 jobs across a portfolio of nine headline projects and programmes throughout the counties of Swansea, Carmarthenshire, Neath Port Talbot, and Pembrokeshire. The portfolio is in full delivery, aligned to three themes of economic acceleration, energy and smart manufacturing, and life science and well-being. The Deal will provide opportunities for many existing and new regional businesses, as well as residents across the region.

 

South West Wales Corporate Joint Committee (CJC)

The South West Wales Corporate Joint Committee (CJC) has been established as a regional corporate body by Welsh Ministers. Membership consists of the executive leaders of Carmarthenshire, Neath Port Talbot, Pembrokeshire, and Swansea councils, along with a member of the Bannau Brycheiniog National Park Authority and Pembrokeshire Coast National Park Authority. The CJC published its Corporate Plan for 2023-2028, which recognises its functions and responsibilities within South West Wales. This is in terms of economic well-being, energy, transport, and strategic planning, conveying the progress made to date, and to set out future ambitions. To this end, the Corporate Plan includes a Vision for South West Wales 2035, as well as three well-being objectives, and an equality objective.

 

Economic Development

Local partnership working continues in our primary town centres of Ammanford, Carmarthen, and Llanelli. This is done through the various town centre task forces, and town forums, where all stakeholders come together to discuss town centre issues, developments, and activities to deliver each town’s Economic Development Recovery Plans.

Regional partnerships are ongoing through the Corporate Joint Committee, and its support structures. Most notably the Private Sector Advisory Board. The four Local Authorities are currently carrying out a review of the Regional Economic Development Plan, which sets out the regional strategic direction for economic development and will be the basis for economic activity for the next five years.

 

Outcome: Increased public engagement through engagement, participation, and consultation.

Involvement Strategy

During 2024/25, we have developed and approved an Involvement Strategy for 2025-27, which emphasises the importance of engaging our community in the design and delivery of services. The strategy aims to ensure that all residents are aware of their opportunities to contribute to discussions that shape their local environment and services. This commitment is supported by various legislative frameworks aimed at promoting well-being and inclusivity across Wales.

We are committed to engage effectively and this is underpinned by a range of legislation including:

• Well-being of Future Generations (Wales) Act 2015,
• Equality Act 2010,
• Social Services and Well-being (Wales) Act 2015,
• Welsh Language Measure 2011,
• Local Government and Elections (Wales) Act 2021,
• Social Partnership and Procurement (Wales) Act 2023

As part of the Strategy, we will follow best practice and national standards. For example, the Children and Young People’s National Participation Standards and the National Principles for Public Engagement in Wales. We are committed to adopting new and emerging best practice, like with digital engagement platforms and working with our partners on the Public Services Board. As part of the Strategy, we will evaluate the effectiveness of our strategy through the National Principles for Public Engagement Evaluation toolkit. 

 

Leisure – NPS Leisure Survey

2024/25 presented various challenges regarding customer experiences at leisure centres, negatively affected by the continued deterioration of Carmarthen Leisure Centre’s pool tiles, Amman Valley Leisure Centre’s roof leaks, and parking issues and general state of Llanelli Leisure Centre. Naturally, Llanelli only saw essential facility-based investment due to the imminent site closure, but Carmarthen’s pool resurfacing is scheduled to take place in the new financial year, as is the repair to Ammanford’s roof – both totalling around £400,000 investment. Given these sites account for over 76% of the feedback responses received, the overall score was lower than our target at 44%. However, this is a percentage point higher than the score from 2023/24, matches the global benchmark score, and is 4% higher than the UK benchmark score at 40%.
The high scores of rural sites are also a positive, with Llandovery at 87%, Newcastle Emlyn at 80%, and St Clears at 57%. Overwhelmingly, staff and facilities top the table for positive feedback at these sites.
With the repairs planned and opening of Canolfan Pentre Awel in 2025/26, we would expect a rise in outcomes next year.

 

Annual Consultation Activity

In line with our statutory obligation through the Local Government and Elections Act, the Council consulted with residents, businesses, staff, and trade unions on the degree to which we are meeting our performance requirements:

Residents Survey: 2024

We received just under 3,600 responses to our Residents Survey during 2024, this is a 9% decrease on the response rate for the previous year (3,943), although this is still a good return. The findings were analysed and summarised into a report. The main findings are detailed on our website and have been embedded into the 2025/26 business planning process. Service areas were asked to consider these in the creation of actions.

Staff Survey (People Management): 2024 

We received over 1,600 responses to our staff survey during 2024/25, this is an increase on the previous year and equates to approximately 18% of our entire workforce. Following analysis, findings were discussed at corporate and departmental levels, agreeing local actions to address some of the areas requiring improvement.

Business Survey: 2024

We received 110 responses to our Business Survey during 2024, which is consistent with the previous year. We have summarised the analysis and findings into a report that includes comparisons with previous years.

Trade Union Survey: 2024 

Only 1 response received, which is disappointing and a decrease on the previous two years. The limited information received will be summarised and reported.

 

Budget Consultation

In preparing yet another very challenging budget, we invited the public and other interested parties to express their views on a range of matters, including a council tax increase, educational transport, public conveniences, and some cultural and leisure services. These were considered alongside 90 detailed operational proposals, such as building costs, efficient use of vehicles, digital efficiencies, staffing structures, and internal back-office functions.

Over 2,900 people responded to the online consultation, and 61 young people from nine secondary schools attended a face-to-face ‘Insight’ event at County Hall to discuss with Cabinet Members and express their priorities. The event gave pupils the chance to put themselves in the roles of the Council’s Cabinet and discuss their opinions on the budget proposals. It was also an opportunity for Cabinet Members to hear pupils’ views and discuss with them directly about issues that matter to them.

In response to the public consultation, amendments were made to the Council’s budget proposals. For example, not to increase car parking charges increases above inflation, recognising public comments regarding the important contribution its facilities provide in supporting town centre businesses and tourism, as well as the daily impact on residents’ lives.

 

Social Partnership

The Council has well-established information, consultation and negotiation frameworks in place with its recognised Trade Unions. However, the Social Partnership and Public Procurement Act provides opportunity to develop this work further, with the potential for achieving mutual gains through co-operation and collaboration. Throughout the year we have maintained our commitment to working in partnership with the Trade Unions by maintaining established frameworks for regular communication and consultation, but we have also strived to engage on a range of strategic matters affecting the workforce. Full details of these activities can be found within the Social Partnership Annual Report at Appendix 6.

 

Outcome: A more commercial approach to the delivery of Council services with a view to increasing the level of income generated.

Estates and Asset Management

We are actively exploring opportunities to optimise the use of our estate, including rationalisation of underutilised or poor performing assets, and reinvestment in core sites. In support of the Welsh Government’s Town Centre First principle, the Council is committed to prioritising the location and relocation of public service facilities and office buildings within town centres. This strategic approach recognises the critical role town centres play in the environmental, economic, social, and cultural wellbeing of our communities. By embedding civic and commercial functions centrally, we aim to reverse the trend of decentralisation that has historically contributed to reduced footfall and diminished local spend. Our regeneration proposals actively consider town centre spaces for new developments, including leisure, housing, and co-working hubs, to create vibrant, multifunctional destinations. This not only supports the viability of retail and hospitality sectors but also encourages sustainable travel, reduces carbon emissions, and fosters inclusive, walkable neighbourhoods. Through targeted investment and collaborative partnerships, we are working to reinvigorate our town centres as thriving places to live, work, and engage.
We have recently completed rent reviews of our industrial portfolio which generated additional revenue of £193,728 per annum, increasing our income on the portfolio from £1,974,001 to £2,167,729.

 

Outcome: Make better use of digital technology to further transform our services into smarter, efficient service processes and to deliver a better experience for customers.

In July 2024, the Council approved its new Digital Strategy 2024–2027, setting a bold vision for a digitally enabled Carmarthenshire. This Strategy has served as the cornerstone of our efforts to enhance digital capabilities, improve customer service and engagement, and transform the way services are delivered. It aligns with corporate, regional, and national priorities, and digital agendas and places people at the heart of public service design— “designed for people, enabled by technology.”

 

Strategic Foundations and Vision

The Strategy builds on the progress made during the previous four years, particularly in response to the COVID-19 pandemic. It outlines five key priority areas:

• Digital Services
• People and Skills
• Data and Decision Making
• Technology and Innovation
• Digital Communities and Economy

Each area is supported by targeted investments, strategic partnerships, and a commitment to bilingual service delivery, reflecting the cultural importance of the Welsh language in our digital future.

 

Key Deliverables and Progress in 2024/25

Cloud Technologies and Legacy System Migration

We focused on migrating legacy business critical systems to modern, cloud-managed platforms to improve service delivery, efficiency, resilience, and business continuity. Key projects included:

• Agresso Financial Management System
• iWorld Revenues and Benefits System
• OLM CareFirst Social Care System
• Civica CX Housing Services System 

These migrations are critical to improving resident facing service delivery, operational efficiency, and decommissioning our on-premises environment and streamlining our data centre footprint.

 

System Replacements and Service Improvements

We replaced outdated systems with modern cloud solutions, enabling 24/7 service delivery for residents:

• Arcus Land Charges System and Portal
• ALLOY Waste Management System
• Total Connect Housing Repairs System
• ThinQi Learning Management System
• Oleeo Recruitment System and Portal

These systems have improved customer experience, operational efficiency, and integration across departments.

 

Innovation, AI, and Automation

We embraced emerging technologies to modernise services:

• Microsoft 365 Copilot (AI personal assistant) – Piloted with 240 staff; wider rollout being planned. 
• Magic Notes AI – Piloted for Social Workers, saving up to seven hours per week in notetaking per person.
• Robotic Process Automation Implementations – Automated HR tasks, Free School Meals, and Pupil Development Grant Access Grants – over 3,000 applications processed with same-day decisions.

We also began shaping a comprehensive and forward-looking AI and Data Strategy that aligns with our digital and corporate ambitions. This will provide a structured, ethical, and forward-looking framework to harness emerging technologies in ways that directly benefit residents, staff, and the wider community.

 

Cybersecurity: A Strategic Priority

Cyber resilience was a central focus this year. We strengthened our defences and further embedded a culture of vigilance:

• We onboarded our organisation to the all-Wales Cymru Security Operations Centre, providing 24/7 cyber threat intelligence and incident response. Collaborating with the Welsh Government, it supports 21 public sector bodies in Wales and aligns with the UK Government’s “Defend as One” strategy and the Welsh Government’s Cyber Action Plan.
• Phishing Simulations – Conducted across our workforce; results informed training and awareness raising.
• Cyber Action Plan – Included permission reviews, policy updates, and cyber playbooks.
• Incident Response Exercises – Participated in national simulations (Ty Coch, Celyn Coch).
• Audit Wales Cyber Review – Completed; recommendations pending.
• ThinQi Cyber Training – Launched and made mandatory for all office-based staff.

These efforts have significantly improved our preparedness and resilience against evolving threats. However, we must continue to invest in this area to counter the growing cyber threat. 

 

People and Digital Skills

We invested in workforce development to build a digitally confident organisation:

• Digital Skills Audit – 1,092 responses; informed targeted training.
• ThinQi LMS – Launched with modules in Cyber Security, Data Protection, and AI.
• Digital Mentors – Network established to support staff.
• Workforce Planning – Succession plans developed. 

We also hosted seminars, engaged with colleges, and recruited apprentices and graduates to future-proof our workforce.

 

Data and Decision Making

We embedded a data-centric culture to support evidence-based decision-making:

• Power BI Adoption – over 80 trained users delivering actionable insights.
• Safeguarding LINC Project – Pioneering data-sharing initiative with police and health services.
• Digital Maturity Assessments – Conducted across departments to guide transformation.
• SharePoint Management – 38TB of data managed, retention policies and digital preservation initiatives underway.

 

Technology and Infrastructure

We continued to modernise our infrastructure through cloud migrations, a Device Replacement Programme, a Voice Technology Review, and supporting digital needs of office moves and closures.

 

Digital Communities and Economy

We supported connectivity and inclusion across the County:

• Pembrey Country Park Fibre Upgrade – £201,000 investment via City Deal.
• Smart Towns IoT Network – over 60 gateways deployed, pilots in waste and safety monitoring.
• Dark Fibre Project – £3.5M investment to connect 33 public sector sites by 2026.
• Regional Infrastructure Investment – £26.7M over the past three years in connectivity projects.

We also supported strategic developments like Pentre Awel, Carmarthen HWB, and Llanelli Town Centre, ensuring digital readiness.

 

Complaints

The number of complaints received during 2024/25 reduced slightly to just under 1,700 compared to almost 2,000 the previous year. Just over 61% of these complaints were dealt with on time. Due to the nature of complaints becoming more complex and the communication from complainants becoming more detailed, meeting the statutory response timescales is increasingly challenging.

 

Outcome: Embrace and promote agile working, hybrid meetings and new ways of working across the organisation, by being more sustainable and creative to improve Council services.

Transformation

We have successfully transitioned to new ways of working supported by the rationalisation of our assets, which allow staff to work smarter, ensuring continuity and productivity. The release of the Parc Dewi Sant site for sale and the relocation of staff to other Council buildings effectively demonstrated this approach. The use of workspace management software has further enabled evidence-based decisions regarding property portfolio rationalisation, ensuring optimal use of resources.

Our move towards process automation, such as hybrid mail and robotics technology, has significantly improved operational efficiency. For example, the implementation of hybrid mail has led to over £61,884 in cost savings during the year, whilst robotic process automation (RPA) in debt recovery has freed staff to focus on high-value tasks, resulting in the collection of £2,523,468 in additional debt.

We have also focused on training and equipping managers with the necessary skills for a commercial and modern approach to service delivery. Training sessions held for over 50 managers in March 2025 are part of this initiative, fostering a business-like mindset across the organisation.

 

Digital

Over the past year, we have taken decisive and measurable steps to embrace and promote agile working, hybrid meetings, and new ways of working across the organisation. These efforts have been underpinned by a clear commitment to sustainability, creativity, and service improvement, as articulated in our Digital, Workforce, and Transformation Strategies. 

We’ve implemented a range of digital tools and infrastructure to support this. For example, the Council introduced workspace management software to enable flexible desk booking and evidence-based decisions on property rationalisation. This supported the release of the Parc Dewi Sant site and the relocation of staff to other Council buildings, demonstrating a practical application of hybrid working principles. Hybrid meetings have become the norm, supported by Microsoft Teams and enhanced SharePoint structures. 

One of the most transformative initiatives was the pilot of Microsoft CoPilot, an AI-powered assistant rolled out to 240 users. The Copilot Business Case demonstrated how CoPilot helped staff automate routine tasks, freeing up time for more complex responsibilities. We’ve identified numerous real-world use cases where productivity gains were achieved without compromising job roles. The pilot’s success led to a proposal for scaling the tool across the organisation.

A key enabler of this transformation has been our commitment to maintaining a robust and modern end user device estate. Excluding schools, we fully support and manage approximately 3,500 laptops, 450 tablets, 2,500 smartphones, and 300 desktops for our corporate departments and services – all of which are configured to enable mobile, agile, and flexible working. This estate ensures that staff can securely access systems and collaborate effectively from any location, whether in the office, at home, or in the community. The predominance of laptops and smartphones reflects our strategic shift toward mobility and digital-first service delivery, whilst desktops remain in use where fixed workstations are still appropriate.

 

Outcome: Deliver organisational change that supports key Net Zero Carbon targets.

Property Design

• New Housing developments have been designed to reduce the carbon used in both operation and in construction. All properties are designed to meet an SAP rating of 92+. Designed and constructed to Passivhaus principles, Wauniago was handed over in November 2024.
• Ysgol Pen-bre/ Pembrey School was completed in October 2024. The school is a Passivhaus school, making it extremely energy efficient due to high levels of insulation and air tightness.
• Assisted in the delivery of a decarbonisation project to replace fossil fuel boilers with air source heat pumps and solar photovoltaic (PV) electricity at six existing primary schools.
• Continuing to monitor and analyse the energy performance in operation of primary schools to evaluate the effectiveness of adopting ‘fabric first’ principles and decarbonisation measures to inform designs and specifications of future projects.

 

Outcome: Ensuring the Council is using its resources economically, efficiently, and effectively.

The Council approved a Council Tax increase of 8.9% and spending reductions of more than £8m at a meeting to set its Budget Strategy.

An original Cabinet proposal of 9.75% was lowered to 8.9% following minor adjustments in the Council’s funding due to the Welsh Government’s final budget, a slightly lower Fire Brigade levy, and the allocation of £500,000 from the contingency budget.

Cabinet Member for Resources, Cllr Allun Lenny said:

‘This budget has been the most challenging for many years. This Council is more than £150m worse off in real terms than we were a decade ago, which means there is £150m less to spend on essential services like social care, education, and highways, etc.’

Only 16% of the Council’s income comes from Council Tax. Most of our funding comes from the Welsh Government that, in turn, depends on a block grant from the UK Government. Like all other Councils, we face a most challenging time as the huge pressure on public spending and services continues.

As a result of the Welsh Government’s final budget published in February 2025, coupled with taking half a million pounds from the contingency budget, Cabinet proposed a Council Tax rise of 8.9% This is much more that we would have liked in these difficult days, but as a Local Authority we must set a legal budget which strikes a balance between the raising of Council Tax and protecting the essential services upon which our residents depend.

Placed against inadequate funding and the extra National Insurance cost, is the growing demand for services. Despite the present pressures, Carmarthenshire County Council is pumping an extra £11m into adult and children social care, where the demand is immense. We are determined to provide for the welfare of the rising and future generations in Carmarthenshire by also protecting funding for schools. 

On a positive note, a drop in fuel costs, following a huge hike 2 years ago due to the war in Ukraine, has saved the Council an extra £2.1m on top of the anticipated £1m. This has enabled us to respond to the public consultation by dropping the two most unpopular proposals, which were the closure of public toilets if not asset transferred, and a 10% increase in car parking charges.

 

Financial Services

• 96.41% of Council Tax was collected during 2024/25, slightly lower than the previous year (97.01%). However, we have the fifth highest collection rate in Wales and above the all-Welsh rate of 95.97%. We take a proactive approach to recovery and have provided relevant support and advice to those falling into arrears to ensure the best possible way forward regarding repayment arrangements.
• 97.95% of non-domestic rates due for 2024/25 were collected by the Council, sixth highest collection rate in Wales. This is a reduction on the excellent collection rate of 99.24% the previous year which was the highest collection rate in Wales.
• 95.6% of invoices were paid within 30 days in 2024/25, an improvement on the previous year (94.9%). This is despite a 7% increase in the number of invoices received from 311,466 to 333,272.
• An increased access to online services has created a shift towards online payments with many customers contacting us, submitting forms and documents, and paying for our services electronically. This has risen from 63,427 transactions in 2023/24 to 144,570 transactions during 2024/25 with a value of £17,098,947. Council Tax payments, housing rent payments, paying invoices and miscellaneous income are amongst the most utilised services. 

 

Outcome: Embedding the sustainable development principle in all that the Council does.

The principles and requirements of the Well-being of Future Generations Act underpins everything that we do as an organisation; and ensures that the sustainable development principle is at the heart of strategy development and implementation. This principle forms the basis of our approach to annual self-assessment, and the requirements of the Act underpin the approach to both the development and subsequent implementation of the Transformation Programme.

 

Transformation

We have made efforts to modernise the Council's fleet of vehicles, which has resulted in substantial cost savings, and demonstrated a commitment to resource optimisation. Similarly, the use of workspace management tools has provided critical data that supports informed decision-making regarding property portfolio rationalisation, ensuring effective utilisation of resources.

A key example of sustainable development in action is our decarbonisation programme, which has achieved a 37% reduction in carbon emissions compared to the baseline year. This milestone reflects a robust performance in line with broader climate targets and underscores the Council's dedication to climate action. Additionally, initiatives such as the development of e-learning training modules on climate action for staff and partnerships with local organisations highlight our proactive approach to environmental education and awareness.

We are also committed to fostering a culture of continuous improvement. The introduction of a financial documentation support system has enabled schools to identify and implement cost-saving measures, thereby contributing to more sustainable school budgets. Through this initiative, schools have collectively realised significant savings, demonstrating a shift towards more prudent financial management.

 

Is Anyone Better Off?

Successes of the Pilot Workforce Resourcing Team

The Workforce Resourcing Team (WRT) pilot project undertaken within Residential care, has been highly successfully and is now looking to expand.

 

Project Aims 

• Reduce reliance on agency workforce.
• Reduce additional costs associated with an agency workforce.
• Increase opportunities for existing staff to undertake additional hours outside of their existing work base.

 

Project Outcomes

• Care home residents report greater satisfaction with their care due to increased consistency and confidence of having CCC staff supporting them.
• Care home managers’ report improvements in the quality of work provided.
• Staff report improved team cohesion and sense of being valued.
• Over 2,000 hours cover was provided internally in December 2024, an increase of 312% from the hours covered in May 2024.
• December 2024 over £6,000 costs avoided across the four care homes in through use of WRT staff instead of Agency staff.

Care Home Managers feedback: The Work Resource Team has been an invaluable asset to our service. We have successfully transitioned away from using agency staff and now benefit from a consistent team of well-trained personnel who are familiar with the individuals we support.

Team Member Alison’s feedback: Since joining WRT last May I feel that I have gained confidence in my ability to deliver the best quality care. The WRT management help and support me with any questions or concerns that I may have. Whilst being with WRT I have shown my experience from working in care previously and I have also gained new knowledge and skills to provide the best care possible to all residents that I assist.

IT Degree apprenticeships success

Congratulations to three members of staff from ICT who were the first cohort to undertake their degree apprenticeships at the University of Wales Trinity Saint David (UWTSD).

Over the past four years, John Williams, Julian Milligan, and Emma Williams have undertaken a degree apprenticeship, this enabled them to gain a fully funded undergraduate degree whilst working.

John Williams (ICT Operations and Governance Manager) received a BSc with Honours in Computing (Computer Networks and Cybersecurity). John has undertaken the apprenticeship alongside fulfilling his responsibilities in his senior role within the IT Department. Over the years, his role has evolved with the increase demands on the services. The degree programme has enabled him to update his existing qualification, refine his skills in project management, information governance and report writing, and provide the latest knowledge on the technical aspects of his role. He added: "I take great pride in the accomplishments of Emma, Julian, and myself. Balancing full-time work with academic studies is undoubtedly a formidable task, especially with the added challenges brought about by the 2020 lockdown. The skills and knowledge acquired through our degree programme will prove invaluable in our roles in delivery future digital services for the Council.”

Technical officer, Emma Williams also gained BSc with Honours - Computing (Computer Networks and Cybersecurity). Emma started her career working as an admin assistant and worked her way up in the IT department from IT Monitoring Officer to a role in the Service Delivery team as a Digital Support Engineer. In 2020, she was successful in moving to the role of ICT Technical Officer within the Technical Delivery Team, which she attributes to her studies providing her the boost in confidence, skills, and knowledge she needed to apply. Since September 2022, she has worked within the Cybersecurity Team, in a role that enables and inspires her to continue to grow and develop. Due to Emma’s success, she is often asked by UWTSD to attend Breakfast meetings with employers and talks with students to give her insight of her working within a STEM subject area, and working in the IT sector which, prior to the course, she felt she wouldn’t have had the confidence to do. Emma added: “The Council is a very encouraging and supportive employer. We are able to take the time to study and develop both personally and professionally, contributing what we learn and experience back to the workplace and service.”

Julian Milligan, Senior Applications Developer, gained a BSc with honours in Computing (Software Engineering). Julian said he found that from the very first day of lectures that how to draft reports and research papers has helped him with current projects he works on. He can adapt his skills, and this has allowed him to evolve in his new role, which he credits getting due to the new knowledge and skills he has from undertaking this course. He added: “Early on in my career, everything I learned was self-taught. So, doing the degree has shown me best practice, and the best way to program and build SQL databases. I now use these methods on any new projects and feel the quality of my work has evolved and improved. “

Following on from the remarkable success of John, Emma, and Julian, we now have the next cohort within the IT department undertaking the BSc with Honours - Computing Degree Apprenticeship. 

 

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Core Business Enablers

In addition to the identified thematic and service priorities, there are a range of core business enablers which underpin the Council’s daily functions and our delivery of services. Several are detailed within this section; however, ICT, Marketing and Media, Finance, People Management, Policy and Performance, Estates and Asset Management and Business Support have been interwoven within the content in Well-being Objectives 1 to 4 above.

 

Legal

In Summary

• We have ensured legality and probity in the Council’s decision-making.
• We work within a statutory framework governing such things as the way meetings are run, the way decisions are taken and the legislation behind each decision which needs to be taken.
• 1,936 files were opened in 2024/25.
• We handle as much of the legal work needed by the Council in-house as we can, although there will be some occasions when we need to send work to external lawyers.
• The range of legal work undertaken includes not just court and tribunal cases, but also advising Council committees, drafting legal documentation, and giving legal advice.
• The Transformation Team has been working closely with the service. A Project Management group has been established to provide effective oversight and governance of the Legal Services improvement delivery plan. This group is responsible for prioritising initiatives, monitoring their implementation, identifying barriers, and measuring success post-implementation.
• Several efficiency measures have already been identified, including:
  o    Creating a dedicated communication area on the intranet to provide essential information about legal services
  o    Introducing a new e-form for service users to complete when seeking external legal advice
  o    Implementing Magic Notes to assist in the completion of statements
• The work of the group will continue to ensure that these initiatives are designed to streamline processes, improve accessibility, and support ongoing service enhancement for the Legal Services team.

 

Planning

In Summary

• 91.6% (1,224 / 1,336) of planning applications were determined on time during 2024/25. This is a very good improvement on 87.5% last year and is just above the Welsh average of 90.5%.
• Of the 32 planning appeals received during 2024/25, 25 were dismissed (78.1%). This is an improvement on the previous year (70.4%) and exceeds the Welsh Government Performance Framework for 'Good' of 66%.
• 19 out of the 22 major planning applications determined in the year were completed within the time required to give a result of 86.4%. This is a good improvement on last year (69.7%).
• The average number of days taken to take positive planning enforcement action during 2024/25 continues to be high at 360 days (306 days the previous year). A significant number of cases are taken through to prosecution. Figures represent the length of time to prosecute a case, which has significant delay, and we have no control. A review of the delivery of the enforcement function is ongoing.
• 81.6% of planning enforcement cases were investigated within 84 days. This is a slight reduction from the previous year at 84.3 but continue to be high compared to historically.
• An Assurance Rating of ‘Reasonable’ was received during Internal Audit inspections to ensure that robust systems and procedures were in place for planning applications – Extension of Time and for the administration of ‘Section 106 – Affordable Homes’. 

 

Procurement

In Summary

• We spent more than £443 million per annum on goods, works, and services in 2024/25. This has a significant impact on the quality of life for the community. It is vital we have a strategic approach to procurement to ensure that goods, works, and services are procured as efficiently and effectively as possible.
• 42% of our spend with suppliers was within Carmarthenshire, higher than the all-Wales rate of 30%.
• The Corporate Procurement Unit (CPU) led on the delivery of 47 tenders with an approximate value of £1.2bn.
• The new Procurement Act 2023 and the Procurement (Wales) Regulations 2024 came into effect in February 2025 (postponed from the original date of October 2024). This marks a major reform of public procurement law in Wales and the wider UK, replacing previous EU-derived rules post-Brexit.
• To meet our legal obligations under the Act, we are required to publish a pipeline of planned tenders over £2m which will be published in the following 18 months by the end of May 2025. The CPU has engaged with departments to accurately capture all tenders over this value and are on target to publish the notices by the deadline.
• A new Health Services (Provider Selection Regime) (Wales) Regulations 2025 (PSR) is also now in effect. This is a new, separate regime designed specifically for the procurement of health care services by the NHS and related public bodies in Wales.
• We are awaiting the Welsh Government to implement the procurement provisions of the Social Partnership and Public Procurement (Wales) Act 2023 via secondary legislation (commencement orders), but a specific date has not yet been announced. The Contract Procedure Rules were updated in March 2025 to align with the new Act.
• A variety of supplier engagement initiatives and events were held in 2024/25 to accommodate our programme of tender exercises. One example of this was an event held in June 2024 for the South West Wales Regional Contractors Framework (SWWRCF), with approximate total value of £800 million. Procurement, alongside colleagues in Property Design, adopted a variety of supplier engagement initiatives to attract local contractors to tender, to promote the tender requirements, and to enhance tender submissions by offering support. Following a Getting Tender Ready webinar held last financial year, we held a Briefing Session for this tender at Parc y Scarlets, Llanelli in April 2024 with 186 contractors attending the event. 

 

Internal Audit

In Summary

• Internal Audit is an independent, objective assurance and consulting activity designed to add value and improve the organisation’s operations.
• Internal Audit is committed to working to the highest professional standards, and to delivering quality services that add value to the Authority. A Quality Assurance and Improvement Programme (QAIP) is in place, designed to achieve high professional performance operating in accordance with the Public Sector Internal Audit Standards (PSIAS) and the Code of Ethics.
• 85% of reviews in the 2024/25 Audit Plan were completed by the end of March 2025, which was slightly lower than 89% the previous year. All audit assignments on the plan had been initiated and were underway at the end of the financial year.
• Internal Audit reports to the Council’s Governance and Audit Committee, providing regular progress updates. Every Internal Audit Report is provided to the Chair and Vice Chair of the Committee.

 

Democratic Services

In Summary

• Democratic Services manages the Council’s decision-making process. The Council Constitution sets out how the Council operates, how decisions are made, and the procedures which are followed to ensure that these are efficient, transparent, and accountable to local people. Some of these processes are required by law, while others are a matter for the Council to choose.
• The number of Councillor Enquiries has increased slightly to 2,780 for 2024/25, with 72.05% responded to within 7 working days. 1,208 service requests were processed by the unit through the Member portal rather than Councillors directly. The portal provides a platform for members to log and monitor Councillor Service requests and enquiries.
• The service continues to administer joint working arrangements for Wales Pension Partnership Joint Governance Committee, the Dyfed Powys Police and Crime Panel, and Y Partneriaeth (Partneriaeth was disbanded on the 31st of March 2025 with its functions transferred to a collaboration agreement on the 1st of April 2025). The service also has responsibility for administering the Llesiant Delta Wellbeing Governance Group, the CWM Shareholders Board, and administers the appeals process in respect of Education Admissions and Exclusions.

 

Electoral Services and Civil Registration

In Summary

• Electoral services are underpinned by a legal framework which establishes how elections are delivered. It sets out who is allowed to vote and the various ways they can cast their vote to have their say. The service has a strong Election Project Team that helps support the main team in delivering safe, transparent, and open elections.
• The service administers all types of elections (scheduled or unscheduled), and, with the introduction of the Modern Democracy app, it ensures accuracy of the ballot paper accounts. During 2024/2025, one County By-election, 15 Town and Community By-elections (five of which were called but uncontested), and a Business Improvement District (BID) ballot were held.
• We continue to work with data matching of our records against Council Tax, Housing Benefits, Payroll, and Education records to ensure the Electoral Register is up to date. We will be one of few Welsh authorities that will take part in an Automatic Registration Pilot with data matching taking place in summer 2025.
• The Council’s Civil Registration Service has the statutory function of providing a statutory service to the public for the registration of births, stillbirths, deaths, and subsequent certificates; notices of marriage and civil partnership and consequent ceremonies and certificates; production of legal documentation and the approval of premises for marriages and civil partnerships; and is also responsible for conducting citizenship ceremonies on behalf of HM Government.
• The service offers a range of celebrant non-statutory ceremonies, including bereavement-related ceremonies such as funerals and celebration of life memorials. The ‘Tell Us Once’ service is delivered on behalf of the Department for Work and Pensions (DWP). There is an increasing demand for celebration events such as affirmations of marriage vows.
• We are also excited in our new joint venture with Carmarthenshire Libraries to offer parents registering their baby to also register the child for a Carmarthenshire Library card. This will hopefully encourage lifelong readers.
• 21 citizenship ceremonies were conducted during 2024/25, all completed within 60 days of the Home Office invitation. These covered 90 adults and eight children, compared to 76 adults and nine children during 2023/24.
• There were 2,334 birth registrations recorded during 2024/25, a slight reduction on 2,461 during 2023/24. However, there was an increase in death registrations with 2,627 during 2024/25 compared to 2,447 in 2023/24.
• The number of marriages and civil partnerships reduced further during 2024/25 to 638 from 706 in 2023/24 and 800 in 2022/23.

 

Risk Management

In Summary

• In 2024/25, 94% of response to letters of claim were completed within six working days of receipt at the Risk Management Section. This covered issuing acknowledgement letter to the claimant or claimant’s legal representative, and referral of the claim to the appropriate insurer.
• During the year, the Risk Management Steering Group invested over £260,000 in areas to reduce the risk of claims or expensive litigation. Successful bids included driver training, CCTV for home to school and college transport, delivery of training for managing sexual harassment in the workplace, and safeguarding/security fencing in some of our schools.
• The Corporate Risk Register is reported to the Governance and Audit Committee on a six-monthly basis following quarterly review and critical assessment of the risks by the Corporate Management Team.

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Appendices

Appendix 1: How our Well-being Objectives were identified

Appendix 2: How we meet the requirements of the Acts 

Appendix 3: 2024/25 Performance Self-Assessment - Corporate Overview

Appendix 4: Annual Governance Statement 

Appendix 5: Corporate Date Suite Indicators & WBO Measures

Appendix 6: Social Partnership

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