Annual Self-Assessment 2023-24

SA1 - Well-being Objectives

SA1.1 - We will improve the provision of education and learning, equipping our learners with lifelong skills and knowledge they will need for the future

 

Assessment of current performance - how well are we doing?

•  Throughout 2023-24 the number of schools that had been in Estyn monitoring categories fell, and as at July 2024 none of Pembrokeshire’s schools are in a statutory category.  Evidence shows that schools which have come out of monitoring categories recently have made sustainable improvements (e.g. a positive core inspection for a school in Jan 2024 which prior to that date, had been in monitoring categories for eight years).
• Good processes have been established to provide school-to-school support for schools causing concern.  The improvement adviser team use their knowledge of the local and wider system well to find a suitable school that has the right skill set and capacity to support schools.  The proportion of pupils in schools causing concern has been reduced from 15.1% to 7.6% over the last year.
• Attainment figures for Year 11 for 2023 (2024’s figures not yet available) are not easy to compare with previous years as grade boundaries changed following the pandemic.  The gap in outcomes between pupils with low income and other pupils has widened, and the gap in Pembrokeshire is wider than that seen nationally, particularly in maths and science.  Modelled outcomes indicate that standards are below where you might expect given the level of deprivation.  It would appear outcomes have weakened since the pandemic, since the gap between modelled expectations and outcomes has widened in the core skills of literacy, numeracy and science.  A detailed analysis of 2024 results will be presented to Schools and Learning O&S Committee in November 2024.
• We supported schools with strong evidenced-based approaches to language and maths development.  Schools now have access to new local authority guidance for language, alongside a full suite of evidence-based resources.  For spoken Welsh language, in conjunction with University of Wales Trinity St Davids, we have developed the Meistroli retrieval practice platform that will be ready for schools to use from September 2024. Corresponding support for Welsh reading and writing skills will be provided through the Carousel Learning retrieval platform.  New local authority guidance and resources for maths has been produced that complements Welsh Government's proficiencies, building on training undertaken in 2022-23, with findings being shared with headteachers and curriculum leads. 
• The combined impact of disruption to children’s education and the cost-of-living crisis is widening the attainment gap.  Plans are in place to support a mastery catch up programme - Success@Arithmetic - which is for pupils in Key Stage 2 and 3 who have difficulties with arithmetic proficiency and need support to improve their understanding.
• We rolled out the Carousel Learning, the bilingual retrieval practice platform throughout the 2023-24 academic year.  All secondary schools (and around a third of schools) are using the platform and are setting retrieval quizzes for pupils.  To date, over 300 quizzes have been set for pupils from upper juniors through to A level and as of April 2024, 150 questions have been created covering large parts of the curriculum across the progression steps. Schools have been supported by a strong professional learning programme with experienced teachers providing sessions in areas such as science, geography and English.  Further work will be required in 2024-25 to support resource development across clusters to aide progression.
• Partneriaeth, our education improvement partnership was restructured in 2023-24 and the partnership will have a smaller budget in future years.  As Pembrokeshire is the employing authority the formal human resources implications or this reduced have been considered by senior staff committee and by Council at its July 2024 meeting.
• Many schools still have recruitment and retention problems especially for school leaders, and we have developed a strong approach to supporting schools where there are headteacher-recruitment challenges.  Over the last two academic years we have arranged seven time-limited, shared headteacher collaborations, as well as four formal federations.  However, the job market is changing and our Teach Pembs recruitment campaign has been paused due to the redundancy situation in some schools.
• By adopting a new Teacher appraisal approach, schools are already two years ahead of the new national approach, and we are quite rightly pleased to have influenced what is happening across Wales.   2023-24 was the first full year of the new appraisal.  Feedback from schools has been positive, with comments around the flexibility it allows and including support staff being key themes.
• Our Governors Support Service experienced staff vacancies, and this delayed some planned areas of work such as establishing a Governors Association. However, we still developed on-line training and developed a suite of key policies and documents which schools can use as the basis of their own policies.
• Whilst many childcare and early childhood settings are delivered by the independent sector many receive some funding (via grant) from the Council.  In 2023-24 the majority of these we audited by ourselves using one of two quality frameworks.  The data gathered shows all funded settings working at or above a good outcome.  Comparison with previous years also shows consistent improvement.
• We promote the funded childcare places within the Flying Start area, and 58% of eligible families have accessed Flying Start funded childcare.  Where early intervention takes place (e.g. Wellcomm Assessment), results show almost a third of children require Speech and Language Therapy. This finding is consistent with the increase in demand for other children’s services.
• We continued implementation of the Whole School Approach to Mental Health and Well Being Strategy, with the Trauma-Informed Schools approach as its centrepiece.  Work on improving school attendance has focused on reviewing the Family Engagement Officer roles in schools, attendance reviews in low-performing schools, and developing work on addressing Emotionally Based School Avoidance (EBSA).  Exclusions from school are increasing, but are lower than other similar areas in Wales.
• Absence from schools has reduced, but remains much higher than before the COVID-19 pandemic.  Attendance of children eligible for Free School Meals is somewhat better than nationally, and the gap between the attendance of eFSM children and their peers is slightly narrower locally than nationally, although still very apparent.   Analysis of data suggests that the asymmetric week is generally not helpful in securing high levels of attendance.
• The Music Service and the Sports Development Service play an important role in widening learning opportunities for young people, and as part of programmes to help tackle the disadvantage gap and build confidence post-pandemic.  As part of the National Music Plan, First Experiences have been delivered to all (2,055) Year 4 pupils.  Whilst the number of pupils accessing County Ensemble is increasing, it is still lower than pre-pandemic levels.  The Fit and Fed holiday sessions saw a significant increase in the demand and expectation for this holiday offer. The quantitative data collected evidenced a 38% increase in attendance.  Cabinet noted work being undertaken to create a regional Partnership for Sport and Physical activity in West Wales at its September 2023 meeting.
• Our Children and Young People's Rights Office promotes the United Nations Convention on the Rights of the Child and encourages pupil voice.  At its 17 April 2023 meeting, Schools and Learning O&S Committee heard a representation from the senior prefects of Ysgol Bro Preseli regarding their concerns about the condition of the fabric of their school building.  Ysgol Bro Preseli is now included in our future Sustainable Communities for Learning Programme.
• The development of the Sustainable Communities for Learning Programme is linked to the case for school re-organisation (see Improvement actions – what can we do better and how).  In 2023-24, we continued to progress (and complete) projects that were funded in previous years.  During 2023-24, legal and insurance issues for the fire-damaged Manorbier VC School were pursued.  Debris was cleared from the building in January 2024, and since this date we have been ascertaining the extent of the reinstatement required and the costs.  Construction of the Welsh-medium Ysgol Bro Penfro commenced in May 2023, and the school was completed on time and on budget in July 2024.  It will open to students in September 2024.  The Outline Business Case for Portfield School Redevelopment, a £30m scheme was approved by Welsh Government in March 2023, and the design for the school has progressed to the point where it was detailed enough to submit the full business case in May 2024 and in June 2024 planning permission was granted. 
• Looking forward, Council agreed the Strategic Outline Programme for a nine year Rolling Programme in December 2023 (this report contains a summary of the programme to date).  This has been submitted to Welsh Government and we are awaiting approval.
• The Director of Education is the Council’s lead for safeguarding across the organisation, supported by a Member Champion.  A Corporate Safeguarding Board is established and meets on a regular basis.  The group continues to undertake a regular cycle of departmental safeguarding audits, track compliance with mandatory training as well as looking at more immediate issues, such as capacity within adult social care.  The Board will agree its annual report via Corporate O&S Committee.  The Section 175 Report which addresses the safeguarding and promoting the welfare of children was considered by Schools and Learning O&S Committee in July 2024 and concluded that the action plan was progressing well.

 

Evidence – how do we know?

• Service plans across the Education Directorate (five in total)
• Cabinet, 4 September 2023 - Partnership for Sport and Physical Activity in West Wales (opens in a new tab)
• Schools and Learning O&S Committee - Public correspondence, condition of Ysgol Bro Preseli building (opens in a new tab)
• Schools and Learning O&S, 15 July 2024 - Section 175 Report (Safeguarding) (opens in a new tab) 
• Press release - Successful handover of Ysgol Gymraeg Bro Penfro
• Council, December 2023 - Sustainable Communities for Learning Rolling Programme, Strategic Outline Programme (opens in a new tab)

 

Improvement actions - what can we do better and how?

• The most complex and potentially controversial issue the Council has committed to review in future is re-organising schools.  At its simplest, Pembrokeshire has too many school places for the number of children it currently has and is likely to have in future.  This is stretching leadership capacity as well as increasing costs.  Addressing this mismatch can enable the Council to meet four objectives, such as: improving standards; extending Welsh medium provision; creating sustainable education communities; and ensuring schools are housed in better quality buildings.  Schools and Learning O&S Committee considered a paper on the case for school reorganisation at its November 2023 meeting, and a more detailed paper was considered by Council at its July 2024 meeting.  This agreed that a cross-chamber, politically balanced working group be established, to examine the evidence in detail and to bring forward proposals to Council.
• Make the most of the opportunities from the restructure of Partneriaeth.
• Continue to create high expectations in improving standards for all pupils, including a strong focus on the most disadvantaged.  Despite evidence of traction in all schools in the delivery of Raising Attainment of Disadvantaged Youngsters, the attainment gaps between advantaged and disadvantaged pupils are larger than the national average.
• Complete our agreed Sustainable Communities for Learning Programme.  Completion of Portfield School (approval of business case July 2024).  Continue work for the reinstatement of Manorbier School. Progress the nine-year Strategic Outline Programme submitted to Welsh Government in December 2023.  This includes a c £115m investment in schools in Milford Haven, c £34m Pembrokeshire Learning Centre / Pupil Referral Unit project (Neyland, Penally and Pembroke Dock) and c £11m for the first two phases of a three phase of an Ysgol Bro Preseli project.
• Continue our successful strategies to improve school leadership.
• Additional Learning Needs.  Improve timescales for issuing of Individual Development Plans (excluding exemptions) and bring on stream additional Learning Resource Centre places at Neyland and Penrhyn Dewi.
• Elective Home Education.  There has been a consistent increase in the number of Elective Home Educated children since 2020.  We want to improve the responsiveness and timeliness of communication with EHE parents and have deployed additional resource to the EHE team in order to increase the percentage of families visited and reports received each year.

 

SA1.2 - We will ensure the appropriate provision of care and support, focusing on prevention and ensuring vulnerable people are safe

 

Assessment of current performance - how well are we doing?

• A detailed Director of Social Services report is produced annually and the report for 2023-24 will be going through its final approval process at or around the same time as this self-assessment. 
• The legislative framework for social care is the Social Services and Well-being Act.  This emphasises user voice and user control and remains the long term vision for the service and we have embedded this via the Signs of Safety approach within Children’s Services.  Whilst the Care Inspectorate Wales’ recent inspection found a number of shortcomings in adult social care it also noted “Practice is underpinned by a strengths-based approach, with people’s views clearly represented”.
• For adult social care 2023-24 although the acute pressures that prompted Operation Nightingale eased a little (e.g. the number of people waiting in an acute hospital bed for discharge per month in 2022-was 11, but by the end of last year this had reduced to 4) demand remained high and complexity of this demand increased.  A complicating factor in 2023-24, was the discovery of structural problems in Withybush Hospital which reduced its capacity and put additional pressure on the whole adult social care system, especially supporting hospital discharge.
• During the year we refined how we report on performance within social care making use of Power BI to produce a suite of scorecards.    Within this, the decrease in number of people waiting for domiciliary care throughout 2023-24 is of note.   One of the reasons for the welcome decrease is that In January 2024, we recommissioned our domiciliary care framework and since awarded contracts.  Also of note is the increase in the number of hours of care provided by Direct Payments which now accounts for over half of care hours provided.
• We have continued to grow and diversify the care and support market with 79 micro enterprises now established across Pembrokeshire. PLANED host the local community catalyst who works closely with PAVS who host the Social Enterprise lead officer.  We have been successful with an Accelerated Change Programme bid to support the development of Shared Lives carers and whilst the Shared Lives model has huge potential, take up remains limited.
• The community hub and connectors are now well established. With the support of the Social Value Engine toolkit we are now able to evidence Social Return on Investment.
• In 2023-24 we continued to support carers within the framework of the agreed regional care strategy and its four priorities.  This covers a wide range of initiatives for instance offering a free carers pass at Scolton Manor and free or discounted leisure membership, supporting micro-enterprises though undertaking regular events (e.g. Investors in Carers Awards or out Keep Well Roadshows).  However, there were delays in the assessment of carers’ needs and in 2023-24 only 238 were undertaken compared with 484 the year before.  CIW commented on the impact that delays to carers’ assessments are having on our community.
• We continued modernisation of Day Services across Pembrokeshire.  This aims to make greater use of social enterprise models and, as part of budget savings agreed in 2023-24 are proposing day centre reconfiguration.  Council considered petitions against the closure of the Anchorage, and withdrawal of service level agreement from Lee Davies and Bro Preseli Day Care Centres at its July 2024 meeting.
• 2023-24 was a transition year for adult social care and planning for the implementation of a new model of social care underpinned by Vanguard methodology was undertaken.  This has been shaped by both high levels of demand and its increased complexity.  As part of this transition, a new ‘front door’ to adult social care will be created with an expanded team (incorporating reablement, day opportunities as well as additional social workers and occupational therapists).  The core team will be able to provide assessment and care planning at the front door. The team will have the ability to provide reablement assessment and occupational therapy assessment which are the two disciplines that will prove critical in reducing waiting lists.
• Whilst CIW undertook an inspection of Adult Social Care in April 2024, just outside the time period for this report and published in June 2024, CIW’s conclusions and the urgency with which CIW expect action mean it is appropriate to comment on this inspection within the 2023-24 report.  Whilst CIW acknowledged that a significant level of transformational change was already taking place, its report concluded: We have serious concerns about the impact on the safety and well-being of people with social care needs living in Pembrokeshire. Our concerns are serious given the severity, frequency and persistence of problems exceed those which can be dealt with by usual practice. An Improvement Board for Social Care, chaired by the Chief Executive, has been set up. Its terms of reference and the work already in train to meet CIW concerns was reported to Cabinet at its July 2024 meeting.
• During 2023-24 demand for children’s care increased.  For instance, the number of residential care placements, the most intensive and expensive kind, doubled and we now have the highest ever levels of young people looked after. Staff resources have not increased to meet this increased demand.  In February 2024, Cabinet considered a report on Operation Salus a report on the issues, the mitigating action being taken or considered as well as proposed structures for the front door of children’s social care, the Child Care Assessment Team.  The financial implications of the increase in social care staffing are commented upon in the Resources section.
• The local authority is a partner in the regional ‘Safer Accommodation’ project to develop a range of ‘trauma informed’ residential homes in West Wales, based around a hub and spoke model of delivery. With the plan being centred on ‘hub’ home based in Carmarthen, West Lodge is Pembrokeshire’s ‘spoke,’ offering up to 4 beds for children who require residential care. Once open, the initial aim will be to re-locate children who are currently placed out of county in private residential placements, back into the county.
• Since February 2022, all local authorities in the UK have been mandated by the Home Office, to accept a designated quota of Unaccompanied Asylum Seeking Children from local authorities in the South East of England.  Our designated number is currently set at 23, most of whom are placed outside of Pembrokeshire. This places a significant additional burden on the social workers who have to visit in line with our statutory responsibilities.
• In July 2023 we introduced a new ‘no detriment’ approach to financial allowances that are paid to Special Guardians, providing greater financial certainty to Foster Carers if they were looking after young people who were about to turn 18.

 

Evidence - how do we know?

• Social Care Service plans (four in total)
• Cabinet, 12 February 2024 - Operation Salus (opens in a new tab)
• Cabinet, 11 July 2024 - Appendix C, Social Care and Housing Scorecard (opens in a new tab)
• Cabinet, 11 July 2024 - Adult Services Improvement Agenda (opens in a new tab)
• Care Inspectorate Wales Letter, 13 June 2024 - Improvement check visit to Pembrokeshire County Council Adult Services (opens in a new tab)
• 11 July 2024, Cabinet - Pembrokeshire County Council Social Services Improvement Board Terms of Reference, May 2024 (opens in a new tab)

 

Improvement actions – what can we do better and how?

• Re-design the front-of-house process for accessing Adult Social Care through service reconfiguration.
• Continued modernisation of day opportunities across Pembrokeshire – more options to provide social enterprise approach to day services will be explored.
• Implement Vanguard Methodology to improve service processes and identify opportunities for efficiencies across the directorate.
• Community Social Work Team reconfiguration.
• Future proof workforce within Adult Mental Health Services.
• Improve the recruitment of foster carers to ensure children are placed closer to home, with local carers and a reduction in the use of more expensive and more distant external placements.
• Develop the Foster Carer Building Grant Scheme (currently in pilot) to allow foster carers to increase their capacity for numbers of children.
• Develop accommodation solutions for Unaccompanied Asylum-Seeking Children to allow them to live closer to Pembrokeshire and in accommodation that is sustainable and affordable for them in the long term.
• Develop a Parent and Baby early intervention and assessment project in order to reduce the number of babies being received into care at birth, and reduce the numbers of babies being placed onto the child protection register at birth.
• Re-design the front-of-house process in Child Care Assessment Team to allow for better triage of referrals and improve response-times and quality of assessments.
• Review and update the Direct Payments Policy, including a review of the funding model to ensure people are only provided with the money necessary to pay for their care. All other funding to remain centrally and provided on a case-by-case basis.
• Full implementation of the Eclipse Case Management System.
• Build a diverse and vibrant market to meet future demands, such as through the recommissioning of supported living services.
• Developing the Supported Employment Programme of work, such as through scaling up of We Can (Local supported employment/educational offer) following the successful pilot in 2023/24.

 

SA1.3 - We will enable the delivery of affordable, available, adaptable and energy efficient homes

 

Assessment of current performance - how well are we doing?

• The draft Housing Strategy 2024-2029 was approved by Council on 14^th December 2023. It provides guidance with regard to the housing challenges being faced in Pembrokeshire, the priorities that must be addressed, and the actions that need to be delivered to enact change.
• The Housing Strategy sets out five priority areas that will help to address the housing needs of the county over the next five years: increase the supply of affordable housing to meet local needs; work to ensure homelessness is prevented, brief, rare and unrepeated; improve the overall quality of housing in Pembrokeshire; supporting people to live independently for longer in their own homes; and reducing carbon emission and tackling fuel poverty.
• The implementation of the Rapid Housing Transition Plan 2022-2027 has continued in 2023/24 and has contributed to the development of the Housing Strategy 2024-2029. It is particularly relevant for the second priority of the Housing Strategy, which is focused around ensuring people who are homeless or threatened with homelessness can access the right home at the right time as part of the Rapid Rehousing approach.
• A comprehensive review of the Choice Homes Allocation Policy was undertaken in 2023/24. This work and the revised policy were agreed by Cabinet on 22^nd April 2024, and will support the delivery of the Housing Strategy 2024-2029 and the Housing Revenue Account (HRA) Business Plan 2024-2054.
• Notable changes to the Choice Homes Allocation Policy include: creating an Affordable Housing Register for those who do not necessarily need social housing but cannot afford high private rents or open market purchases; introducing a ‘one-up’ element to help reduce the demand on one-bed stock; advertising Pembrokeshire’s Accessible Housing Register; and removing the priority card to allow for a more even spread of allocations across the top band.  It is worth noting that numbers in the Gold category waiting for Council housing continues to increase.  This is one of the measures routinely monitored by senior leaders and Cabinet in our Corporate Scorecard.
• The Welsh Housing Quality Standard (WHQS) 2 was announced by Welsh Government in October 2023, and the Housing service commenced on its stock decarbonisation programme in preparation, utilising HRA budgets matched with Welsh Government grant from the Optimised Retrofit Programme. On 4^th September 2023, Cabinet approved the invitation, evaluation and delegation of the award of a tender for installation contractors to install decarbonisation retrofit solutions to the Council’s housing stock.
• A new HRA Business Plan 2024-2054 was approved by Cabinet on 11^th March 2024.  
• The HRA reflects that profiling of the number of new homes built has been reduced compared to the previous year (2023-2053). This is a result of the new WHQS 2 which introduced revised standards relating to decarbonising homes and increased measures relating to floor coverings, water butts and safe storage spaces. These have cumulatively contributed to additional financial requirements, consequently impacting upon the finances available to continue building additional new houses to add to the Council’s housing stock.
• Despite initial delays to two of the main development schemes, allocations were made for new tenants in Old School Lane, Johnston and Tudor Place, Tiers Cross, with tenants moving into Johnston in 2023/24 and the remaining tenants moving in by May 2024. Community events at these sites are also planned and the allocations were made following Local Lettings Schemes developed in partnership with the Local Community Council, customer engagement and Local Member involvement. With more schemes in the development programme we look to welcome more new tenants, support community cohesion and alleviate some of the homelessness pressures.
• In addition to new builds, we continue to increase our housing stock through a number of initiatives such as acquired in the region of 50 properties into the HRA stock and using Section 106 money has also been used towards the purchase of properties.
• We progressed our plans for future housing developments in 2023-24.  For instance, we updated our plans for the Brynhir site in Tenby and held a community engagement event on these in September 2023.
• Further revision to the Delivery Agreement for the replacement Local Development Plan (LDP2) was endorsed by Council on 11^th May 2023. However, delays with progress has resulted in a further Delivery Agreement (4^th version) setting out a revised timetable, which will go to Council in summer 2024. Gypsies, Travellers and Travelling Show-people have been encouraged to participate in the LDP2 plan preparation process, as they were identified as a hard-to-reach group who have often not engaged in past preparation.
• An application for grant funding from Welsh Government to assist with energy support for Gypsy and Traveller sites was successful, with customers able to access gas canisters to help alleviate some of the fuel poverty experienced within the community. The Gypsy Traveller Community Communications Group has continued to meet, with positive outcomes being achieved through enhanced engagement and increased customer representation in the group. The group have also been instrumental in forming a revised job description for a Gypsy and Traveller Sites Officer post.
• Delivery of the Tenant Participation Strategy continued in 2023/24. Key tenant participation and engagement achievements have been: that the Customer Satisfaction Survey results were positive, with 70.1% of tenants satisfied with service provided by the Council’s Housing Services; increased communication with stakeholders for housing development programme, including members, town and community councils, communities and tenants; and dedicated officers in place to work with a variety of workstreams within the division, namely Housing Management and Complaints, Decarbonisation and Building Maintenance, Housing Development Programme New Homes and Acquisitions, and Turnkeys.
• Homelessness pressures since the Covid pandemic have not abated.  Our use of Temporary Accommodation remains high with 490 people in Temporary Accommodation at the end of March 2024.
• One of the reasons for the increase in homelessness is the contraction in the private rented sector (there are a number of reasons for this).  We have set up a Landlords Forum to help support the sector.  Our Private Sector Housing Team have seen a significant increase in requests (around 50% higher than in 2019-2021) and are working with colleagues across the Council on empty properties.
• Operationally staff retention is an issue in the Housing Advice Team, staff wellbeing has not been easy to manage since 2020 with caseloads for Housing Officers averaging at around 50-60 per Officer, more than doubling pre-Covid caseloads.  A recruitment exercise for additional staff to support temporary accommodation was partially successful and will enable negotiation of Bed and Breakfast block bookings which will reduce cost.

 

Evidence - how do we know?

• Housing Strategy 2024-2029 (opens in a new tab)
• Rapid Rehousing Transition Plan 2022-2027 (opens in a new tab)
• Cabinet report for the Choice Homes Allocation Policy Review (opens in a new tab)
• Minutes of the April 2024 Cabinet meeting (opens in a new tab)
• Cabinet report on the invitation to tender for installation contractors for council housing decarbonisation Retrofit programme (opens in a new tab)
• HRA Business Plan 2024-2054 (opens in a new tab)
• Cabinet report for the HRA Business Plan 2024-2054 (opens in a new tab)
• Planning Service Plan 2024-25
• LDP2 Delivery Agreement, Further Revised Version 2023 (opens in a new tab)
• Housing, Building Maintenance and Public Protection Service Plan 2024-25
• PCC Facebook article advertising Landlords' Forum (opens in a new tab)
• PCC press release, September 2023 - Community invited to Brynhir housing development update event 

 

Improvement actions - what can we do better and how? 

• Implement the review of the Choice Homes @ Pembrokeshire Allocations Policy, agreed by Cabinet in April 2024. 
• Develop an Affordable Warmth Plan for Council housing stock, in order to work towards Welsh Government EPC A targets, in accordance with WHQS 2023 targets.
• Review and monitor the Rapid Rehousing Plan with the aim of addressing the escalating pressures on temporary accommodation in the county.
• Ensure a robust planned maintenance and responsive repair works programme is in place in order to achieve compliance with new WHQS 2023 requirements.
• Raise awareness of the implications of the changes in homeless legislation.

 

SA1.4 - We will deliver our economic ambition through supporting growth, jobs and prosperity and enable the transition to a more sustainable and greener economy

 

Assessment of current performance - how well are we doing

Evidence - how do we know?

• Press release: go ahead for Freeport Bid, March 2023 
• Decision sheet - Extraordinary Cabinet, 9 May 2023 (opens in a new tab)
• Decision sheet, Establishment of the Celtic Freeport Company - Cabinet, 7 May 2024 (opens in a new tab)
• Celtic Freeport website (opens in a new tab)
• Audit Wales, Corporate Joint Committees – commentary on their progress November 2023 (opens in a new tab)
• Haverfordwest Castle planning permission (opens in a new tab)
• 19 June 2023 Ocky White Topping out ceremony 
• 12 July 2024 Solar power partnership lighting up community energy fortnight
• South West Wales Corporate Joint Committee 21 February 2024 Regional Transport Plan – Case for Change (opens in a new tab)
• PCC press release, 15 July 2024 - Feedback wanted on regional transport vision 
• PCC press release, July 2024 - Future of Haverfordwest 
• Cabinet, 20th May 2024 - South Quay Regeneration Project update (opens in a new tab)
• Cabinet, 11 July 2024 - Operator for Phase 1 of South Quay (opens in a new tab)
• Services O&S, 14 November 2023 - Visit Pembrokeshire Annual Update (opens in a new tab)
• Cabinet, April 2024 - Revised Destination Management Plan (opens in a new tab)
• UK Government announcement on levelling up funding 3 (Technical Annex 5: List of Successful Projects) (opens in a new tab)

 

Improvement actions - what can we do better and how?

• Regeneration Capital projects have all run into difficulties during 2023-24 as a result of rising costs and delays.  As these projects all have a high percentage of external funding, delays can jeopardise the availability of this funding, and unless additional external funding can be found, cost over-runs will fall to the Council.  The focus of Levelling Up Round 3 funding is planned to be on Pembroke including its Eastgate area, though following the change in UK Government our understanding is that the Levelling Up branding for this funding will no longer be used.
• The UK Shared Prosperity Fund comes to an end in March 2025.  This has supported a number of valuable projects, particularly around skills (regular updates have been provided to Cabinet).  Many SPF funded projects experienced difficulty in recruiting to roles within the short timescales that funding is available for.  Whilst we anticipate that a similar external scheme will be put in place to replace SPF, uncertainty over future funding could cause disruption to services used by customers and diverts resources away from delivery.
• The Green economy and the transition to net zero energy remains the most significant long term opportunity for Pembrokeshire, and through the Celtic Freeport we are well placed to make the most of these opportunities.  However, other areas of the UK are also developing as centres for Green Energy, as recent investment plans by the National Grid show. We cannot be complacent and have no natural right to be the UK’s capital of green energy; this will require hard work and commitment.
• Economic Development partnership working is complex.  Audit Wales report on Corporate Joint Committee’s November 2023 re-iterated its concern that the partnership landscape is overly complex.  This report was positive about the progress being made by the SWWCJC on partnership working. However, we need to be mindful of how crowded the regional partnership landscape is for south west Wales.

 

SA1.5 - We will promote and support initiatives to deliver decarbonisation, manage climate adaptation and tackle the nature emergency

 

Assessment of current performance – how well are we doing?

• The Council is committed to doing its part to meet the challenges presented by the climate change and nature emergencies and becoming a net zero Council.  For context, in 2019 the Council voted to announce a climate emergency and to produce an action plan which could steer the Council towards becoming a net zero-carbon local authority by 2030.  This agenda cuts across a range of Council services and needs to be tackled through an integrated and holistic approach and the Council’s Net Zero action plan has been developed to address this.  In addition, the Council’s activity continues to be focused on meeting its legal duties such as the Environment Act and the Environmental Protection Act, and policy directives as set out in Welsh Government’s strategies “Towards Zero Waste” and “Beyond Recycling”.
• We publish detailed information on our carbon emissions each year on our website. The most recent data is 2022-23 (2023-24 data will be published by the end of the calendar year).  Figures are calculated using a consistent Welsh Government methodology.  Results for 2022-23 show a reduction in CO2 emissions of 30%, mainly due to supply chain emissions falling (e.g. emissions from purchasing care from the independent care sector) though supply chain emissions are 43% of the total and remain the single largest source of emissions. 
• On 11 May 2023 Council considered a Notice of Motion requesting a costs analysis of climate emergency reflecting broad concerns regarding the affordability and deliverability of the Council’s net zero commitments.  Following consideration at Corporate Overview and Scrutiny Committee on 8^th June 2023 where the Committee agreed that the NoM should be adopted the matter was referred back to Council at considered at its meeting on 13^th July 2023.  Council resolved to accept the Notice of Motion and determined that the Council maintains a bi-annually updated assessment of the anticipated cost associated with delivering Net Zero Council operations 2030 and delivering Net Zero Council housing stock, over and above business as usual activity.
• Pembrokeshire’s Public Services Board (PSB) through its Well-being Plan has established a Well-being Objective which reflects the Council’s Well-being Objective around this theme.  As a statutory partner of the PSB, this commitment means that in addition to its own activity as an organisation the Council will work collaboratively with its partners to tackle shared challenges.
• We expect our 2023-24 recycling rate will exceed 70%, well above the statutory recycling target of 64% (unverified figures up to Q3 are at c.72%) and amongst the best performing local authorities in Wales.  These high recycling rates continue to have the desired impact of reducing the amount in tonnage of residual waste collected, a trend which has continued for several years.
• A new trade waste service has been developed and rolled out in line with the Welsh Government Workplace Recycling Regulations, enabling the segregation of recycling from businesses across Pembrokeshire. This is in addition to the commencement of an initiative fund project surrounding compliance with Businesses duty of care including holiday homes across Pembrokeshire.
• The Eco Park project is progressing well with construction in its final phases.  The project will replace an interim waste and recycling facility at the Port of Pembroke with a fit –for-purpose and future proof facility on former industrial land near Milford Haven. Further details can be found on our website. 
• The Council spends around £3 million on electricity, gas, liquefied petroleum gas (LPG), oil and biomass fuels each year in its non-domestic buildings – a figure that has held steady.
• Since 2003, the Council has implemented over 400 energy-efficiency and energy-generation schemes at non-domestic council properties across the county. Together, these are estimated to be saving over £2,000,000 and 4000 tonnes of CO2 (tCO2) each year.
• The Council is participating in the Welsh Government-supported Re:fit Cymru energy-efficiency programme. Phase 1 and 2 are complete and are being actively monitored for associated energy savings.
• Initial site inceptions completed by Welsh Government Energy Service for a number of major renewable projects.
• Solar PV has been rolled out on a number of buildings, with feasibility and planning work complete for at least another 5 to be installed in 24/25.
• All remaining high-power-demand streetlight fittings converted to LED: reduces carbon emissions by 322 tonnes annually, and save £205,000 per year in electricity costs.
• One of the keys to decarbonising the transport system is for the Council to decarbonise own fleet. A number of actions are in hand, such as: 31 Euro 6d vehicles are currently on fleet, making these vehicles the Council’s most emission-effective diesels; 80% of the Council’s fleet vehicles are fitted with telematics (tracking) to optimise usage; petrol-powered hand tools are now being replaced with battery-powered ones; introducing BEV vans into fleet with an additional 42 purchased this calendar year. These are now being operated by a wide number of service areas with small and larger vans available
• In terms of wider decarbonising of the transport system the Council continues to: engage with companies to support the development of hydrogen in the county; has developed the business case for EV charging Phase 6, which includes a network remodel to increase the effectiveness of the network; trialled a hydrogen bus to investigate the viability of using hydrogen to decarbonise larger fleet vehicles; Phase 5 rollout of 125kW rapid chargers installed at 4 depots.
• In relation to mitigating coastal and flooding impacts and climate adaptation schemes, the Havens Head and Lower Priory Flood Alleviation scheme full business case is complete, and funding for construction of Phase 1, Havens Head Culvert has been granted.  The Newgale Coastal Adaptation scheme EIA is now under final preparation in advance of finalisation of the PAC which will submitted to PCNPA by the end of 2024.  Ongoing engagement with landowners, business owners and the public are still ongoing, including the final stages of the on site ecology studies.  Adaptation strategy work, including engagement with communities in Amroth & Saundersfoot has now been undertaken and we are undertaking follow up work and information development.
• Response to winter storms has been undertaken as required, assets are monitored and maintained, and the team engages on emergency planning meetings as required.
• Decarbonisation and the retrofitting programme has begun on properties in Jason’s Corner, Stackpole and Angle, with the programme continuing at pace in 2024/25.
• The Council leads and co-ordinates the work of the Pembrokeshire Nature Partnership which exists to co-ordinate, promote and record existing and new actions to conserve, promote and enhance nature in Pembrokeshire, including the National Park, the inshore waters and seabed around the Pembrokeshire coast to 12 miles offshore.  The Partnership employs a Biodiversity Implementation Officer (0.8FTE) to run the core functions of the Partnership, input to policy groups and develop project collaborations, and two Partnership Implementation Officers (full time) to deliver large capital projects. A full time Biodiversity Assistant ensures effective administration of project finances and routine matters. The Partnership has published a Nature Recovery Action Plan for Pembrokeshire to guide action on the ground in line with strategic priorities.
• Relevant polices to ensure the Council manages its land to enhance green infrastructure and biodiversity have been drafted and included in the deposit plan and will be adopted in LDP2.  This includes for example creating wildlife corridors making it easier for species to move from one area to another and help existing populations of key species to be more resilient.  
• The Council has been working with town and community councils, communities and the third sector to provide sustainable and cost effective solutions to maintain and improve the local environment quality and enhancing biodiversity in the public realm.  This has seen 10 projects with a particular focus on biodiversity in 2023-24, including tree planting, wild flower meadows, clearing scrub land and reintroduce planting areas and introduction of bat roosting areas.

 

Evidence - how do we know?

• Project group updates to PSB meeting (opens in a new tab)
• Report on Havens Head and Lower Priory flooding, Services Overview and Scrutiny Committee, 16 January 2024 (opens in a new tab)
• Pembrokeshire Nature Partnership report to Services Overview and Scrutiny Committee, 26 March 2024 (opens in a new tab)
• Local Development Plan

 

Improvement actions – what can we do better and how?

• Review Net Zero Action Plan and strengthen governance arrangements around its delivery.
• Final delivery of the Eco Park project.
• Continuing improvements to waste and recycling facilities.
• Increasing recycling performance including expansion of recycling streams i.e. plastic film by 2027 as per Welsh Government legislation and additional kerbside services including small WEEE.
• Review of net zero and decarbonisation options for service including vehicle replacement options.
• Public transport improvements - modal shift is important in terms of reducing travel to achieving carbon reduction.
• Decarbonising the transport system.
• Coastal and flooding impacts: develop forward schemes at Newgale, Amroth, Tenby, Pembroke Saundersfoot and Lower Priory and Havens Head.
• Develop an Affordable Warmth Plan for our council housing stock, in order to work towards Welsh Government EPC A targets by in accordance with WHQS 2023 targets.
• Maximise opportunities for affordable warmth solutions in private sector housing in support of Welsh Government target to achieve EPC A for those in fuel poverty by 2030 and all housing tenures by 2050.

 

SA1.6 We will support our communities, maintaining positive relationships with them to help to build active, resourceful, connected, sustainable and creative communities

 

Assessment of current performance – how well are we doing?

• The work of the Public Services Board Strengthening Communities Group supports the delivery of our corporate priority to make communities more resourceful and sustainable and builds on the pivotal role our communities can play around new ways of working and creating transformational relationships with traditional service providers. 
• Membership of this group – Health, Social Care, PAVS, MAWW Fire, PLANED and Welsh Government - reflects its focus on strengthening and empowering our communities to meet the challenge of future slimmed-down public services alongside promoting working with local people on the things that matter most to their communities.  The work of the group is focused around the objectives of Active, Connected, Resourceful and Sustainable communities.
• In October 2023 a ‘Joining the Dots for All to Live Well in Pembrokeshire’ Communities Conference was held, attended by a number of multi-agency partners as well as members of the Welsh Government community policy development team.  The aim of the conference was to explore how organisations and individuals can work together to strengthen communities.
• A series of ‘Keeping Well’ roadshow events are underway throughout 2024 that will see representatives from a range of partners including Health, the Council’s Social Care team and PAVS touring community venues across the county to provide information and advice about the range of community solutions, support and services that are available in Pembrokeshire.
• The Enhancing Pembrokeshire Grant enables Pembrokeshire County Council to work in partnership with local communities and organisations and support them to mitigate the local impact of second homes. It has supported many projects, helping restore the viability of communities and well-being of local residents, and has attracted money from other grant sources into Pembrokeshire.
• A wide range of projects were supported in 2023-24, targeting rurality and isolation, access to community mental health support,  suicide prevention training, dementia awareness, loneliness, play and engagement and work with young people from a local mosque and youth group to break down barriers, improve confidence, involvement, and reduce social isolation.
• The Fund also supported all children across Pembrokeshire access Pembrokeshire Outdoor Schools delivered by PCNPA and ensured long-term sustainability and energy efficiency were key parameters in its support of Newport Memorial Hall and St Ishmaels Sports and Social Club.
• The Council has refreshed its approach to working with town and community councils.  A new Working Better Together network has been established as a means of progressing information sharing, relationships building and discussing areas of mutual concern.  Over the past twelve months these bi-monthly meetings have discussed the community boundary review, developed a cost neutral way of supporting town and community councils to meet their duty to have a website, and are exploring how a Clerks network could facilitate information sharing and mutual support for Clerks.
• The Council continues to work with town and community councils (as well as other public bodies, such as Pembrokeshire Coast National Park Authority) on joint funding models for community based services.  For instance, in November 2023 Tenby Town Council provided funding to maintain 2023-24 library opening hours into 2024-25.
• The Council has undertaken a range of work during the year to strengthen its approach to promoting volunteering opportunities both externally and internally, for example team volunteering days designed around community activities such as litter picking, reviewing our volunteering policy, and supporting initiatives during Volunteers Week.
• Training has been delivered to senior leaders and managers, and elected members, regarding best practice in collaborating with communities.  An in-depth review of how the Council and works with communities through all service areas is currently progressing.  This work is part of the development of a new community strategy which will set out the Council’s strategic approach to working with communities moving forward.

 

Evidence - how do we know?

• Keeping Well Roadshows (opens in a new tab)
• Strengthening Communities Group updates to PSB meetings (opens in a new tab)
• Enhancing Pembrokeshire – summary of supported projects
• Pembrokeshire Coast National Park Authority - PCNPA facilities voluntary payment to PCC regarding public toilets (opens in a new tab)

 

Improvement actions - what can we do better and how?

• The delivery group for the operational elements of the PSB Strengthening Communities project plan has identified priority areas to take forward over the next 12 months.  These priorities are focused on:
• Volunteering
• Community profiles and wellbeing plans
• Social enterprises
• Community Asset Transfer
• Community Hub / Connectors
• Multi-agency engagement and relationship building will continue throughout the next 12 months in order to identify further opportunities to support the work of the PSB Strengthening Communities Group.
• The 2024-25 the Enhancing Pembrokeshire Grant will offer more targeted support to community groups, focusing on current areas of low response.  Alongside this, scaling up community ideas could increase the scope and potential of projects, making more effective use of the funding.  The team will need to increase its capacity to allow a broader more advisory and supportive role offered to communities. This would enable greater opportunities to develop community based ideas and activities, which could result in more related and collaborative projects of strategic benefit to Pembrokeshire. Most importantly, it would make a real difference to the vibrancy of communities.
• Rebrand and refresh the Intranet volunteering page and volunteering newsletter.
• Continued development of a new Community Strategy.