Council's Annual Report 2024-2025

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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