Wrthi'n llwytho
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Executive Members (with Portfolios): Councillors: Anthony Hunt – Leader and Executive Member for Strategic Leadership Richard Clark – Deputy Leader and Executive Member for Children, Families & Education Fiona Cross - Executive Member for Communities David Daniels – Executive Member for Adult Services and Housing Councillor Joanne Gauden - Executive Member for Economy, Skills and Regeneration Councillor Peter Jones - Executive Member for Corporate Governance and Resources Sue Morgan – Executive Member for Waste and Sustainability Mandy Owen – Executive Member for Environment Officers: Rachel Beale – Personal Assistant to Leader and Deputy Leader Simon Hall - Interim Head of Economy & Place Delyth Harries – Monitoring Officer Hayley Hawkins – Solicitor Dave Leech – Deputy Chief Executive and Strategic Director for Adults and Communities Andrew Lovegrove - Strategic Director Resources Beth McPherson - Head of Community and Wellbeing Jason O’Brien - Strategic Director for Children and Family Services Stephen Vickers – Chief Executive
2.1 There were no apologies received.
3.1 The following interests were declared: • Councillor Richard Clark declared a personal interest in agenda item 7 as a Council appointed Member of the Cwmbran Centre for Young People who were recipients of a grant. • Councillor Anthony Hunt declared a personal interest in agenda item 7 as a trustee of the Eastern Valley Foodbank who were recipients of a grant. • Councillor Sue Morgan declared a personal interest in agenda item 7 as a Trustee of the Cwmbran Centre for Young People who were recipients of a grant. • Councillor Mandy Owen declared a personal interest in agenda item 7 as the Chair and trustee of the CoStar Partnership who were recipients of a grant.
4.1 The minutes of the Cabinet meeting held on 2nd June 2026 were agreed as a true and accurate record.
5.1 The update on actions were noted.
6.1 The Executive Member for Economy, Skills and Regeneration introduced the report and made the following comments: • At the February Cabinet meeting, it was agreed that a further report on the Local Growth Fund Programme would be presented, providing additional detail on the proposed projects and programmes. • The report submitted for consideration outlined the projects proposed for approval under the first tranche of Local Growth Fund investment. • Funding for the proposed Engineering Hub in Blaenavon was not included within this tranche. Whilst the project continued to progress and would address local skills shortages while inspiring future generations of engineers, it was not considered deliverable within the current funding timescales. It was anticipated that the project would be brought forward as part of a future round of Local Growth Fund investment in 2027. • Officers were confident that the proposed projects were deliverable within the required timescales and would support regeneration, economic growth and employment opportunities across the borough. • The programme included an additional project, the Pwll Du Tunnel Southern Portal Restoration. The Pwll Du Tunnel formed an important part of the Outstanding Universal Value of the Blaenavon Industrial Landscape World Heritage Site. Constructed in 1815, the tunnel was recognised as part of the longest horse-powered tramway system in the United Kingdom, linking Blaenavon Ironworks with the Pwll Du quarry. The project aimed to stabilise and restore the southern portal of the tunnel, safeguarding a nationally significant heritage asset. • Subject to approval of the recommendations, Officers would finalise the Service Level Agreement with Rhondda Cynon Taf County Borough Council and proceed to the delivery phase of the programme. 6.2 The Interim Head of Economy & Place presented the report, advising that Torfaen had been allocated £6.54 million through the Local Growth Fund. Approval was sought for the first tranche of projects totalling £3.53 million, with the remaining £3.02 million to be developed over the coming months in consultation with stakeholders. It was noted that the programme aimed to support economic growth, business development, employment and skills, regeneration, infrastructure, heritage and placemaking. The proposed first tranche of projects included: • A4043 Bus Priority Scheme to improve bus journey times through technology-enabled traffic signal prioritisation. • Community Enterprise Incubator within Pontypool Indoor Market to provide training and support for individuals wishing to start their own businesses. • Skills and Employment Project to align skills provision with local economic demand and support workforce development through employer-led training. • Pwll Du Southern Portal Restoration to undertake initial conservation works to preserve the historic tunnel. • Springboard Growth & Innovation Soft-Landing Programme to support new businesses through rent-free accommodation and access to business support services. • Thriving Together Project to help local businesses explore renewable energy opportunities and develop future investment plans. • Torfaen Business Growth Project to provide business support alongside targeted capital grants for premises and environmental improvements. • Torfaen Strategic Forum to engage with Torfaen’s largest businesses to identify challenges and develop tailored support interventions. • Unit 2, Ty Coch redevelopment to refurbish and bring a vacant commercial unit back into productive use. • Tirpentwys Trails Outdoor Recreation Network (Phase 1) to progress planning, access, trail infrastructure and visitor facilities to support future recreational development. The report recommended that no expenditure be incurred until the Service Level Agreement (SLA) with Rhondda Cynon Taf County Borough Council had been signed and executed. Members were advised that delays in finalising the SLA remained a significant programme risk and were the subject of ongoing discussions with Rhondda Cynon Taf and the Welsh Government. Whilst Officers were confident that current milestones could be met, it was noted that continued delays could affect delivery due to fixed programme timescales. A risk register had been established to manage key risks including procurement, deliverability, subsidy control compliance, inflationary pressures and monitoring arrangements. Officers confirmed that appropriate governance and oversight measures were in place and expressed confidence in the successful delivery of the programme. The first tranche represented a strong and deliverable programme focused on economic growth and regeneration, while retaining flexibility for future investment opportunities. Development of a second tranche of projects was underway and would be subject to further consultation. 6.3 In response to a Member question regarding the A4043 Bus Priority Scheme, Officers advised that traffic signal arrangements could sometimes lead to driver frustration regardless of how they operate; however, the intention was that the bus-priority technology would function in a way that was not necessarily apparent to motorists. Opportunities to extend the bus priority scheme down the south of the borough would be considered as part of future Local Growth Fund bids and subsequent project tranches, recognising the wider transport challenges within the borough. 6.4 The Leader expressed support for the Tirpentwys Trails Outdoor Recreation Network project, highlighting the significant contribution that outdoor recreation and wheel sports could make to the visitor economy and the promotion of Torfaen as a destination. The project would not only attract visitors but also provide positive outdoor opportunities for local residents of all ages. He stated that the project was a good example of the Local Growth Fund supporting a community-led initiative, recognising the work of local champions in developing the scheme and noting that Council support would help the project realise its full potential and continue to grow. 6.5 Cabinet agreed to: • Approve the progression to delivery and associated expenditure for the Local Growth Fund projects identified in Appendix 1. • Delegate authority to the Interim Head of Economy & Place, in consultation with the Chief Executive, Monitoring Officer and Section 151 Officer, to finalise and enter into a Service Level Agreement with Rhondda Cynon Taf County Borough Council. • Approve that no expenditure is committed until the Service Level Agreement has been formally executed. • Delegate authority to the Chief Executive Officer, in consultation with the Executive Member for Economy, Skills and Place, the Section 151 Officer and the Monitoring Officer, to approve supplementary Local Growth Fund projects during 2026/27 where required to support programme delivery, maximise utilisation of available funding and ensure compliance with programme requirements. • Note the overall risks associated with delays in finalising the Service Level Agreement and the potential implications for programme delivery and funding.
7.1 The Executive Member for Communities presented the report and made the following comments: • Voluntary and community organisations play a vital role in supporting residents and shaping local change. This report proposes a clear, more accessible and more proportionate grant system that reflects what groups have told us they actually need. By introducing a single council-wide process, that can reduce unnecessary bureaucracy, strengthen fairness and ensure funding was focused on the impact that the organisations deliver for the communities. • The review of the third sector major grant scheme had shown that while the current arrangements have supported, valued longstanding organisations, the grants were not accessible to newer or smaller groups. who were equally contributing to community wellbeing. • If the status quo was retained there was to limiting innovation, restricting opportunities for those emerging organisations and continuing a funding landscape that was not aligned with the deal or our early intervention prevention priorities. • The proposed changes, included the introduction of multi-year funding of up to three years, which would give organisations greater certainty, stability and the ability to plan for the long term. The future focused approach strengthens resilience across the sector, supports collaboration and ensures that investment reaches a wider range of groups who were delivering meaningful outcomes for residents. • The revised approach would provide a longer, more secure transition period for existing provision, ensuring organisations were not destabilised as the scheme evolved. • By combining stability for current recipients with fairer access for the wider sector, the Council could support continuity where it matters most, while opening doors for new ideas, new partnerships and renewed community energy. 7.2 The Head of Community and Wellbeing added the following information: • Ther was an error with the report and it was proposed to amend sections 3.10 and 3.30, replacing the figure of £20,000 with £25,000 to ensure consistency within the report. • The report sought approval to revise the Council's approach to grant administration in order to improve support for community groups and organisations and align funding arrangements with the Council's early intervention and prevention objectives. • It was proposed to introduce a single Council-wide grant application process, with standard terms and conditions, and a grants panel. • The existing grant arrangements could be challenging due to issues relating to accessibility, eligibility requirements, bureaucracy and a focus on outputs rather than outcomes. The proposed changes aimed to simplify processes, improve accessibility and provide greater consistency across funding programmes. • The proposed single grant process would introduce two funding tiers, with proportionate application, payment and monitoring requirements based on the value of the grant. All applicants would be required to be a constituted organisations, hold a bank account and submit an application appropriate to the level of funding sought. Applicants would also be invited to meet with the grants panel to discuss their proposals. • Multi-year grant awards, including those within the Third Sector Major Grant Scheme and Arts and Culture Grant Scheme, would incorporate an inflationary uplift. A grants panel, including representatives from partner organisations, would consider applications on a quarterly basis and make recommendations for approval. • The review of the Third Sector Major Grant Scheme found that the long-standing programme, currently allocating £380,000 to 13 organisations, required updating to better support a wider range of organisations and priorities. It was proposed that future Third Sector Major Grants would operate across two funding levels, providing a balance between longer-term strategic investment and support for smaller, innovative projects. Provision would also be made to support strategic priorities and the Council's early intervention and prevention agenda, including funding for Torfaen Voluntary Alliance and Citizens Advice. • Officers recommended an extended implementation timetable, with the revised Third Sector Major Grant Scheme commencing in April 2028. This approach would provide greater certainty and stability for existing grant recipients during the transition period, although it would delay wider access to funding opportunities for new organisations. • In relation to ad hoc grant requests, it was proposed to establish a formal policy to allow such applications to be considered quarterly by the grants panel against agreed criteria, with funding provided from Members' Reserves where appropriate. 7.3 In response to a number of questions asked, Officers gave the following responses: • The intention was for larger grants to be available over a three-year period to support longer-term programmes, whereas smaller grants were designed to fund short-term, innovative projects and respond to emerging needs. Rather than committing to three-year agreements from the outset for smaller schemes, funding could be approved initially for one year and extended where projects continued to demonstrate value and meet the required criteria. • ‘Top-slicing’ certain organisations from the grant funding would enable larger strategic organisations, such as representative and advisory bodies, to be managed through more formal service level or commissioning arrangements, while grant funding would remain focused on community-based and grassroots organisations. • There was a risk that demand for funding could exceed available resources. While Member Reserve funding was one option to support ad hoc applications, other longer-term approaches would also be considered, including reviewing how Council resources were deployed to support community-led solutions and preventative initiatives. Funding availability would remain an ongoing consideration. • The Council was increasingly taking a more flexible and creative approach to funding, rather than relying solely on traditional commissioning or direct service delivery models. This approach aims to maximise the range of grant funding available and strengthen support for the voluntary and community sector. • The long-term ambition was to transfer resources into community settings to empower local organisations and communities to deliver more services and support. Funding levels, including any inflationary uplifts for individual organisations, would need to be considered through the Medium-Term Financial Plan (MTFP) process. While the aim would be to maintain appropriate funding increases where possible, this would not necessarily result in growth of the overall funding allocation, and future decisions on grant allocations would need to be reviewed annually from 2028 onwards. 7.4 Cabinet Members: • Welcomed the report and the work undertaken to establish a more consistent approach to funding. • Supported the inclusion of inflationary uplifts within the funding framework, recognising the financial pressures faced by community organisations due to rising operating and employment costs, and the importance of providing sustainable financial support to the sector. • Welcomed the review of the funding approach, noting that it had been under consideration for a number of years and emphasising the importance of ensuring the process was fair and effective. Community Groups were facing increasing difficulty in securing external grant funding due to reduced funding opportunities and changing eligibility criteria and it was important that the Council gave clear communication and engagement with community groups throughout the process, particularly for organisations that have relied on grant funding for many years to sustain services and staffing. • Supported the move towards a fairer and more strategic funding approach aligned with the Council’s objectives and wider ambitions. It was recognised that transitioning from a historically developed system would require careful engagement with existing recipients to ensure organisations were supported through the change. • Welcomed the proposed approach to one-off grant funding, particularly the emphasis on reducing bureaucracy and adopting a proportionate, light-touch process that enabled community organisations to focus on delivering benefits to local communities rather than meeting overly burdensome administrative requirements. 7.5 In response to comments made, the Executive Member for Communities stated that that reviewing and reforming the grants system had been a complex and challenging process, however the Council was moving towards a more open, transparent and less bureaucratic funding model, while recognising the importance of protecting and supporting existing organisations that were delivering valuable services. The recommended approach would provide a longer transition period to help minimise the risk of destabilising current grant recipients and to ensure that organisations were supported through the change. This was the beginning of the process and there would be further opportunities to refine the approach as it develops. 7.6 Cabined agreed: • To approve Option 1 to introduce a single Council grant administration process as outlined in Section 3.9 of the report. • Approve the recommendations associated with the Third Sector Major Grants scheme review as outlined in Section 3 the report. • Approve Option 2 in relation to the implementation of the Third Sector Major Grants scheme as outlined in Section 3.34 of the report. • Approve Option 2 in relation to the administration of ad hoc proposals as outlined in Section 3.46 of the report.
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