Corporate plan 2023 / 2028 (2025 / 26 refresh)

Delivering a successful and sustainable Swansea.

Swansea, like the rest of Wales and the UK, is facing a period of profound and ongoing change. Councils are being challenged as never before - rising demand for services, persistent inflation, workforce pressures, constrained budgets and growing inequalities all mean we must continue to think and work differently to meet the needs of our communities.

Despite these pressures, since May 2023 we've made real progress. Working alongside our staff, partners and residents, we've delivered on key commitments - supporting those who need us most, investing in vital services and infrastructure, improving outcomes for children and families, and taking meaningful action on climate and nature. We're proud of what we've achieved so far, but we know there is more to do.

This refreshed Corporate Plan for 2025-28 builds on that progress. It sets out the next phase of our response to the big challenges of today - from tackling the housing crisis to improving public health and wellbeing, reducing poverty, accelerating decarbonisation and boosting local economic resilience. It also looks to the future, recognising the need for long-term thinking, innovation and collaboration across everything we do.

We are committed to transforming how the Council works so that we are financially sustainable, more responsive to the needs of our residents, and focused on delivering the best possible outcomes with the resources we have. This means embracing new technologies, strengthening our partnerships, and continuing to make difficult but necessary choices.

To succeed, we must work together. That means involving residents in shaping the services that matter to them, working in partnership with other public services and the third sector, and staying focused on prevention, fairness, and sustainability. By doing so, we can build a stronger, greener and fairer Swansea - now and for future generations.

Cllr. Rob Stewart
Leader of the Council

Martin Nicholls
Chief Executive

1. Introduction - review of the Corporate Plan and Well-being Objectives

This refreshed Corporate Plan sets out Swansea Council's Well-being Statement and its key priorities, known as Well-being Objectives, in line with the requirements of the Well-being of Future Generations (Wales) Act 2015.

Originally developed in 2023, these objectives reflect the outcomes of extensive engagement with residents and a robust analysis of evidence including future trends, the Future Generations Commissioner's 2020 Report, our equality and Welsh language objectives, and our core policy commitments. They are the foundation of our long-term vision for Swansea and guide how we contribute to the seven national well-being goals.

As required by law, we review our Well-being Objectives annually to ensure they remain relevant and ambitious. The most recent review, completed in early 2025, confirmed that all six objectives remain appropriate and aligned to both national goals and local need. They continue to reflect Swansea's most pressing challenges, from growing demand for social care and the need to improve school attendance, to the cost-of-living crisis, climate change, and the future resilience of public services.

This Plan also sets out the steps we are taking to meet these objectives and describes how we are embedding the five ways of working that define sustainable development in Wales. This includes:

Taking a long-term view of the city's future.
Preventing problems before they escalate.
Aligning our priorities across services and with partners.
Working collaboratively across sectors.
Involving people meaningfully in shaping the decisions that affect them.

Through this approach, we are not only delivering on our local responsibilities but also making a strong and integrated contribution to a fairer, greener, and more resilient Wales.

Human Rights and Strategic Equality Plan

Since the Corporate Plan 2023-2028 was approved, we've adopted a new Strategic Equality Plan for 2024-2028, which now explicitly includes a strengthened focus on human rights alongside updated equality objectives. This reflects our ongoing commitment to tackling inequality, promoting inclusion, and respecting the rights of all individuals. We've refined our Well-being Objectives following the annual review, responding to challenges such as the cost-of-living crisis and climate change. We've also improved our use of data and impact assessments to inform decisions and adapted to new duties under the Local Government and Elections (Wales) Act 2021. These changes support a more integrated, evidence-based, and rights-focused approach to delivering our priorities.

2. Our Well-being statement

This section summarises the Council's Well-being Statement and outlines how our Corporate Plan meets the requirements of the Well-being of Future Generations (Wales) Act 2015. It explains the evidence and engagement that underpin our Well-being Objectives, the major challenges we face, and how our values, principles, and ways of working support delivery. Together, these form the basis of our long-term commitment to improving the social, economic, environmental, and cultural well-being of Swansea and Wales.

Our challenges

Swansea faces a complex and evolving set of challenges in the years ahead. These include:

Demographic change, with a growing, ageing, and more diverse population placing new demands on services, particularly in health, social care, and housing.
Economic uncertainty, with continued pressure to attract investment, boost productivity, and address unemployment and skills gaps, while adapting to automation and the transition to a low-carbon economy.
Escalating housing pressures, with rising homelessness, use of temporary accommodation, and the need for more affordable and supported housing options.
Financial sustainability, with councils across Wales, including Swansea, facing unprecedented pressures from inflation, pay awards, increasing service demands, and reduced external funding, all of which impact our ability to balance budgets and deliver transformation at pace.
Climate and nature emergencies, including flooding risks, biodiversity loss, and the challenges of delivering a credible path to Net Zero by 2030 amid financial and regulatory uncertainty.
Social and cultural shifts, including entrenched poverty, inequality in access to services, increased mental health need, and growing demand for support from children's and adult services.
Digital and cyber resilience, with councils increasingly reliant on digital infrastructure while facing growing cyber threats and capacity gaps in critical systems and workforce.
Public service reform, with legislative and regulatory change including the Social Partnership and Public Procurement Act, demanding new models of collaboration, community involvement, and procurement practice.

These challenges are captured in our Strategic Risk Register, which identifies the most significant risks that could impact the Council or prevent delivery of our priorities. Current corporate risks include:

Safeguarding.
Homelessness and Housing Supply.
Impact of Poverty.
Education and Skills Offer.
Connecting Care.
Workforce Recruitment and Retention.
Financial Control and Medium-Term Financial Planning.
Living within our Budget.
Corporate Transformation Plan delivery.
Net Zero by 2030.
Cyber, Data, and Digital Security.
Development of a New Waste Strategy.

Our Corporate Risk Management Framework was updated in April 2024 to strengthen governance, improve visibility, and ensure integration of risk with service and financial planning. Through the delivery of this Corporate Plan, our Well-being Objectives, and ongoing transformation, we aim to mitigate these risks and build a more resilient, inclusive, and sustainable Swansea.

Our Vision

In 2028 Swansea is a place that has a thriving mixed use city centre and local economy. It is a place where people can gain the skills and qualifications they need to succeed in life, where everyone can achieve their potential and where communities are resilient and cohesive. Swansea is a place where human rights are respected, and people are safeguarded from harm and exploitation. It is a place where nature and biodiversity are maintained and enhanced, and carbon emissions are falling.

Our Well-being Objectives

To meet these challenges and achieve our vision, we have prioritised six well-being objectives. These are:

Safeguarding people from harm - so that our citizens are free from harm and exploitation.
Improving Education and Skills - so that everyone in Swansea gains the skills and qualifications they need to succeed in life.
Transforming our Economy and Infrastructure - so that Swansea has a thriving mixed use City Centre and a local economy that will support the prosperity of our citizens.
Tackling Poverty and Enabling Communities - so that every person in Swansea can achieve their potential.
Delivering on Nature Recovery and Climate Change - so that we maintain and enhance nature and biodiversity in Swansea, reduce our carbon footprint and tackle climate change.
Transformation and Financial Resilience - so that we and the services that we provide are sustainable and fit for the future.

In 2024-25, the 'Tackling Poverty' objective was updated to include 'Enabling Communities', reflecting a strengths-based approach that values the role of individuals, communities, and networks in addressing poverty. The 'Transformation and Financial Resilience' objective was renamed to emphasise the need for the Council to evolve into a more sustainable organisation, capable of withstanding global pressures, rising demand, and shrinking resources.

Our Values
Our Plans are built on three clear values, which guide the way that we work, how we develop as an organisation and our decision-making through the years ahead.

People Focus
We will focus on community needs and outcomes and on improving the lives of the people who live and work in Swansea. We will also respect, value and support our employees and demonstrate the highest standards of integrity.
Working Together
We will promote a whole partnership approach, working across services to maximise resources and knowledge and joining forces with others outside the council to ensure we prioritise our resources and get the best for our communities.
Innovation
We will promote and support a culture of innovation. We will think and work differently to improve our ability to deliver and to meet the financial, demographic and societal challenges we face. The response to the Covid crisis has resulted in significant innovations and changes to the way staff work and deliver services.

Our Principles

Our plans and priorities continue to be underpinned by three key principles. These principles are essential to achieving our Well-being Objectives and are embedded in how we work across the Council and with our partners.

Sustainability
We are committed to improving the economic, social, cultural, and environmental well-being of Swansea - both now and for future generations. This principle shapes our long-term planning and transformation programmes, ensuring we act preventatively, integrate services, and involve residents and communities in shaping our work. Sustainability is central to our response to climate change, service demand, and community resilience, and is a core requirement of the Well-being of Future Generations (Wales) Act 2015.
Prevention
We will continue to take early action to support people at greatest risk, prevent problems from escalating, and reduce reliance on high-cost services. This includes strengthening family and community resilience, improving access to early help and advice, and redesigning services to better manage and reduce demand. A whole-Council approach, informed by data and insight, will help us focus resources where they can make the biggest difference.
Collaboration and integration
Meeting the challenges Swansea faces requires close collaboration across public, private, and voluntary sectors. We are strengthening joint working through the Public Services Board and other local and regional partnerships, aligning priorities and resources to deliver better outcomes. This integrated approach reflects not only the Well-being of Future Generations Act but also our duties under the Social Partnership and Public Procurement (Wales) Act 2023, helping us to create more joined-up, socially responsible public services.

Our Delivery - the steps

Our Corporate Plan demonstrates that all of our Well-being Objectives taken together and the steps that we are undertaking to deliver them shows our contribution to all seven national goals and to the social, economic, cultural and environmental well-being of Swansea and Wales.

However, our contribution extends beyond the Corporate Plan itself. While the Plan defines our key Well-being Objectives and outlines our strategic direction, it sits within a broader Performance Management Framework. This includes departmental Service Plans, which set out how individual services contribute to delivering our shared objectives. Taken together, the Corporate Plan and Service Plans provide a complete picture of how the Council contributes to national goals and delivers for Swansea's communities.

This relationship is illustrated in the diagram below:

Our Delivery - sustainable ways of working

We are committed to maximising our contribution to the social, economic, cultural, and environmental well-being of Swansea and Wales by embedding sustainable ways of working across all that we do. These are not only reflected in our values and principles, but also in the practical steps we are taking—now and in the future—to deliver meaningful, lasting outcomes in line with our Well-being Objectives. Specifically:

Looking to the long-term
Our Corporate Plan and Well-being Objectives are designed to address both current and emerging long-term challenges. We continue to build our capability for strategic foresight, supporting the transformation of services to meet future needs. This includes enabling economic growth, supporting resilient communities, reducing environmental impact, improving customer service, and strengthening our workforce. Long-term thinking remains central to how we design and deliver change.
Preventing problems before they escalate
We are committed to early intervention and prevention as a core part of how we work. Our Prevention Strategy supports the shift toward tackling root causes, reducing demand for intensive services, and improving long-term well-being. We are embedding prevention more deeply into decision-making, service design, and resource planning across the Council.
Integrating Our Objectives and Partnerships
Our Well-being Objectives are interconnected, progress in one area supports progress in others. For example, improving education and skills is critical to tackling poverty, supporting economic growth, and addressing inequality. Our approach reflects the integrated nature of the challenges we face, from climate change and biodiversity loss to economic resilience and public health. We are also working collaboratively with other public bodies to align our goals and maximise collective impact.
We actively assess how policies, programmes, and transformation activities interconnect to ensure our work is joined-up, coherent, and aligned to our Well-being Objectives. We use our Integrated Impact Assessment (IIA) tool and an interdependency matrix across our Corporate Transformation programmes to identify where actions reinforce or risk undermining one another. These tools supported the review of this Plan and helped map our collective contribution to the national well-being goals and the wider well-being of Swansea.
Working in collaboration with others
We are working closely with partners across the public, private, and third sectors to deliver our Well-being Objectives and maximise our contribution to the social, cultural, environmental, and economic well-being of Swansea and Wales. Key areas of collaboration include:
•   Education improvement - partnering with other local authorities to deliver regional school improvement services that raise standards and share best practice.
•   Safeguarding - working with professionals from key agencies through the West Glamorgan Safeguarding Boards to protect children and adults from abuse, harm, and neglect.
•   Economic transformation - collaborating with neighbouring councils, Welsh Government, universities, and the private sector through the Swansea Bay City Deal. This ambitious programme aims to boost the regional economy by £1.8 billion and create nearly 10,000 new jobs over the next 15 years.
These partnerships are essential to tackling shared challenges and delivering better outcomes for our communities.
Involving all our citizens in what we are doing
The Council is committed to involving residents, employees, partners, and stakeholders in shaping the decisions that affect them, their families, and their communities. Our Consultation and Engagement Strategy sets out a clear framework to support consistent, high-quality engagement across the Council, helping services to plan and deliver meaningful involvement that informs decision-making.
We are committed to inclusive engagement and work actively to involve a wide cross-section of the population. This includes regular dialogue through established groups and forums such as the 50+ Network, LGBT Forum, and other equality networks. We engage children and young people through School Councils, Pupil Voice, and the Big Conversation, which enables young people to raise issues that matter to them. Swansea was the first UK Council to formally adopt and embed the UN Convention on the Rights of the Child, and Article 12 - the right to be heard - continues to underpin our engagement with young people.
In addition, we are embedding co-production across the organisation. We have a corporate Co-production Policy and an active Co-production Network that supports services to work in genuine partnership with citizens. This reflects our belief that the people who use services are best placed to help shape them.
Involving people in our Well-being Objectives
A public consultation on Swansea Council's original Corporate Plan 2023-2028 gathered views on the proposed Well-being Objectives and the steps to deliver them. It formed part of an ongoing approach to engaging residents, partners, and stakeholders on the Council's priorities.
Targeted engagement by lead officers also helped shape each objective, supported by input from service-level consultations, equality networks, and themed engagement on issues such as climate change, active travel, and education. The approach built on previous insight and aligned with wider consultations taking place at the time, ensuring the Plan reflected a broad range of views and priorities.
The consultation showed strong support for the Council's draft Well-being Objectives, with between 75% and 93% of respondents agreeing with each priority. The highest levels of support were for Education and Skills (93%), Safeguarding (88%), and Tackling Poverty and Enabling Communities (90%). There was similarly high agreement with the proposed steps to deliver each objective.
Since the 2023 consultation, the Council has continued to involve residents, service users, and stakeholders in shaping its priorities through a range of engagement activities. These have supported the ongoing development and annual review of the Corporate Plan and Well-being Objectives, drawing on a wide body of feedback gathered through:
•   Resident surveys and budget consultations, which consistently highlight strong public support for investment in key areas such as education, social care, tackling poverty, and protecting the environment.
•   Thematic consultations on issues such as climate change, active travel, and green infrastructure, which have directly informed the steps being taken to deliver the Well-being Objectives.
•   Engagement through equality and human rights forums, including work to support the Strategic Equality Plan and strengthen inclusive policy making.
•   Ongoing dialogue with trade unions and workforce representatives, reflecting the Council's duties under the Social Partnership and Public Procurement (Wales) Act 2023.
These diverse engagement activities have played a key role in shaping delivery and ensuring the Well-being Objectives remain relevant, evidence-based, and supported by the people and communities they are designed to benefit. As a result, the objectives have been retained and reaffirmed for 2024-25 and 2025-26.

3. Progress since 2023

Since the Corporate Plan 2023-2028 was launched, the Council has made steady and purposeful progress in delivering the steps set out under each of its Well-being Objectives. Delivery in 2023-24 provided a strong foundation, with most actions either completed or on track, and over 70% of success measures achieved or exceeded. This is evidenced in the Annual Performance Review 2023-2024, which provides a detailed assessment of delivery across all objectives.

This positive trajectory has continued through 2024-25. By the end of the third quarter, over three-quarters of planned steps were either complete or progressing as intended. This reflects the strength of our planning and governance arrangements and the continued focus across the organisation on delivery.

We have made particularly strong progress in areas such as education investment, economic regeneration, early help for families, and environmental sustainability. Major infrastructure schemes, improvements to specialist teaching provision, and new initiatives to promote biodiversity and the Welsh language are being delivered at pace. Preventative work through safeguarding and employability support continues to make a real difference to individuals and communities.

As expected, some challenges remain. Issues such as school attendance, adult care reviews, housing pressures, and workforce resilience continue to require focused attention. These are complex, long-standing challenges shared across the public sector. In each case, targeted action is underway, and improvement is being monitored closely.
Where performance has declined or progress has slowed, our performance and risk management systems have enabled timely response. Almost all delivery steps maintained or improved their status between quarters two and three of 2024-25, showing a high level of organisational awareness and adaptability.

Overall, the Council remains on course to deliver this Plan. Our priorities remain relevant, our objectives are embedded in day-to-day delivery, and our performance management framework continues to support ongoing improvement. We are working with partners and communities to respond to challenges, maintain momentum, and ensure that the steps we take now lead to better outcomes for Swansea in the future.

Our Corporate Transformation Plan - supporting our Well-being Objectives

The Corporate Transformation Plan (CTP) 2023-28 plays a key role in delivering this Corporate Plan. It brings together thirteen programmes that support our Well-being Objectives by driving improvement, efficiency, and long-term sustainability across key services.

These programmes focus on areas such as education, care, housing, regeneration, and digital innovation. They are aligned to our Well-being Objectives and reflect the five ways of working set out in the Well-being of Future Generations Act.

The CTP ensures that transformation is embedded in the way we work, focused on prevention, collaboration, and delivering better outcomes. Through strong governance and shared oversight, it helps us respond to current challenges while building a more sustainable future for Swansea.

Our Budget - resourcing our Well-being Objectives

The Council's net revenue budget for 2025-26 is £640.8 million, with most funding from the Welsh Government and the remainder raised locally through Council Tax and service income. Council Tax is expected to generate £165.3 million this year, following a 5.95% increase. While substantial, this does not cover the cost of our social services alone, underlining the need for a balanced approach to funding, transformation, and savings.

Public consultation consistently shows that residents prioritise education and social services, while also valuing local services such as street cleaning, highways, and community events. This feedback, alongside our Well-being Objectives and Corporate Plan commitments, informs how we allocate resources and deliver value for money.

The 2025-26 budget includes:

£228.7 million for education, the largest area of spend.
£196.1 million for social services, supporting vulnerable people.
£98.5 million for place-based services, including waste, infrastructure, and the environment.

Despite a cash uplift from Welsh Government, high inflation, pay pressures and rising demand mean the Council must deliver £18.5 million in savings. These are focused on transforming services, improving efficiency, and managing demand more sustainably.

Our budget is closely aligned to the priorities set out in this Corporate Plan. We continue to focus on early intervention, collaborative working, and long-term planning to maximise our impact and ensure every pound we spend contributes to the well-being of Swansea and its people.

4. Our Well-being Objectives

Our six Well-being Objectives remain unchanged following the 2025 review, confirming their continued relevance and alignment to national goals. This section sets out updated delivery steps, success measures, and key performance indicators for 2025-26. For full context on the rationale and scope of each objective, please refer to the original Corporate Plan (2023-28).

Safeguarding people from harm

The steps we will take to meet this well-being objective are:

Safeguarding as Everyone's business - Safeguarding our most vulnerable people is 'everyone's business' across the Council, within schools, with partners, and through West Glamorgan Safeguarding Board and partnerships, we will undertake a review of post-pandemic care and support provision.
High quality and resilient statutory services - by ensuring that Adult and Child and Family Services are robust, resilient, and effective in getting right care and support, to the right person, at the right time. We commit to investing £750 million for better care in Swansea, to begin options appraisal to increase council direct delivery of care.
Improving outcomes for children and young people by promoting rights of children, young people in everything we do, through our strategy to support children and young people to live safely at home with their family; through the corporate parenting strategy to help each cared for child achieve a better life; We will strive to provide new children's care facilities within Swansea; by progressing a new children's care facility offering high quality, not for profit, local placements when most needed.
Transforming Care and Support to vulnerable adults - Supporting our most vulnerable adults to remain safe and independent at home, by remodelling access to an integrated health and social care service. We will rebalance our service offer to provide better day care opportunities and respite services across the city; to focus on prevention, reablement, and by engaging with Health to ensure care plans align with health recovery to improve outcomes.
Support to unpaid carers, parent carers and young carers - recognising the vital contribution of unpaid carers, parent-carers and young carers by coproducing new approaches to the right support to achieve their own well-being outcomes.
Building a skilled, professional workforce and supporting their wellbeing - by safe recruitment, and retaining a workforce that continues to deliver high quality social services, by committing to fairer pay for care workers; through supportive leadership; by focusing on workforce wellbeing, practice standards and professional development to support each worker to be the best they can be.
Implement the West Glamorgan regional partnership work programme, by working with partners to achieve integrated sustainable, and zero net carbon model of health and social care.

By the end of 2025-26 we will have ensured:

Safeguarding remains a whole council priority and everyone's business.
Improved access to and use of the Council's early help and wellbeing and prevention offer and reduced demand on statutory services.
More children supported to live safe and well with families and in local communities and where children do require to become looked after - more to be supported in Council in house services.
Swansea citizens experience a seamless journey towards their own health and wellbeing outcomes.
Carers are identified and supported in their own wellbeing.
A professionally skilled, competent, and well supported workforce sufficient to deliver the Directorate's target operating models for children and adult services.
Better integrated community based health and care service delivery.
Progress is made in delivering the Transforming Adult Services and Child and Families Transformation programmes, with a focus on prevention, early intervention, and timely support, resulting in improved access, reduced statutory interventions, and better outcomes for vulnerable people.

How we will measure progress

The percentage of council staff who have completed mandatory safeguarding training.
Number of Children / Young People Supported by Child and Family Services at the end of the period.
The number of Children / Young People supported by the Early Help Hubs at the end of the period.
Of total number of adults supported by adult services % supported through Early Help
Rate per 10000 adults with a care and support plan.
The rate of looked after children (LAC) per 10,000 of the 0-17 Swansea population.
The number of children on the Local Authority's Child Protection Register (CPR) at end of the period.
Percentage of contacts received where a decision was made by the end of the next working day.
The percentage of visits to children on the CPR which were not overdue.
Of the total number of children placed in residential care percentage where care was provided in house.
Of the total number of children placed in fostering percentage where care was provided in house.
The percentage of residential reablement stays where the need for support was mitigated or reduced.
Percentage of community reablement packages of care where need for support was mitigated or reduced.
Rate per 10,000 adults receiving long term residential care.
90% of identified carers offered an assessment at the point of assessment of the 'cared for'.
Increase the percentage of residents who are satisfied with the council's provision of social services compared to the previous year (based on residents' survey results).
Percentage vacancy rate across children services.
Percentage vacancy rate across adult services.
Number of agency registered social workers contracted by the Directorate.
Percentage of appraisals completed in the Directorate.
Of the total number of reported Delayed Transfers of Care (DTOC) the percentage with reason codes 'awaiting social work allocation and awaiting completion of social work assessment'.

Improving education and skills

The steps we will take to meet this well-being objective are:

Inclusion Strategy - We will deliver the inclusion strategy to embed inclusive provision for additional needs, specialist places for additional needs and a whole school approach to emotional health and psychological wellbeing. The strategy will promote attendance, inclusion, learner participation in decision making and reduction in peer-on-peer bullying and harassment in schools.
Welsh Language Skills Strategy - We will deliver a strategy that embeds the Siarter Iaith to all schools. The strategy will ensure that all schools are supported to develop learners' skills within and outside the classroom. We want learners to speak Welsh with confidence when they leave school.
Leadership Support Strategy - We will deliver a strategy to maintain and support effective leadership, including governance, across all schools. The strategy will promote self-improvement and collaboration. We want our school leaders to improve their own wellbeing to support practitioners and learners well.
Teaching Support Strategy - We will deliver a strategy to support literacy, numeracy, and digital competence to maintain, restore and accelerate learners' skills. The strategy will promote excellence across all schools. We want all teachers to equip learners with key skills to access all areas of learning.
Designing Destinations Strategy - We will deliver a strategy to support vocational learning, post-16 curriculum collaboration, careers and work-related education. We want schools to engage with community learning champions, employers and other education providers to inspire successful futures for learners.
Equity in Education Strategy - We will deliver a strategy to embed trauma informed practice across all schools, actions to reduce the impact of poverty on learners and meet our responsibilities as corporate parents. We want our vulnerable learners to access support in one place through community focused schools.
New and Better Schools Strategy - We want to provide an efficient and effective educational infrastructure to meet current and future demands for school places. We will deliver a transformed schools' estate using our school building and maintenance programme and respond to the developments set out within the local development plan (LDP) while ensuring community benefits from contracts. We want to reduce our carbon footprint within the school estate and make assets available for community use where local demand exists.

By the end of 2025-26 we will have ensured:

Progress the Inclusion Strategy action plan.
Greater awareness of the Welsh-medium offer across Swansea schools to influence increased numbers attending Welsh language/bilingual Early Years settings, Nursery and Reception.
Greater awareness for parents that Welsh-medium late-comers provision in primary and secondary sectors is available in Swansea.
Better quality school improvement reports.
Better quality of teaching and learning.
Strengthened monitoring and early intervention.
Improved training offers for governors to enable good challenge and support within schools.
Meaningful school to school collaboration clearly mapped out with gaps identified and expectations set on collective responsibility for improving learner outcomes.• Improved literacy outcomes.
Improved numeracy outcomes.
Minimum offer established for all Swansea learners in careers and work-related education (CWRE).
Implementation of new school uniform grant claim process.
Implementation of the Rights, Respect and Responsibility policy and toolkit for schools to advocate a trauma informed, relational approach to addressing behaviour in schools.
Approved business cases for building new and better schools.
Suitable facilities to deliver universal free school meals to all pupils in primary school, in line with the Welsh Government offer.
Support for school leaders and practitioners in supporting learner progression.

How we will measure progress

Percentage of pupil attendance in the Pupil Referral Unit.
Percentage of pupil attendance in special schools.
Percentage of pupil attendance in primary schools.
Percentage of pupil attendance in secondary schools.
Number of pupils reintegrating from the PRU to full-time education.
Learners educated through the medium of Welsh at Nursery and Reception Ages.
Number of Welsh-medium/bilingual settings (Early Years and Flying Start).
Number of Welsh-medium primary schools with associated Early Years offer.
Number of schools in an Estyn category.
Young people known to be NEET.
Number of pupils attending one-to-one careers interactions through Careers Wales.
Number of pupils attending group sessions through Careers Wales.
Number of employer activities school engaged in, organised through Careers Wales
Number of pupils attending employer activities organised by Careers Wales.
Number of schools adopting Rights, Respect and Responsibility policy, tailored to their own settings.
Percentage of schools with suitable kitchen and canteen facilities to deliver the universal free school meal offer.
Percentage of post-16 students feeling prepared for further education, employment, or training.
Increase the percentage of residents who are satisfied with the council's provision of education compared to the previous year (based on residents' survey results).
Number of schools adopting Rights, Respect and Responsibility policy tailored for their own settings.

Transforming our economy and infrastructure

The steps we will take to meet this well-being objective are:

Transform our economy by securing funding opportunities and continuing to collaborate with our local regeneration partners and networks to implement the economic regeneration plan. We will maximise the benefits through the creation of employment and training opportunities for the long-term unemployed and economically inactive via community benefit clauses in contracts. There will also be a focus on:

Lead implementation of South-West Wales Regional Economic Delivery Plan in Swansea and associated work packages and funding streams such as UK Shared Prosperity Fund and Welsh Government sources.
Continuing support to business (both start up and existing) through the Business Swansea provision.
Help create thousands of new jobs for the people of Swansea, aiming to provide high quality and secure employment.
Deliver a dynamic and growing annual events programme over the next five years that supports the city's regeneration and visitor economy - featuring immersive attractions, Arena shows, and flagship events like the Wales National Air Show - while exploring opportunities to align with net zero carbon targets .
Secure major new tenants for the Debenhams unit in the Quadrant Shopping Centre, securing the use of this unit for the future.
Continue to work with partners to build a strong and resilient Creative Network to support the existing, emerging and future fabric of cultural and leisure assets embedded across the City Centre and District and local centres.

Transform the city and county's infrastructure to support a strong and resilient economy by focusing on key developments and enhancing key assets, specifically:

Working with our regional partners, progress a £1 billion regeneration and £750 million strategic partnership with Urban Splash as our new strategic partner, with an initial focus on Copr Bay Phase 2, the Civic Centre site and St Thomas site.
Progress the Palace Theatre and Albert Hall developments to secure our historic buildings for future generations and seek an innovative solution to secure the future of the Elysium building.
Work with partners to develop shorter term uses for buildings pending longer term regeneration.
Develop and promote more city living, including new hotels, retail, office space and food and beverage facilities.
Progress work on the new Castle Square Gardens project.
Progress work on the new city centre Community Hub project providing a new home to the Central Library.
Complete the phased demolition of St Davids multi-storey car park.
Progress the post completion occupation of 71-72 The Kingsway, to create an innovation hub home to new businesses and up to six hundred new jobs.
Continue to progress development and investment through the Skyline Park attraction on Kilvey Hill.
Progress the development and reopening of the River Tawe corridor, including new pontoons.
Commit to improving public toilets.
Progress discussions for the new interactive aquarium.
Strive to progress discussions regarding a new ferry service linking Wales with the South-West of England.
Commit to progress discussions with partners regarding the International Sports Science Village.
To provide more energy-efficient and affordable homes through increased investment in social housing, completion of WHQS1 and planning for WHQS2, continued delivery of the More Homes build programme, and ongoing energy-focused retrofitting of council homes, whilst also ensuring private rented properties and Homes in Multiple Occupation are safe for tenants.

Promote and enhance a diverse and sustainable local economy through ensuring a robust policy framework:

Progress the Replacement Swansea Local Development Plan to provide an up-to-date planning and place making framework for guiding decisions on development proposals.
Agree a feasibility study to set out development opportunities for Swansea Bay.
Implement TAN15 and to support appropriate development.

Investment in our communities to provide good community infrastructure:

Promote sustainable use of sports pitches for local sports clubs and deliver all-weather sports pitches plus secured funding for the replacement parks and play areas programme to 2027-28.
Continue to invest in parks and play areas.
Roll-out of free public Wi-Fi.
Continue the replacement of bus shelter installations with progress on real-time information systems and collaboration with Transport for Wales on bus franchising.
Continue to install new bins.
Continue proactive flood prevention work and Small Resurfacing Scheme (SRS) programmes.
Continue to improve local roads.
Commit to delivering better skate-park facilities within Swansea.
Ensure the availability of dedicated resources to tackle weeds, litter and minor works in every community via the local ward operative teams.

By the end of 2025-26 we will have ensured:

UK Shared Prosperity Fund and WG Transforming Towns Programmes delivered on time and budget.
Invest in Swansea website is live; LDP strategy and policy is progressed.
Programme of major free and paid for Events delivered throughout the year.
Achieve and exceed income targets for marketing packages, bridge banners, and filming revenue streams.
Prince of Wales Dock - lease and future use developed.
Digital / VMS signs procured.
Event strategy procured.
Launch new Airshow and Swansea Bay 10k websites, improving user experience, traffic and conversion rates.
Creative Swansea Network continues to grow.
Number of networking and professional development events held.
Growth in social media reach and engagement.
New partnerships established with key institutes and organisations.
Cultural Strategy implementation commenced with established partnerships.
Public Art Strategy Implementation Commenced in SA1.
Masterplan for St Thomas has been developed.
City Centre Placemaking Strategy produced.
Y Storfa opens in 2025.
Skyline is on site.
Two new pontoons have been installed on the River Tawe Corridor.
Establishment of Joint Venture Company and procurement process for operator of Swansea Bay Sports Park.
Delivery of building safety requirements, improving fire safety awareness and investigation of all rogue trader complaints.
Delivery of a capital programme for housing that ensures compliance across critical areas and is affordable to the housing stock.
Tudno and Emrys Estate masterplan / regeneration work are progressed.
Increased supply of new council and affordable homes through the More Homes strategy and partnership working.
Maximised delivery of affordable housing through full allocation and spend of the Welsh Government Social Housing Grant in partnership with RSLs.
Production of new Local Housing Strategy.
A preferred bidder has been selected for Langland Bay site.
Completion within budget of all programmed disabled parking capital schemes.
Completion of the 2025-26 Playground Improvement Programme.
Reduction of flooding through extended drain cleaning.
Completion of local roads' upgrade capital programme.
Delivery of skate and wheeled sports facilities project plan.
Completion of the Cleansing Ward Operative Teams programme.
The More Homes Transformation Programme increases the supply of affordable housing, delivers the capital programme to agreed standards, and progresses strategic plans and partnerships to meet local housing need.
The Regeneration Transformation Programme delivers major place-making, cultural and infrastructure projects on time and within budget, while strengthening investment, events, and creative partnerships across the city and county.

How we will measure progress:

Percentage of SPF-funded projects completed on time and within budget.
Number of community and arts events held at Y Storfa in first 6 months.
Increase visitor spend in Swansea Bay, with a target based on updated STEAM figures (£484 million subject to change, awaiting 2024 data).
At least 75% of existing partners and 30 new partners onboarded to the Creative Network by year end.
Increase the percentage of residents who are satisfied with the council's provision of leisure, cultural and tourism compared to the previous year (based on residents' survey results).
Number of jobs accommodated within Council-created or facilitated commercial developments.
Total commercial floorspace (m²) created or facilitated by Swansea Council.
Number of contracts initiated with Beyond Bricks & Mortar community benefit clauses.
Number of commercial premises developed or improved.
Increase the percentage of residents who are satisfied with the council's provision of economic development compared to the previous year (based on residents' survey results).
16 additional affordable housing units delivered per year by the Local Authority
176 additional affordable housing units delivered per year by Registered Social Landlords.
24 additional affordable housing units delivered per year through Section 106 Agreements/other sources.
Bus shelter replaced across 100% of network.
Condition of principal (A) roads.
Condition of non-principal / classified (B) roads.
Condition of non-principal / classified (C) roads.

Macro-economic indicators³ :

Economic activity rate (working-age population).
Gross Disposable Household Income (GDHI) per head in Swansea.
Net change in the number of active businesses.
Percentage of working-age population qualified to RQF Level 3 or above.

Tackling Poverty and Enabling Communities

The steps we will take to meet this well-being objective are:

Strategic direction - We will develop methods of working with people with lived experience to co-produce and publish our aligned strategic visions, outcomes and priorities for Tackling Poverty and Community Enablement.
Cost of Living - We will reduce levels of poverty and mitigate the impacts of being in poverty by rolling out government grants, providing welfare rights advice and implementing targeted schemes including the 'free bus ride' initiative and Swansea Spaces.
Tackling and preventing homelessness - We will implement the Housing Support Programme Strategy to support people who are homeless or at risk of becoming homeless. efficient and affordable homes to help minimise household costs, as well as increasing the
Making more homes available - We will offer more energy availability and quality of social housing, to help more people access accommodation that is suitable for their needs.
Improving people's prosperity - We will deliver programmes of employability, skills development and community enhancements that help people to improve their prospects for the future and volunteer their time to contribute to their local communities.
Focus on early intervention - We will collaborate with communities to help them play a stronger role in preventing escalation of individuals' needs and integrating with partners / local sources of support to mitigate demands on services.
Empowering communities - We will embed the principles of human rights across our work with communities, empowering local people to get more involved in the co-production of services, community cohesion and social value.
Keeping communities safe - We will tackle anti-social behaviour through targeted initiatives and support for people who are vulnerable or at risk by improving the presence of enforcement and using events / technologies to protect local people and property.
Building community assets - We will continue to grow the assets of all communities across Swansea by using a strengths-based approach to increase resilient community-led initiatives (such as social enterprises) and establish integrated community hubs aligned with our Local Library Plan.
We will make payment and awards of Housing Benefit and Council Tax Reduction timeously and accurately within the available resources.
We will make decisions in respect of Free School entitlement within 7 working days of receiving confirmation of the customer's entitlement.

By the end of 2025-26 we will have ensured:

Achievement of statutory obligations in relation to homelessness, reduced reliance on bed and breakfast accommodation and provided advice and support to people in housing need.
Delivery of a capital programme for housing that ensures compliance across critical areas and is affordable to the housing stock.
Tudno and Emrys Estate masterplan / regeneration work are progressed.
Increased supply of new council and affordable homes through the More Homes strategy and partnership working.
Maximised delivery of affordable housing through full allocation and spend of the Welsh Government Social Housing Grant in partnership with RSLs.
Production of new a Local Housing Strategy.
Delivery of the refurbishment and upgrade of remaining tower blocks.
Delivery of building safety requirements & improving fire safety awareness.
The Housing Service has supported residents to maintain their contracts and create safe, resilient and sustainable communities.
Cabinet approved Community Asset Transfers are completed at key sites where expressions of interest received.
Approval and delivery of the Library Plan and Community Hub Strategy.
Increase the percentage of residents who are satisfied with the council's provision of housing compared to the previous year (based on residents' survey results)
The Community Hubs Transformation Programme delivers library and hub developments in line with the approved strategy, improving access to services and progressing key asset transfers.
The Enabling Communities Transformation Programme supports local regeneration, asset transfer, and tenancy sustainment to build stronger, more resilient communities.
The Homelessness Transformation Programme meets statutory duties while reducing reliance on temporary accommodation through early intervention and coordinated housing support.

How we will measure progress:

Percentage of households successfully prevented from becoming homeless.
Average number of days all homeless families with children spent in Bed and Breakfast accommodation.
Number of additional affordable housing units delivered per year by the Local Authority.
Number of additional affordable housing units delivered per year by RSLs.
Number of additional affordable housing units delivered per year through Section 106 Agreements/other sources.
Percentage of households successfully prevented from becoming homeless.
Average time for processing new claims (Housing Benefit).
Average time for processing notifications of change in circumstances (Housing Benefit).
Average time for processing new claims (Council Tax).
Average time for processing notifications of change in circumstances (Council Tax).
Percentage of decisions in respect of Free School entitlement made within 7 working days of receiving confirmation of the customer's entitlement.

Delivering on nature recovery and climate change

The steps we will take to meet this well-being objective are:

Net Zero Swansea Council by 2030

Aim to achieve net zero carbon emissions by 2030, within the available budget, following the approved Swansea Council Net Zero 2030 Delivery Plan.
Reduce the council's impact on the environment, monitoring via the Welsh Government reporting process on the 6 organisational categories (i.e. buildings and energy, fleet and other mobile equipment, land use (offsetting), waste - operational, new ways of working, and supply chain).
Continue to replace street lighting with LED lanterns.
Develop a new County-wide tree planting map allowing us to plant thousands of new trees.
Continue to review the council transport fleet to maximise opportunities for use of a green fleet in line with its green fleet strategy.

Net Zero Swansea 2050

Collectively support the wider Swansea ambition, working alongside Climate Charter signatories, PSB, citizens, schools, businesses, community groups and environmental partners to help deliver the Welsh Government ambition of Net Zero Wales by 2050.
- Electricity and heat generation
- Transport
- Residential buildings
- Industry and business
- Agriculture
- Waste and circular economy
- Education and engagement
- Enriching our natural resources
- LULUCF
Develop a Swansea Adaptation and Mitigation Plan.
Support delivery of the first phase of the Blue Eden Lagoon project.
Progress the development of a council-operated solar energy farm at the City's Tir John site.
Aim to make neighbourhood greening improvements.
Support and enable the increase and availability of electric vehicle (EV) charging points and develop a wider EV charging strategy.
Progress discussions on the development of a hydrogen fuelling hub.
Delivering enhanced Active Travel routes, which develop the built and natural environment and encourages higher levels of physical activity.

Nature Recovery

Develop and monitor the delivery of the Section 6 Corporate Biodiversity Plan and the Resilient Wales goal through annual business planning and reporting mechanisms up to 2028. We will report to Welsh Government every 3 years in line with our Biodiversity Duty.
Contribute to the review, delivery and monitoring of the Local Nature Recovery Action Plan and a County Wide Green Infrastructure Strategy.
Work to improve the ecosystem resilience of council owned Sites of Special Scientific Interest (SSSI), Local Nature Reserves (LNR), Sites of Importance for Nature Conservation (SINCs) and greenspaces.
Improve awareness and understanding of climate change and our natural environment through provision of information, training, and events.
Continue to deliver a programme of wildflower planting and management and take actions that help to control invasive non-native species.
Engage with local communities to encourage volunteering and to support them taking action to enhance and maintain their local greenspaces and wildlife sites.
Take action to maintain and improve the quality of our air, water and soils.
Continued work with Nature Conservation in relation to retrospective green upgrades to the highway.

By the end of 2025-26 we will have ensured:

Phase 2 of the public buildings retrofit programme has been progressed.
Council 2024-25 emissions have been reported to Welsh Government.
A tree planting opportunity map has been reproduced in format suitable for wider use.
Implementation of the ULEV Transition Strategy 2021-2030 has started with over 125 ULEV vehicles and fleet charge points.
Continuation of the series of Climate Change and Nature Recovery e-training modules.
Strong collaborative working relationships with climate charter signatories on the 2050 Swansea agenda.
The establishment of a new environmental partner framework.
The development of a Swansea Adaptation and Mitigation Plan with Public Service Board partners.
Progress agreed and announced on the Blue Eden project with our development partner.
Completion of all planned grant funded neighbourhood greening improvements by year end.
Development of a regional EV charging policy and best practice guides.
Agreement on land deal to facilitate location of hydrogen bus depot.
Bidding process started to help schools to develop active travel plans.
Planted 300 new trees.
Produced draft Gower National Landscape Management Plan for consultation.
Progressed declaration of additional Local Nature Reserves.
Continued Coastal Path improvements.
Produced revised draft Countryside Action Plan.
Produced draft Countywide Green Infrastructure Strategy.
Delivered new public park in SA1.
Our latest progress report on biodiversity (covering 2022-2025) has been published and a new Biodiversity Action Plan for 2025-2028 has been developed.
Delivery of £500,000 grant spend on Gower partnership projects as well as Local Places for Nature Funding focused on nature recovery and climate change.
Produced annual progress report on delivery of Partnership Local Nature Recovery Action Plan strategic action.
Designed and delivered a range of engagement and awareness raising events and volunteering opportunities including City Nature Challenge and Wales Nature Week.
Progress is made on the Net Zero Programme through expanded retrofit and ULEV delivery, strengthened partnerships, and the publication of updated climate, biodiversity, and adaptation plans.
The Future Waste Strategy Programme delivers service improvements, increased recycling, and better public engagement with more consistent and sustainable waste practices.

How we will measure progress

300 trees planted during the year across the council.
The increase in number of council locations with renewable energy sources.
Number of Members and officers that have completed Climate Change and Nature Recovery Training.
Number of projects delivered through the Environmental Partners. Framework to support ambition of Swansea Net Zero 2050.
The percentage of Municipal Waste collected by local authorities and prepared for reuse and/or recycled, including source segregated biowastes that are composted or treated biologically in another way.
50% of County wide green infrastructure Strategy completed.
100% grant funding for ecosystem improvement measures spent by end of year.
100% grant funded wildflower planting and Invasive Non-Native Species treatment measures completed by year end.
Number of volunteers participating in nature recovery activities in their local community.

Transformation and Financial Resilience

The steps we will take to meet this well-being objective are:

Financial Sustainability: We will maintain a sustainable Medium Term Financial Strategy which ensures the council's revenue and capital resources are aligned to the achievement of the council's wellbeing objectives and delivery of our statutory obligations both over the term of the plan. We will ensure required savings are delivered, and commercial opportunities are taken, where appropriate.
Transforming our business: We will, deliver the council's transformation vision and goals, through the development and implementation of a corporate transformation plan, incorporating the key transformational change projects and programmes from across the council.
Digital Transformation: We will implement the council's digital strategy, using digital technology to improve people's lives, to enable digital access to services 24 hours a day, and to improve operational efficiency.
Workforce Development: We will implement the council's workforce strategy and thereby develop a motivated and committed workforce that is innovative, supported, skilled and customer focused.
Organisational Development: We will ensure the organisation's working model reflects the needs of the population and the council's agile working approach. We will review senior management structure, pay and grading to ensure they are appropriate and in line with the wider workforce pay and grading scheme. We will develop tools to help services implement change, including training, guidance, and support.
Performance Management and Governance: We will continue to embed self- assessment into the council's performance management arrangements and develop a culture of high performance, learning and continuous improvement. We will ensure the corporate plan, Medium Term Financial Strategy and Transformation Plan are aligned and support the long-term needs of the population. We will also keep the council's constitution under review, including ensuring appropriate delegation arrangements for members and officers are in place.
Procurement: We will continue to develop the procurement supply chain locally, regionally and pan Wales to ensure our procurement activity remains ethical, looks to embed real living wage aspirations across the supply chain and weighs ever more heavily on the social value of procurement, in line with the sustainable development principles.
Operational estate: We will continue to rationalise the council's operational estate to maximise efficiency and reduce our carbon footprint.
Partnership working: We will continue to collaborate with our regional partners to progress our wellbeing objectives, specifically in relation to the strategic development planning, regional transport planning, promoting the economic well- being and delivering a regional energy strategy (through the Corporate Joint Committee), health and social care (through the West Glamorgan partnership) and education improvement (through Partneriaeth). Our collaboration will also continue with local partners to develop and implement solutions to the challenges facing our population and progress our 2040 Wellbeing Plan (through the Public Services Board).
Interacting with our population: We will continue to ensure that where appropriate we consult, engage, and involve our population in the design and the delivery of our policies and services, enhancing our co-production capacity and capability through pilot projects and practice.
Equality, Diversity and Human Rights: We will continue to embed equality, diversity, and human rights through all that we do as a council, implementing our Welsh Language proving the quality of our integrated impact assessments and working with partners to make Swansea a Human Rights City.

By the end of 2025-2026 we will have ensured:

A balanced Medium Term Financial Plan and a deliverable budget for 2025-26 are in place.
The majority of planned savings for 2025-26 are achieved as agreed by Council.
Strengthened performance management and self-assessment support a more effective, transparent, and sustainable Council.
The Digital Transformation Programme delivers improved access to services, making it easier for residents to interact with the Council in ways that suit their needs.
New digital tools, including the Swansea Account, support faster, more reliable, and secure services, helping to create a more connected and digitally confident community.
Digital technology is enabling more efficient working, smarter decision-making, and better use of data, contributing to lower service delivery costs and improved resilience.
As part of the Digital Transformation Programme, investment in digital infrastructure, automation, and cyber security supports wider organisational transformation and long-term savings.
Delivery of the Workforce and OD Programme results in improved workforce capability, greater organisational agility, and better use of technology to support sustainable services.
Employees benefit from a clear workforce strategy and plan (2025-2028), with access to development and organisational support.
Employees are experiencing a fair, inclusive, and supportive work environment, with reduced long-term sickness absence due to a new absence policy and progress on Human Rights and Strategic Equality objectives.
A sustainable talent pipeline is created through apprenticeships, with more apprentices moving into long-term roles within the Council.
Leadership stability and business continuity are strengthened through a well-prepared internal talent pipeline, reducing reliance on external recruitment.
More targeted local spending supports businesses and jobs, enabled by better data and a new strategy aligned with updated procurement legislation.
Human Rights, equality, and diversity are embedded across Council policies and services, leading to measurable improvements in accessibility, inclusivity, and fairness.
Carbon emissions from the Council's operational estate are reduced in line with Net Zero commitments.
Residents across Swansea and the wider region benefit from more connected, sustainable, and high-quality public services through strengthened partnership working.
Residents feel more heard, empowered, and involved in shaping the policies and services that affect their lives.

How we will measure progress

Increase the percentage of residents who were satisfied with the way the Council handled their most recent inquiry compared to the previous year (residents' survey).
0% data breaches which have resulted in a penalty notice being issued by the ICO.
25% increase in the number of Swansea Account holders by the year end.
90% of workforce transformation programme milestones are complete or on track.
10% more employees access learning and development opportunities by year end compared to previous year.
10% increase in staff engagement survey positive responses on skills, support and wellbeing.
No more than 10 FTE working days/shifts per full time equivalent lost due to sickness absence.
25% reduction in average Occupational Health waiting times by year end.
20% increase in number of apprentices across the workforce by year end.
50% of critical vacancies are filled internally.
90% of Corporate Plan KPIs are meeting or exceeding targets.
100% of 2025-26 actions in the Panel Performance Assessment Action Plan are completed within timescale.
100% of strategic risks are logged, reviewed quarterly, and assigned clear mitigation actions.
The increase in number of council locations with renewable energy sources.
90% of actions in the approved PSB Action Plan for 2025-26 will have reported measurable progress or completion.
Increase participation in the Annual Residents' Survey, Budget Consultation, and Staff Survey by 10% compared to 2024-25 levels.
Percentage of residents who are satisfied with the way Swansea council runs things
Percentage of residents who trust the council.
Percentage of actions within the HRSEP and Welsh Language Promotion Strategy will have been delivered.
At least 80% of Council staff with an ORACLE Fusion license will have completed updated mandatory human rights and equality training.

Percentage of corporate stage 1 complaints closed in 10 working days or less.
Percentage of invoices and payment documents paid within 30 days.
Number of data breaches which have resulted in a reprimand, enforcement or monetary penalty notice being issued by the Information Commissioners Office (ICO).
Increase the percentage of residents who think the council keeps them informed about the services it provides from the previous year (based on residents' survey).

5. Monitoring delivery - keeping performance under review

We will monitor delivery and keep our progress meeting our Well-being Objectives under review as follows:

How we will monitor progress

Through the quarterly and annual performance monitoring reports to Cabinet. Note that new KPIs are provisional and subject to review and further data development before being confirmed for inclusion to ensure accuracy and relevance.

How we will report achievements