Annual Self-Assessment 2025-26

Summary Conclusions

The purpose of this report is to assess our performance as a local authority, namely are we: exercising our functions effectively, using our resources economically, efficiently, and effectively and that our governance is effective.  The report is structured around our four well-being objectives during the 2025-26 year and it draws on a wide range of evidence. We have a legal duty to produce this report, and it is formally approved by Council.

 

Overall assessment

• The report presents a generally positive picture of council performance, particularly in environmental services, housing, and planning.  There are encouraging signs that the preventions programme (0-25 years) and other preventative approaches across social care and education are starting to have a systemic effect on performance in broad terms. Key strategic concerns remain around education outcomes, financial sustainability, workforce capacity, nutrient neutrality and public confidence.

 

Examples of good or strong performance

• We progressed plans to redevelop Milford Haven’s primary and secondary schools as well as a new Welsh medium primary school.  If plans run to schedule, the English medium schools are due to open in 2030 with the Welsh medium school following in 2032.
• Decisions to close or merge schools are complex and not taken lightly, however due to the significant number of surplus places across the county, the issue cannot be ignored.  During 2025-26 we undertook much of the final work to discontinue Manorbier primary school as well as Ysgol Clydau.  Both schools closed at the end of the summer term 2026.
• Our 0-25 Preventions Programme is delivering good outcomes, such as the cross-council preventions team in Milford Haven, and reductions in the number of young people entering care thanks to the expanded Edge of Care team and the Parent Advocacy Network.
• Children on the Child Protection Register reduced from 131 to 70 and numbers entering care fell significantly through improved safeguarding and prevention approaches.
• Outstanding inspection outcomes for residential and respite children’s services and expansion of fostering and residential capacity.
• 221 new homes delivered, alongside further acquisitions through other housing initiatives.  A number of complex schemes that had experienced delays are now underway including: Brynhir Tenby (125 units), Havens View (24 units) and Haverfordia (sheltered housing 26 units).  Welsh Government has committed to supporting these schemes with £43.8m worth of grant.
• Recycling performance remains exceptional.
• Resident survey results showed strong perceptions of cleanliness, safety and local area maintenance compared with other councils and we invested in the resilience of the waste service through a recruitment drive.
• Major regeneration projects are progressing well, including the Heart of Pembrokeshire scheme and transport interchanges. 
• Leisure attendance exceeded targets with over 1.38 million visits and improving customer satisfaction.
• Vanguard transformation programme has been adopted across the Council and is resulting in financial savings, cost avoidance, reduced duplication and overall benefits for customers.
• Our Panel Performance Assessment concluded the Council is a well-run authority exercising its functions effectively.
• The Council continues to manage its finances effectively and net expenditure for 2025-26 was £321.0m, having accounted for appropriations to and from reserves, with an underspend of £5.6m.  This underspend is creating the capacity for the Council to invest in services, for instance through the Prevention agenda.

 

Areas for improvement and where we need to maintain focus

• School attendance remained largely static despite implementation of the Attendance Strategy.
• Weaknesses remain in early years literacy and reading outcomes.  In order to address this we have invested in a Systematic Synthetic Phonics programme.
• Three schools were placed in Estyn special measures during 2025-26.  Additional Council funding has been directed towards these schools, including the brokering of strong school-to-school support arrangements and strong improvement plans are in place and progress is being monitored closely through robust challenge and support arrangements.
• Attainment gaps persist in mathematics, particularly for girls and free school meal pupils.
• Recruitment and retention challenges continue across children’s social care, adult mental health, trading standards and other services.
• External review identified significant weaknesses in fleet and transport governance, compliance and operational efficiency.  A comprehensive and wide-ranging action plan has been developed to address this which was reviewed by Governance and Audit Committee at its July 2026 meeting.
• Public confidence remains relatively low, with only 36% of respondents indicating they trust the Council, though this is around the average in comparison with other Wesh councils.

 

Key challenges, risks and opportunities

• Nutrient neutrality remains the Council’s highest strategic risk and is constraining housing and economic development.
• Continuing pressure on Council finances from inflation, funding uncertainty and future budget gaps.
• Deteriorating school balances and increasing numbers of schools operating in deficit.
• Child poverty levels exceed the Welsh average, with significant educational deprivation in some communities.
• Workforce recruitment, retention and succession planning.
• Ensuring that best advantage is taking from the growing opportunities offered though the Celtic Freeport, City Deal projects and major regeneration schemes.
• Expansion of prevention services is improving outcomes while avoiding future costs.
• Artificial Intelligence, digital transformation and replacement of our Financial Management System offer significant efficiency opportunities.
• Welsh-medium education growth and the legacy of the successful 2026 National Eisteddfod create opportunities to strengthen Welsh language provision and community identity.