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The Chair welcomed everyone to the meeting. The Chair confirmed that Democratic Services have received apologies from: Cllr V. Holland Cllr M. Bowen Cllr R. Sparks
Jon Burnes declared an interest in Item 4 Future Role of the Programme / Portfolio Management Office. As he is a member of staff of the Portfolio Management Office.
The minutes were approved.
Debbie Smith, Monitoring Officer for the City Deal, and Chris Moore presented the report included in the agenda pack. They explained that the review of the Portfolio Management Office (POMO) was approved by the Joint Committee on 13 February, along with its terms of reference. Members were advised that the review focuses on the ongoing relevance of the POMO’s role and functions as the City Deal progresses, noting several projects are well established. Members were advised that the report examines what governance and decision-making structures are needed for the remainder of the City Deal’s term and explores potential alignment with the Corporate Joint Committee (CJC) to identify synergies and reduce duplication. Officers highlighted the key suggestions from the consultation phase: • Merging the two joint scrutiny committees (City Deal and CJC) due to overlapping roles. • Possibly integrating the Economic Strategy Board (ESB) into the Private Sector Advisory Board under the CJC. • Considering whether the City Deal could be incorporated into the CJC structure. Members were advised that some rationalisation like holding Joint Committee and CJC meetings on the same day to streamline attendance and coordination has occurred. Chris Moore provided financial and contextual background on the Swansea Bay City Deal. He noted that the Deal was designed as a 15-year programme, launched in 2017/2018, with initial funding focused on the first five years to support project setup and delivery. Each of the eight partner authorities contributed £50,000 annually, alongside a 1.5% top-slice of project costs. Due to delays in project delivery, the original funding model is now running out and is expected to end by 2026/27. Option 3 in the report explores ways to extend funding, likely involving a downsized monitoring function. Moore highlighted increasing workloads related to the Corporate Joint Committee (CJC) and suggested exploring staff overlaps between the City Deal and the CJC to optimise resources and extend delivery capacity. He also noted that while monitoring requirements for the City Deal will reduce as projects complete, there remains a 15-year obligation to report outputs to both the Welsh and UK Governments, with differing expectations, especially after the UK Government reprofiled its funding. The 50% Service Level Agreement option was highlighted as a potential model for extending the City Deal’s operational life while supporting CJC functions, but further work is needed to refine governance and delivery structures. The Chair found the report informative and acknowledged the significant work ahead for officers in determining a way forward. Members expressed surprise at the options presented, noting they differed from expectations, particularly given that 19 City Deal programmes still remain and questioned whether they could realistically be completed by 2027. While members understood the financial rationale and Welsh Government preferences for a merger, they raised concerns about the proposed structure and the potential implications for the future of the City Deal. Members felt the original City Deal aimed for full regional collaboration across all authorities, whereas the CJC does not appear to embody that same vision. They viewed the City Deal’s POMO and the CJC as distinct entities and expressed uncertainty about the proposed merger, questioning whether it could truly integrate the two in a way that feels coherent or appropriate. Members expressed concern that the proposed changes could reduce scrutiny and diminish democratic decision-making. They felt the proposal needs further development and stressed that no decisions should be made until that additional work is completed and reviewed. Officers agreed that the CJC and City Deal are fundamentally different. They clarified that the City Deal focuses on the delivery of nine defined projects, 19 programmes within those projects. Officers used Pentre Awel as an example, they explained that it includes several programmes, but its core component, Canolfan, is set to open in the coming months. Officers explained that the 9 key projects, are all either in delivery or partially/fully completed. Swansea Waterfront is now complete, significantly reducing the workload for the PMO compared to earlier stages when business cases were being developed, submitted, and managed. As a result, the PMO team has already been downsized through natural attrition yet continues to manage the current workload effectively. The focus will shift to monitoring outputs over the full 15-year term, ensuring reporting obligations to Welsh and UK Governments are met. With all nine projects now in delivery or complete, the PMO’s workload has naturally eased. Officers explained the two phases of the 15-year City Deal, aiming to preserve the current structure without extra cost to constituent authorities. However, without changes, further funding will be needed by 2026. Officers acknowledged financial pressures on local authorities and the need to prioritise resources. They noted the CJC’s expanding workload in regional collaboration, warning that without careful balance between City Deal and CJC duties, a higher CJC levy could further strain local budgets. Officers stressed the need to balance future workloads with the City Deal’s ongoing commitments. While project timelines and responsibilities are clear, completed projects transfer fully to individual authorities—along with associated risks and rewards—making successful delivery essential. Members recognised the authorities’ responsibilities but raised concerns about public understanding. They stressed the need to clearly communicate the City Deal’s formal end date and the eventual transfer of responsibilities to local authorities. Officers agreed with members that the 15-year lifespan was always part of the original City Deal agreement, s part of a growth-focused agreement. They noted public confusion, partly due to comparisons with Cardiff’s differently structured, seemingly indefinite model. Members stressed that the City Deal is a delivery model and must be clearly communicated as such to avoid public misconceptions about its purpose and duration. Officers noted the opportunity to align the City Deal with the CJC’s economic development workstream, potentially delivering long-term benefits. This overlap will be explored over the next six months to refine the approach. The Chair noted ongoing concerns in CJC meetings about authorities not seeing clear returns on their contributions, especially in infrastructure. This highlights the need for further work to address these concerns and demonstrate value. Members raised concerns about CJC funding and project complexity, noting multiple converging elements. While they saw merit in Option 3, they felt key aspects remain unclear and need clarification before proceeding. Officers noted that the Regional Transport Plan and Development Plan are likely to require significant funding and emphasised the need for further dialogue with Welsh Government to address these financial expectations. Members sought clarity on governance proposals, asking whether this committee would still exist and who would oversee ongoing City Deal project monitoring. They stressed the importance of maintaining scrutiny by those familiar with the projects Officers advised that the remaining work on the City Deal though evolving in nature will be carried out within the remit of the CJC. While the type of work may change, the City Deal’s responsibilities will continue, and its integration into the CJC framework is part of the ongoing transition. Officers noted that since City Deal projects focus on economic development, they naturally align with the CJC’s economic development workstream. While the exact structure is still to be determined, options include the CJC holding separate meetings for City Deal matters or establishing a dedicated subcommittee. This will be explored further as part of the ongoing work. Officers also explained that City Deal projects will be integrated into the CJC framework, with a single joint scrutiny committee overseeing both CJC and City Deal work. This would replace the current arrangement of having two separate scrutiny committees, streamlining oversight under one overarching body. Members were concerned that there would need to be greater crossover and an enlargement of that scrutiny committee. Officers confirmed that the next phase of work will include reviewing and making recommendations to ensure all responsibilities are properly scrutinised, including whether changes to the scrutiny structure are needed. Members stressed the importance of maintaining clear, consistent scrutiny of the City Deal throughout its 15-year lifespan, warning against any changes that might dilute accountability. They highlighted that job creation targets remain far from being met, with no project reaching even half of its employment goals. Members also expressed frustration over shifting metrics, such as the removal of GVA (Gross Value Added) as a measure despite it being central in early documentation. They emphasised the need for focus on outcomes, ensuring that by the end of the 15 years, there is a clear assessment of the City Deal’s success. Officers explained that the report will need to be considered by the Swansea Bay City Deal Joint Committee on the 10th of July. Officers acknowledged members’ concerns about the potential dilution of scrutiny and confirmed these will be included in the feedback. They assured that when the Swansea Bay City Region Joint Scrutiny Committee considers future arrangements, there will be a focus on ensuring a strong scrutiny function, not just for economic development, but also for transport planning and the full scope of CJC responsibilities. Chris Owen reiterated concerns about the dilution of scrutiny, stressing that both the UK and Welsh Governments will continue to expect delivery of agreed outputs, particularly around job creation. He emphasised that officers remain accountable, and that these outcomes will be central to the final evaluation of the City Deal over its 15-year term. He also highlighted that the funding agreements are directly tied to the business plans and output targets of each project, and that governments retain the right to claw back funding if outputs are not met. Officers are fully aware of this risk and are committed to tracking, monitoring, and reporting on outputs. He acknowledged that delivering these outputs has become more challenging, especially post-COVID, and that ongoing dialogue with government will be necessary. Ensuring the PMO remains focused on output delivery will be a critical part of the City Deal’s path forward. Following Scrutiny the recommendations were supported
Charlotte Hodges (Internal Audit, Pembrokeshire Council) presented a report to consider and endorse the findings and actions of the 2024-25 Internal Audit review into the SBCD portfolio outlined in Appendix A Members were advised that the Annual Internal Audit is conducted annually to assess the arrangements within the Swansea Bay City Deal, with findings reported to the Programme Board, Joint Scrutiny Committee, and Joint Committee. Officers explained that the Terms of Reference were Agreed on December 17, 2024, by the Joint Committee and the audit Period was undertaken during Quarter 4 of 2024/25. Officers explained that the purpose was to provide assurance that the arrangements are adequate and effective for achieving the region's aims and objectives. Members were informed that all work is carried out using an evidence-based approach and that the scope Included follow-up of previous recommendations, governance arrangements, project management and monitoring, financial management, and risk management. The assurance rating continues to be substantial, indicating a sound system of governance, internal control, financial management, and risk management, with effective and consistently applied internal controls. Officers confirmed that this was the 5th consecutive year with a substantial assurance rating and that two recommendations related to budget setting have already been implemented and service level agreements Officers thanked the team for their support during the process. Following Scrutiny the report was noted.
Stephen Aldridge Jones presented the report. Audit Wales seek information from management and governance on various governance and assurance areas. Members were advised that the focus Areas in the letter are emphasising financial risks, controls, policies, and procedures for the city deal. Officers explained that the responses are similar to the previous year's letter, with no new issues noted. Members were informed that it is straightforward and routine, with no additional comments necessary. Following Scrutiny the report was noted.
Jonathan Burnes (SBCD Portfolio Director) provided Joint Committee with an updated City Deal Portfolio Business Case, outlined at Appendix A, required for submission to Welsh and UK Governments. Members were advised that the portfolio is expected to generate between £1.8 billion and £2 billion in economic value and create over 9,000 jobs by 2033. Officers also stated that the City Deal aims to accelerate regional economic recovery, focusing on infrastructure and skills development. Officers noted that members should now be seeing visible infrastructure progress across the region. Members were advised that the Portfolio Business Case remains, strategically aligned, Economically sound ,Commercially viable, Financially affordable and operationally deliverable. Officers noted delivery has been slower than anticipated, but partners remain committed, and benefits are starting to be realised. Members were advised that impact assessments are expected to emerge later this year and in future years, providing formal evidence of progress. Officers explained that the business case update process involved a full review by the Portfolio Office and project teams and had two phases of consultation with all projects and programmes. There has been an incorporation of Quarter 4 monitoring, including end-of-year financials and delivery status. This has had approval by both the Programme Board and Joint Committee. Members were advised that the Strategic Case demonstrates alignment with key national and regional strategies and policies and includes a clear case for change, showing the need and scope of the City Deal. Officers advised that this aligns with: · UK Government’s Invest 2035. · Modern Industrial Strategy. · Corporate Joint Committee plans for Southwest Wales. · Regional initiatives like the Regional Skills Partnership, Celtic Freeport, and Digital Connectivity. Members were advised that the red risks and issues have been updated to reflect current status. Officers explained that the Economic Case, focuses on delivering value for money and wider social and environmental benefits. Members were advised that no new economic appraisals have been received in 2024/25, but Pentre Awel Zone 1 appraisal is expected in 2025/26. Members were advised that the Commercial Case confirms procurement viability and deal structuring. The procurement policy has been updated to reflect new regulations, removal of EU funding requirements, and includes a procurement pipeline. The Construction impact assessment has been updated and is currently reporting a £44.9 million funding gap, with mitigations underway. Members were also updated on the financial case and were advised the Portfolio value increased from £1.274 billion to £1.373 billion over 15 years. Officers confirmed that they have updated the Income, expenditure, and cash flow forecasts. Officers highlighted that grant drawdowns of £241 million and £176 million receipted. 63% dispersed via Carmarthenshire Council. Members were advised that the portfolio budget was reprofiled with the £155 million variance due to slower spend and not reduced commitment. There are no projects that report negative impact on outputs or benefits. Negative cash flows are expected in Years 9 to 10, possibly extending further. In relation to the Management Case, officers advised that it ensures robust delivery, monitoring, and evaluation arrangements. They have also updated the monitoring and evaluation framework including dashboard presentation and have included the quarter 4 data on risks, issues, benefits, and financials. For the Status and investment summary, members were advised that now 39 deliverables (up from 36) due to Pentre Awel component decoupling. Officers explained that the evaluation proposals will relate to Gateway reviews, audit processes, communications, and SRO details and includes a delivery roadmap at the end of the document for these. Officers also highlighted a correction regarding the number of projects reported as being in delivery versus completed. Instead of 16 projects in delivery and 9 completed, it should say 19 in delivery and 6 completed. This means three fewer projects have been completed than previously reported. Although this correction affects the timing of when projects are marked as completed, it doesn’t change the overall content or direction of the business case, and a redraft will be issued to reflect this. Officers also highlighted that Table 5.10 on page 77 of the report provides a detailed summary of the 39 components in the portfolio, including their value, delivery lead, name, and current status. Officers felt that this table is a useful reference for understanding the scope and progress of the portfolio. Members were advised that Table 5.7 (page 78) visually outlines progress to date, the current position (marked by a red line), and future plans. It also shows that some projects still lack defined start and end dates, offering a broader view of the portfolio’s trajectory. Members noted that while 900 jobs have been created, it is unclear where these jobs are located. Members were sceptical of progress given the project is around 9 years old. Members felt that even accounting for a 2-year COVID delay, the current job numbers fall far short of the 9,000 originally projected. Members asked about the figures and Investment. They noted that some projects have been completed with a total investment of £210 million and that there are 19 ongoing or upcoming projects valued at £760 million, with £133 million expected from private sector investment. Members questioned the source and breakdown of the £760 million figure. Concerns were also raised that a significant portion (over £500 million) of the investment has gone into housing, which is now seeing a slowdown particularly in Neath Port Talbot. Clarification was requested on how much of the £133 million private sector investment has actually been secured. Officers clarified that the 19 projects are actually 16 that are currently in delivery. These projects are at procurement or build stage. In relation to the total investment forecast (around £760 million) Officers advised that it is higher than originally anticipated. Members were advised that this increase is due to rising costs, which also raise the overall investment value. Officers stated that there is no indication that targets (jobs, investment, GVA) won’t be met and current forecasts suggest outcomes may exceed original expectations. Members were advised that while evaluations are still pending, there is detailed forecasting for private sector contributions per project and the forecasts are tracked quarterly by officers. Officers explained that rising construction costs mean delays will only increase future expenses which means that timely delivery is in everyone’s interest to avoid further cost escalation. Officers explained that up to the end of the 2024/25 financial year, the majority of private sector investment has come from the Digital Infrastructure project, which has secured nearly £91 million. The Homes as Power Stations project has attracted around £16.25 million, while Pembroke Dock Marine has brought in just under £16 million. Other contributions include just over £1 million from the Campuses project, and £4.25 million from the Skills and Talent initiative. The Supporting Innovation and Low Carbon project has also secured a little over £1 million, and Swansea Waterfront has received £500,000 in private sector funding. No private sector investment has been recorded yet for Pentre Awel, as it is still in the earlier stages of its project lifecycle. Officers felt that the Skills and Talent programme was a strong example of how some projects are performing ahead of forecast and are exceeding its private sector investment expectations. Although the overall target was just under £5 million, the programme has already secured approximately £4.25 million, meaning it is on track to surpass its goal. Members were advised that the Digital Infrastructure project has also significantly outperformed expectations, securing nearly £91 million in private sector funding to date, they were also given examples of Supporting Innovation and Low Carbon Growth, are showing promising signs and explained that the programme has already run two rounds of its Property Development Fund, both of which were oversubscribed. This suggests it is likely to exceed its private sector investment targets as well. Officers stated that it is important to note that each project and programme has different investment profiles and timelines. These figures are detailed in the respective business cases. While some projects have already attracted substantial private sector funding, others like Pentre Awel are still in earlier stages and will see investment come in later. Officers also stated that private sector contributions don’t always follow a linear path. And funding is secured before physical infrastructure is built, often through early-stage partnerships and collaborations. Members were informed that this highlights the broader economic impact of the City Deal, to include strategic engagement and long-term investment confidence. Members felt that I do miss the old benefits realisation spreadsheet used to have. the old benefits realisation spreadsheet because it provided a clear, at-a-glance summary of key metrics like job creation. While the current reports may contain the data, it’s not easily accessible without digging through each section. Members noted that job numbers are expected to rise toward the end of the programme, but without a “ready reckoner” or dashboard-style summary, it’s difficult to track progress in real time. Members would like to see target number of jobs, number of jobs created, and number of apprenticeships created in one quick spreadsheet as it would benefit the committee. Officers advised that they would make sure that that information is flowing through to the committee. Following Scrutiny the report was noted.
Stephen Aldred Jones introduced the report, reminding members that the previously agreed five-year operational budget ended in 2024/25. A new budget is now required for 2025/26, in line with internal audit recommendations. Members were referred to Appendix A (p.197), which outlined the 2025/26 operational budget of £1.323 million, funded partly by interest income and a 1.5% top slice of the government grant. The interim budget shows a £34,000 surplus, reducing the 2024/25 carry-forward deficit from £247,000 to £213,000. This remaining deficit is expected to be offset by future top slice income, generated over the remainder city deal. When constituent local authorities draw down their grants, City Deal expects to receive approximately £1.13–£1.14 million in remaining top slice funding. Section 4 (pp.194–195) details the budget assumptions, including: Officers referred to Section 4 (pp. 194–195), outlining the assumptions behind the interim budget. These include 3.5% salary inflation and 2.5% for other categories. It is assumed the Project Management Office (PMO) will continue operating from The Beacon, with associated rent and rates included. Service Level Agreement arrangements with constituent local authorities have been increased by 3.5%, reflecting salary-based costs. For staffing, it is assumed that the PMO Manager and Project Development Manager posts will remain vacant throughout the year. Key expenditure items include: Celoxis project management software: £1,000 Annual assurance review: £6,000 (required by UK and Welsh Governments) Milestone economic evaluation: £16,000 (to assess portfolio impact) Marketing, conferences, and advertising: £50,000 (to promote City Deal success) In relation to income, officers explained that the expected top slice for 2025/26 is approximately £822,000, based on Q4 2024/25 partner grant drawdown forecasts. Following Scrutiny the report was noted.
Stephen Aldred Jones presented the unaudited Q4 provisional outturn, currently under review by Audit Wales. He highlighted that the Portfolio Management Office (PMO) accounted for most of the £469,000 expenditure, with £419,000 attributed to staffing costs, including the 2024/25 pay award. A staffing underspend of £184,000 was reported, as the budget had assumed all posts were at the top of their pay scale, and two key roles, the PMO Manager and Project Development Manager remained vacant for much of the year. Total income for the year was £2.83 million, comprising £272,000 from top-sliced grants and £2.56 million in interest on cash balances. The interest was treated as a pass-through transaction, with matching expenditure, resulting in a neutral impact on the outturn. Appendix A shows a 2023/24 reserve of £182,900 and a projected 2024/25 deficit of approximately £439,000, leading to a cumulative deficit of just over £1 million. This is expected to be temporary and due to the timing of top-slice income, with future years expected to offset the shortfall. Officers noted that the total projected value of the Portfolio Investment is now estimated at £1.373–£1.374 billion, an increase of £100 million from the original budget. This growth is largely due to £72 million in additional private investment in Digital Infrastructure, £3 million in Pembroke Dock Marine (mainly from the MIS project), and a £12 million increase in Pentre Awel, which includes £10.2 million secured by the local authority and £2 million from private contributions. An additional £11 million has also been invested in Supporting Innovation & Low Carbon Growth through the Tata Transition Fund. The annual investment forecast showed £97 million in total investments against a planned £157 million, with variances across the portfolio. These were mainly due to delays in Digital Infrastructure procurement, the Homes as Power Stations timeline, and the extended construction and planning phases of Pentre Awel. Delays also affected the Innovation & Low Carbon Growth programme, which reached Rebus Stage 4 later than expected, and the APMF projects, which faced land acquisition and remediation issues. Despite a £155 million variation in annual spending, officers confirmed that these funds are being reprofiled for use in years 9 to 11 (2026/27 to 2028/29), with no reported impact on the portfolio’s total outputs, investment, or benefits. Following Scrutiny the report was noted.
Jonathan Burns provided an update on the dashboard, noting two changes in the red/green status table. Pentre Awel moved from amber to green, with construction now focused on final finishes and mechanical/electrical fit-outs. Progress has continued since the report was written, and confidence that the programme will complete within the next month. Digital Infrastructure has gone from amber to green in terms of scope, though its overall status remains unchanged. Members were informed that Digital Infrastructure is the only programme currently undergoing economic appraisal, with a midterm review by the company Farpoint in Q3 2024/25 confirming it is on track and exceeding GDA targets. The programme is attracting private sector investment faster than expected, which benefits the region by allowing City Deal funding to support harder-to-reach areas. Members were advised that three red risks remain across the portfolio: Rising construction costs. Failure to deliver planned outputs and outcomes Flood risk management mapping. Officers confirmed that three risks were closed in Q4. · The cancellation of meetings, which now occur regularly on a quarterly basis. · Poor alignment of internal communications between partners, which has now improved. · Failure to identify and secure revenue funding. In relation to funding, officers noted that revenue funding currently sits at around 4.5–5% across the portfolio, within the parameters agreed with UK and Welsh governments. Members were advised that the number of red issues has increased from two to three. The first is a significant in-year variance between forecasted and actual figures, which officers are addressing by improving forecasting across all projects and programmes, with work starting next week. The second is rising construction costs, now considered both a risk and an issue due to their current and potential future impact. The third relates to variance in delivery timelines for programme milestones between now and 2033. Officers stated that portfolio benefits continue to grow, with job creation rising from 742 to 896, mainly driven by Supporting Innovation, Low Carbon Growth, and Homes as Power Stations. Investment to date has increased from £459 million to £536 million, largely due to progress in Digital Infrastructure and Homes as Power Stations. The procurement pipeline remains largely unchanged since Q2 2024/25, and there was no update on the construction impact assessment. The estimated variance across the 17 remaining project elements is just under £45 million. In terms of risk status, three projects are rated green, seven amber, three red, and four are yet to be confirmed. Officers now have more detailed insight into the remaining projects across the portfolio. The red-rated areas in the portfolio currently include Pentre Awel Zone 2, relating to affordable and social housing, and Zone 3, which involves the expansion of the Life Sciences and Business Centre. There is also the Morriston Campus (Marston Centre) (Phase 1). Officers explained that the projects with a “to be confirmed” status are Campuses Phase 2 (Morriston and Sketty Lane), Yr Egin Phase 2, and the Swansea Waterfront Innovation Precinct. Officers reassured members that these areas are being closely monitored, with cost variances identified early and mitigations put in place to address any funding gaps. Regarding private sector contributions, officers reported that overall investment is now expected to be higher than originally forecast. The estimate has increased from £637 million to just under £720 million, reflecting stronger-than-anticipated private sector engagement. key project updates within the portfolio included The Bay Technology Centre which has increased its occupancy to 85% since the last report, with several companies in the pipeline expected to bring it to full capacity. The High Value Manufacturing Catapult officially opened in February, offering support to businesses across the region. The Advanced Manufacturing Production Facility has completed its land acquisition, and the funding gap has been successfully addressed through the Tata Steel Transition Board. As a result, the project now has the green light to proceed and will move into the build phase. Officers reported progress in the Skills and Talent programme, with 25 pilot projects now approved and five apprenticeship developments endorsed by the RLSP Board. A recent workshop brought together pilot project leads and City Deal representatives, Officers described the session as a valuable opportunity to reflect on achievements and celebrate the success of the pilot initiatives. Pentre Awel has progressed from amber to green in delivery status. Cardiff Council and the Health Board entered into a leasing agreement in March for space within the development, and transition plans are now in place to support its readiness for opening in the summer. Digital Infrastructure has moved from amber to green in terms of scope, with the project and programme on track to meet its business case objectives. Officers explained that while delivery was extended by approximately nine months earlier in the year, the revised timeline remains achievable, and progress is positive. Officers reported progress in the Digital Infrastructure programme. Full fibre installation to 68 public sites had reached 78% completion by the end of Q4 and has continued to advance, keeping the project on track. A preferred supplier has been identified for the dark fibre procurement in Carmarthenshire, and the Better Broadband Infill project has completed procurement, with the preferred supplier now in delivery. The benefits realisation exercise for 2023/24 demonstrated significant regional investment, attributed to the programme’s strategic setup and collaborative approach. Officers highlighted the role of digital champions embedded across key organisations, working effectively with providers. The programme is seen as a strong model not only for the region but for Wales as a whole. Homes as Power Stations has launched the expression of interest stage for its Supply Chain Development Fund, aimed at attracting further private sector investment. Successful applicants have now progressed to the full application stage, with officer’s hopeful that the £7 million initiative will lead to more secured funding. The demonstration house has received over 370 visitors from 38 organisations, significantly raising awareness and sparking valuable conversations. The programme is also hosting events to showcase technologies and engage suppliers and installers such as the February event with Daikin Heat Pumps. These sessions focus not only on the technology itself but also on developing a skilled workforce to support installation and delivery. Officers shared further progress on key projects. In the medium to long term, the aim is not only to attract companies to install technologies in homes but also to encourage them to base manufacturing operations within the region. For Pembroke Dock Marine, most infrastructure is complete, with only Lot 3 the transportation corridor remaining. Officers are actively delivering key milestones, securing funding for deployment and testing (including X-band radar), and engaging in bilateral funding arrangements with partners such as the UK and Singapore. Activity across the site, particularly at the port, is increasing with strong collaboration among all partners. Officers provided updates on the Campus project, noting that planning for Sketty Lane Phase 1 was submitted to Swansea Council in March, with a decision expected imminently. The project is currently in RIBA Stage 3 and will soon progress to Stage 4. A change request is being prepared by the university and the health board. The Vodafone 5G bid under the Digital Infrastructure programme is being applied to Phase 1 of both Morriston and Sketty Lane campuses, and planning approval has already been granted for 5G masts on Singleton Campus. Progress is continuing across both sites. For the Swansea Waterfront, the 71–72 Kingsway project has secured tenant leases for over 75% of its office space, with further progress made since the last report. The launch event is scheduled for tomorrow. The Swansea Arena Hotel has reached provisional agreement on heads of terms with a preferred developer. The Innovation Matrix was officially launched on 24 March and has already reached 100% occupancy, which officers say reflects strong demand for business space of this kind. Regarding the Innovation Precinct, its status remains “to be confirmed.” Senior leaders from the University of Wales Trinity Saint David and Swansea Council are currently exploring alternative delivery models for the project. Following scrutiny the report was noted.
The forward work Programme was noted.
There were none.
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