The debate around the future of the Welsh government’s Cardiff headquarters, located at Cathays Park, has recently gained momentum, particularly fueled by the insights of Des Clifford, a former senior civil servant. Clifford, who once led the first minister’s office, is advocating for a pivotal shift in how the Welsh government operates its office space. He suggested that the current headquarters should be sold, with a smaller office setup proposed near Cardiff Bay, in close proximity to the Senedd—Wales’ national parliament.
The backdrop to this proposal is significant. Recent statistics gathered in March indicated that only about 19% of staff working in the Cathays Park office were present on any given day. This number starkly contrasts with pre-pandemic times when about 2,500 individuals reported to the office daily. In the recent figures, average attendance was recorded at a mere 576 employees, with a peak of 799, representing only 26% of potential office usage. This drastic lower utilization raises crucial questions about the justification of maintaining such large office spaces.
First Minister Eluned Morgan shares this sentiment. She has echoed the concerns about the feasibility of keeping the Cathays Park offices open if the current trend of low attendance continues. In the context of changing work habits stemming from the COVID-19 pandemic, the Welsh government is confronting the reality that many employees favor remote work. As a result, both the former civil servant and the First Minister are catalyzing discussions on what a post-pandemic operational model should look like.
Clifford’s perspective on selling the headquarters is not merely a logistical consideration; he characterizes the Cathays Park building as “ugly and unfriendly,” advocating for a fresh start with a new office that would be visually and functionally better suited to modern needs. He envisions a space that would not only house civil servants effectively but would also foster closer interactions with the Welsh Parliament, potentially enhancing collaboration between civil service and legislative functions. The proximity he proposes could contribute to a more cohesive government structure, which, in turn, may boost effectiveness in policymaking and public service delivery.
Further delving into the use of office spaces, the Cathays Park complex itself has a rich historical context. The site features two buildings connected by a bridge, with the older one dating back to the 1930s and serving originally as the UK government’s Welsh Board of Health facility. Following the establishment of the secretary of state for Wales in the 1960s, the site evolved to accommodate the growing responsibilities of the Welsh Office. In 1999, as Wales’ devolved government began to take shape, Cathays Park became the epicenter of its administration.
In terms of broader implications, Clifford’s recommendations reflect an urgent call for the Welsh government to rethink its entire estate of offices, particularly in the context of budget pressures. The government’s operational expenditures were reported at approximately £24.5 million for running offices, a figure that raises eyebrows amid reports of dwindling staff presence. These issues bring forth pressing questions regarding the viability of maintaining multiple offices across Wales, including locations like Llandudno Junction and Caernarfon. Clifford noted the logistical absurdity of managing two offices merely 30 miles apart and how similar inquiries could apply to other regional offices across the government’s expansive operations.
Moving ahead, both Morgan and Clifford highlight a crucial expectation: the Welsh government anticipates its staff to spend at least 40% of their working time in the office. Despite this cultural shift toward hybrid working models, it appears increasingly clear that without a necessary transformation in office usage, justifications for maintaining extensive office facilities will falter.
As the Welsh government ponders the next steps, it stands on the precipice of not just redefining its workspaces but perhaps recalibrating how it functions within the broader context of Welsh governance and public service delivery, marking a significant potential pivot in operational strategy.
