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Apologies have been received from Committee Members County Councillors Sian Cox, Peter James and Liz Rijnenberg and Officers Matt Perry – Chief Officer – Place, Catherine James – Head of Business Intelligence and Governance, Nina Davies – Director of Social Services and Wellbeing, John Forsey - Head of Highways Transportation and Recycling, Jenny Ashton – Senior Manager Community Wellbeing.
A declaration was received from Committee Member County Councillor Gary Mitchell in relation to Item 8, Shared Prosperity Funding Update.
The Committee did not receive any disclosures of prohibited party whips which a Member has been given in relation to the meeting in accordance with Section 78(3) of the Local Government Measure 2011.
The Chair was authorised to sign the Minutes of the previous meeting on 4th September 2025 as a correct record.
Date Agenda items Notes 02.10.2025 Rural Enterprise Policy Leisure Review National Park Paper (Info only) Delayed - December Withdrawn Member Development Session 06.11.2025 Budget Update Report – Impact of Delivered Savings 24/25 Strategic Sites for Economic Development Economic Development and Growth Q2 Performance On track On track On track 17.12.2025 1. Rural Enterprise Policy 2. Budget – Draft Impact Assessment On track On track The following reasons for changes to the work programme were provided and accepted by Committee: Rural Enterprise Policy; The item was delayed following a Cabinet request for a longer public consultation period. As the consultation was scheduled to close on 12th October, additional time was required to analyse responses before the final policy could be presented to scrutiny. Leisure Review; Officers explained that the item was withdrawn and had only been provisionally included in the work programme. Officers confirmed that no report would be available within the expected timeframe, and no future date had yet been confirmed. National Park Paper; This item was removed from the agenda, having been considered more appropriate for a member development session. It was felt that the topic affected councillors broadly and did not lend itself to scrutiny influence.
Background: Presentation provided by Daniel Burgess. Points raised by the Committee: Responses received from Officers or Cabinet Members: Funding and Financial Implications What were the potential economic costs associated with implementing the strategy, particularly regarding food and energy prices. Officers acknowledged that the cyclical nature of grant funding had been a challenge, and that efforts were being made to explore alternative revenue-generating opportunities through green growth and private sector investment. What did the term “internal funding” encompass, and how did it differ from external funding sources. Officers stated that the concept of internal funding would be clarified in a future response, and that the possibility of council tax increases would be considered as part of that clarification. What course of action would be taken if no funding were available to support the proposed initiatives. Officers noted the question and agreed to take it away for further consideration. Were increases to council tax considered as part of the internal funding strategy. Officers noted the question and agreed to take it away for further consideration. Energy Strategy and Infrastructure How was clean energy to be exported from Powys and would this result in additional pylons across the landscape. Officers explained that a pilot project in Llanidloes had been initiated to explore the feasibility of community-owned renewable energy generation and storage. Further details were requested regarding the pilot energy project in Llanidloes, including its scope and objectives. The model was described as one in which communities could act as micro power plants, exporting energy during surplus periods and purchasing energy during deficits. It was suggested that the success of the pilot would determine whether the model could be scaled across the county, with further support from Welsh Government being sought if successful. How was the generation of energy being monitored, and what indicators defined the success of the project. The governance of the project was being overseen by the Regional Energy Group, with private sector involvement facilitated through the Severn Wye Energy Agency. Had rooftop solar installations or designated land allocations been considered for energy generation. It was noted that rooftop solar installations were being considered as the primary method of generation, although other options were under review. Would the adoption of such localised energy models reduce the need for additional pylons. Officers agreed to note the question and provide a response. Green Economy and SME Inclusion What provisions were made for small and medium-sized enterprises (SMEs) that were not currently aligned with green initiatives. It was stated that the green growth strategy aimed to include existing community members and SMEs by offering economic opportunities through private sector investment. How had the Council ensured that funding efforts did not compete with or undermine other sectors and organisations seeking support. Officers confirmed that the strategy was intended to synchronise efforts across sectors, including NGOs and farming organisations, to avoid duplication and competition for funding. Would alternative models of skills development, particularly in rural and agricultural sectors, continue to receive support. Officers clarified that advanced manufacturing was only one aspect of the strategy, and that other sectors such as farming, green energy, and ICT were also being supported through various projects and studies. Strategic Vision and Delivery Who had been involved in the development of the strategy to date, and what contributions had they made. It was explained that the strategy had been developed based on research and evidence gathered by the economy team, in collaboration with Growing Mid Wales and other partners. What tangible impact would the adoption of this strategic vision have on the activities and operations of the economy team. Officers stated that the adoption of the strategic vision would enable the team to move beyond traditional grant-based models and pursue more ambitious economic opportunities. Reassurance was requested regarding the capacity of the current team to deliver such an ambitious programme. The Cabinet Member for a More Prosperous Powys acknowledged that the Council had limited resources and emphasised the importance of strategic prioritisation and leveraging external funding. How was the proposed place planning framework integrated with existing place plans developed by town and community councils. It was explained that existing place plans developed by town councils would be considered in the evolution of the Council’s place planning framework, with digital tools and community feedback mechanisms being explored. Community Wellbeing and Engagement Could the framework be adapted to show Powys’ aspiration to be a place where residents experienced joy, belonging, and high life satisfaction, in addition to resilience and security. Officers agreed that the wellbeing and happiness of residents should be a central consideration and welcomed the suggestion to incorporate measures of life satisfaction into the strategy. What specific measures were proposed to support communities in becoming more resilient, vibrant, and content. It was acknowledged that supporting existing communities was as important as attracting new residents and visitors, and that economic resilience must be built from within. Was there a formal mechanism or forum through which town and community councillors could contribute to the development of this strategy. Officers confirmed that town and community councils were engaged through biannual meetings, and that future presentations would be used to gather their input on the strategy. How would funding and infrastructure improvements benefit smaller towns, particularly in the context of local events. It was stated that infrastructure improvements in smaller towns such as Knighton would be considered, and that the strategy aimed to ensure equitable distribution of benefits across the county. How would the infrastructure in rural areas be improved to support increased visitor numbers and community initiatives. Officers agreed to note the question and provide a response.
Scrutiny made the following observations: The Committee noted that: · The strategy presented was highly aspirational and strategic in nature. · The presentation had generated a wide range of thoughtful and constructive questions from members. · The vision aimed to position Powys as a leader in regenerative economic development and green growth. The Committee welcomed that: · Early sight of the strategy had been provided, allowing meaningful input before finalisation. · The strategy recognised the importance of retaining traditional skills alongside developing future-ready capabilities. · There was a commitment to community engagement and place-based planning. · The potential for Powys to be branded as the “events capital of Wales” was being explored. The Committee requested that: · Clarity be provided on how rural aspects would be considered within the strategy. · Further detail be given on the resources required to facilitate the plan and how implementation would be secured and managed. · Clear mechanisms be outlined for how communities—not just tourists—would be included in the strategy’s development and delivery. · Town and community councillors be given opportunities to feed into the strategy. · A roadmap be developed to show how the vision would be translated into tangible outcomes. · The implications of internal and external funding be clarified, including what actions would be taken if external funding was not secured. · The strategy be aligned with other policy areas to avoid contradictions or competing priorities. · The balance between supporting large-scale energy infrastructure and promoting smart local energy systems be addressed. The Committee remained unconvinced that: · The current capacity within the economy team was sufficient to deliver such an ambitious strategy without additional support or resourcing. · The strategy had yet fully addressed how infrastructure in rural areas would be improved to support increased visitor numbers and community initiatives. The Committee expressed concern of: · The potential impact of large-scale energy developments (e.g. pylons and wind farms) on the Powys landscape and communities. · The risk of overlooking traditional trades and crafts in favour of emerging technologies and green skills. Scrutiny’s Recommendation Accept (plus Action and timescale) Partially Accept (plus Rationale and Action and timescale) Reject (plus Rationale) That specific engagement routes for town and community councils be developed. Language around Member involvement be expanded from Cabinet to all Councillors. That internal and external funding mechanisms be clarified, including contingency planning. That rural infrastructure needs be explicitly addressed within the implementation plan. Further detail be given on the resources required to facilitate the plan and how implementation would be secured and managed. Clear mechanisms be outlined for how communities—not just tourists—would be included in the strategy’s development and delivery. That the strategy include a clear delivery roadmap with milestones and responsibilities. That support of both emerging and traditional skills be considered through training and investment.
A presentation was provided by Daniel Burgess. Points raised by the Committee: Responses received from Officers or Cabinet Members: Monitoring and Impact Was any further monitoring carried out to assess whether jobs and products created through the fund remained successful over time. It was confirmed that funded jobs had been required to remain in place for at least one year. Monitoring was carried out within the council’s capacity to ensure sustainability beyond the funding period. Could examples of the 113 new businesses created be shared, and what types of businesses were included. Officers agreed for this to be shared after the meeting. It was stated that businesses ranged widely, including sole traders, fencing contractors, builders, farmers, ice cream parlours, and dog groomers. Funding Criteria and Process What criteria was used to assess funding applications, particularly regarding long-term impact and sustainability. Applications were scored using a matrix that included sustainability and climate resilience. Applicants were required to engage with Business Wales for mentoring, and support was mandated to ensure responsible use of funds. Was the limited arts funding intended to encourage organisations to seek alternative sources of support. It was explained that the arts and culture funding had been designed as a sustainability fund. Organisations were supported to collaborate, share resources, and develop financial resilience to reduce future grant dependency. Why was the application process perceived as overly complex for small-scale projects. It was acknowledged that the process had been onerous, particularly for smaller organisations. PAVO had been funded to distribute smaller grants and assist groups that struggled with the main application process. Community Engagement and Inclusion Were town councils involved in the local partnerships, and could engagement be improved going forward. It was stated that town councils had not always been directly involved, but a proposal with Newtown Town Council had been included in the transition year. Future engagement was suggested as an area for improvement. Was targeted outreach undertaken to engage underrepresented or hard-to-reach communities. Outreach was carried out via PAVO and Antur Cymru. Specific examples included support for school uniform funds and solar energy projects for volunteer organisations. How was feedback from residents, applicants, and delivery partners being incorporated into future programme design. It was confirmed that dialogue with communities and partners was ongoing. Lessons learned were being used to shape future funding frameworks, although the next phase was still under development. Programme Delivery and Governance Did the Smart Towns Wi-Fi project fall under the Shared Prosperity Fund, and what was its current status. The project was funded under SPF but had been discontinued due to budget constraints. It was stated that the project was being reviewed and that further updates were in progress. How much of the £9.1 million transition year funding had already been allocated. It was confirmed that the full amount had been allocated. The scoring process had prioritised continuity and sustainability. Had all councillors submitted anti-poverty scheme bids, and what would happen to any unallocated funds. It was stated that all but one councillor had submitted bids. The remaining councillor had been contacted, and options for reallocating unused funds were being considered. Could a briefing note be provided to town councils to clarify the status of the Smart Towns project. Officers agreed to consider this. Relationship to Other Funding Streams What was the difference between the Levelling Up Fund and the Shared Prosperity Fund. It was explained that the Levelling Up Fund included capital and transport bids submitted via MP constituencies, while the Shared Prosperity Fund was a revenue fund allocated directly to local authorities. The SPF was described as part of the broader Levelling Up programme.
Scrutiny made the following observations: The Committee noted that: · The Shared Prosperity Fund had delivered a wide range of projects across Powys, supporting businesses, creating jobs, improving skills, and strengthening communities. · The transition year funding of £9.1 million had been fully allocated, with prioritisation given to continuity and sustainability. The Committee welcomed that: · Smaller and community-based organisations had been able to access funding, including those that do not typically apply for grants. · Arts and culture organisations had been supported to become more financially resilient and collaborative. · Outreach had been undertaken to engage underrepresented communities, including support for school uniform funds and energy-saving measures for volunteer groups. · Feedback from delivery partners and communities was being used to inform future programme design. · The development of a work experience app was helping young people access broader opportunities. The Committee requested that: · A list of the 113 new businesses created through the Shared Prosperity Fund be shared with members. · A briefing note be provided to town councils to clarify the status and future of the Smart Towns Wi-Fi project. · Consideration be given to simplifying the application process for future funding rounds, particularly for small-scale applicants. · Town councils be more actively involved in future partnership and engagement work. The Committee remained unconvinced that: · The current funding methodology adequately addressed rural poverty and inequity of provision in Powys. · The scoring criteria for funding applications sufficiently prioritised long-term sustainability and reduced reliance on grant funding. The Committee expressed concern of: · The short delivery timescales and resource-intensive reporting requirements placed on officers and delivery partners. · The potential for successful projects to lose momentum due to funding gaps or reduced future allocations. · The application process had been perceived as overly complex, particularly for smaller organisations.
The Chair and Committee Members noted the response to the recommendations made toward the Customer Experience Framework, which were accepted or partially accepted.
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