COUNCIL TAX in Pembrokeshire could rise by nearly 17 percent this year, adding more than £250 to the annual bill, in a series of proposals to be considered by senior councillors next week.

Pembrokeshire County Council’s Cabinet, meeting on February 10, is recommended to support one of four options for the council tax element of the forthcoming 2025-’26 budget.

The proposed rises, and the increase for the average Band D property are.

• 9.85 percent (£148.81)
• 11.14 percent (£168.29
• 16.58 percent (£250.48)

The fourth option, proposed by the council’s Liberal Democrat group members, would see, amongst other changes to the three outlined above, a 12 percent increase (£181.29).

For many years Pembrokeshire has had the lowest Band D Council Tax in Wales.

Following the 12.5 percent increase in 2024-25 Pembrokeshire moved to the fourth lowest in Wales with a base Band D Council Tax of £1,510.72 per year, before town and community council and police precepts are added.

A report for members ahead of the Cabinet meeting says the council’s projected funding gap for 2025-26 has been reduced from £34.1m to £27.4m after a better-than-expected Welsh Government local government settlement but says: “Based on the current projected funding gap of £27.4m, it is evident that major budget savings as well as a significant council tax increase will be required in order to deliver a balanced budget for 2025-26. The lower the Band D council tax increase, the higher the budget savings requirement will be, with the consequential adverse impact on the provision of council services.”

The report lists 171 potential council savings to help balance the budget, ranging from green (achievable with impact) to red (very challenging with significant impact ) and deep red (statutory failings and/or very significant impact), saying: “The cumulative total of the Green to Deep Red savings (171 measures) is £23.9m.  Implementation of all these budget savings options will be challenging, with some considered to be particularly unpalatable to council and the public.”

Of the total savings listed, they are categorised as red from 105 onwards and deep red from 146.

Of the three main council tax increase proposals, a 9.85 percent rate would need savings up to 132, well into the red, 11.14 percent up to 128, and even the 16.58 percent rate going into the red savings at 108.

On the potential use of reserves, the report says: “The current analysis of reserves indicates that the absolute maximum of uncommitted reserves that council might consider using in exceptional circumstances is up to £1.3m but this remains subject to the Section 151 Officer’s continuing assessment.”

The S151 officer, in the report has said: “Unless there is a clear plan to replenish, any utilisation of reserves to balance the budget would only be a sticking plaster and will add to the projected funding gap for the following year.”

The final decision on the council budget will be made by all members of the council, meeting next month, with next week’s Cabinet choice forming a recommendation.

For this coming year, the Dyfed-Powys Police precept part of the overall council tax bill is rising by 8.6 percent, bringing the rate for a Band D property to £360.68.

Neighbouring authority Ceredigion is proposing an increase of just under 10 percent but an alternative proposal around the six percent mark is being mooted.

Haverfordwest ‘at the centre’ of Mid and West Wales Fire Service scandal

A DAMNING independent cultural review into Mid and West Wales Fire and Rescue Service (MAWWFRS) has laid bare widespread bullying, harassment, and a culture of favouritism – issues long suspected at Haverfordwest Fire Station, which was at the heart of controversy following the dismissal of Watch Manager Phil Irving in 2024.

The findings, published this month, confirm what many firefighters have been saying for years – that nepotism, intimidation, and a lack of accountability have created a toxic working environment across the service. The review follows a series of scandals, including Irving’s dismissal, which rocked Haverfordwest Fire Station and raised major concerns about the culture within the service.

“Operational boys’ club” exposed

The review describes MAWWFRS as an “operational boys’ club” – where personal connections with senior leaders, rather than skills or experience, dictate career progression. Staff reported that friendships with management led to promotions and special treatment, while others faced discrimination or were pushed out for speaking up.

One firefighter told investigators: “Help from the old boys’ club means promotion for many operational personnel.”

Another stated: “There is a pernicious cliquey culture within the organisation. Favouritism and nepotism thrive – if you are friends with the right people, you are untouchable.”

These findings mirror concerns raised in 2021, when The Herald revealed serious complaints about bullying and mistreatment at Haverfordwest Fire Station. At the centre of those allegations was Watch Manager Phil Irving, who was accused of intimidating staff, creating a culture of fear, and forcing multiple colleagues to request transfers just to escape his leadership. Despite repeated complaints, it took years for MAWWFRS to take action, and it was only in 2024 that Irving was dismissed.

Years of bullying ignored

The review found that bullying and harassment remain rampant, with 47% of staff experiencing it since 2021, and over half (54%) witnessing it firsthand. However, despite the scale of the problem, most staff do not report it, fearing retaliation or career damage.

One employee stated: “Speaking up means you’ll be marked. It’s easier to keep your head down.”

Another added: “If you’re not in the right circles, it doesn’t matter how good you are – you won’t go anywhere.”

Leadership failures and a lack of accountability

The review heavily criticises senior management, describing a lack of accountability at every level. Disciplinary procedures were found to be biased, unprofessional, and ineffective, with some managers protecting each other rather than enforcing proper standards.

This was evident in the handling of Phil Irving’s case. Despite numerous complaints and repeated concerns from colleagues at Haverfordwest Fire Station, it took years for leadership to act, leaving firefighters in a toxic working environment for far too long.

Even after Irving’s removal, firefighters remain sceptical that real change will happen.

One told The Herald: “People like him were allowed to thrive because the whole system is broken. Unless they fix leadership, it will happen again.”

Fire service pledges change – but is it too late?

In response to the report, Chief Fire Officer Roger Thomas admitted the findings were serious, stating: “I accept the findings and recommendations within the review, which support my ambition to improve the culture of our service.”

However, many remain unconvinced that MAWWFRS will follow through with genuine reform. The cultural issues are deep-rooted, and Haverfordwest Fire Station is just one example of a wider problem across Mid and West Wales.

While some believe that Irving’s dismissal was a step in the right direction, others argue it was too little, too late. The challenge now for MAWWFRS leadership is whether they will take real action – or whether this report, like so many before it, will simply gather dust while the same toxic culture continues.

PEMBROKESHIRE COUNTY COUNCIL is seeking public feedback on how it manages flood risk across the County.

The Flood and Water Management Act 2010 requires Local Authorities to publish their local flood risk management strategy and flood risk management plans and request feedback from local residents.

A public consultation will help identify local knowledge about flood-prone areas, historical flooding events, and community-specific vulnerabilities.

Local residents and stakeholders can often possess unique insights about their areas that can contribute to the development of an effective flood strategy.

The consultation will allow the public to understand the rationale behind proposed measures, the potential impacts, and the overall strategy.

It will also provide information regarding flood protection measures, early warning systems, emergency response plans, and evacuation procedures.

By increasing public awareness, communities become better prepared and more resilient to floods.

More details of the consultation is available online.

You can give your views by completing the online response form.

If you would like a paper copy please call our Customer Contact Centre on 01437 764551 or email [email protected]. 

Please complete the survey by Monday 17th March.