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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
RESOLVED: That the findings of the Regional Economic Delivery Plan Mid Term Review be endorsed, ahead of seeking a decision from the SWWCJC on 23 September 2025.
RESOLVED: That the report be noted.
RESOLVED: That the report be noted.
RESOLVED: That the report be noted.
The Chairperson welcomed everyone to the meeting.
There were no declarations of interests received.
The minutes from the Economic Wellbeing and Regional Economic Development Sub Committee held on 6 May 2025, were deferred to a future meeting for confirmation. The minutes from the Energy Sub Committee held on 27 January 2025 and 28 April 2025, were both approved as an accurate record.
Decision as recorded
RESOLVED: That the findings of the Regional Economic Delivery Plan Mid Term Review be endorsed, ahead of seeking a decision from the SWWCJC on 23 September 2025.
The Committee were presented with the findings of the mid-term review of the South West Wales Regional Economic Delivery Plan (REDP), which included a presentation from SQW summarising the key points. Officers highlighted that the four Local Authorities in the South West Wales region produced a REDP in 2021, which set out the region’s economic regeneration ambitions for a 10 year period; this plan was adopted by the South West Wales Corporate Joint Committee (SWWCJC) in 2022. It was explained that since the adoption of the REDP, there had been important changes in the economic and policy context; therefore, Officers felt it was appropriate to review the plan to ensure that it was still fit for purpose and to inform activity over the remainder of the 10-year period. In terms of purpose and context of the review, it was explained that considerations had been given to how the regional economy had changed over the past few years and how the policy context had evolved; as well as looking into the progress of delivery in relation to some of the major projects and programmes across the region, and how the regions key economic priorities ought to be refined in light of this. Officers added that the mid-term review was intended to be a supplementary paper to the original REDP, ensuring that it was up to date and aligned with the relevant bodies including UK and Welsh Government. The mid-term review referenced some of the policy changes that had taken place since the REDP was approved; specifically, Officers highlighted the review of the regions capabilities in relation to the new industrial strategy and the key sectors that it sets out. It was noted that the industrial strategy sectors did not cover the totality of the regional economy, including important dimensions such as tourism and the visitor economy. Nonetheless, it was stated that there were some significant capabilities within the region, both industrially and within the university base, especially in respects of energy infrastructure, low carbon potential and advanced manufacturing. Members were informed that Officers had emphasised this within the mid-term review, including the importance of the university presence and their impacts on the wider economy; as well as the importance of developing the business community outside of the leading edge and recognising the need for broad-base growth. It was explained that in macro terms, the economy changes relatively slowly meaning that there was still a significant productivity gap between the region and the rest of the UK; this was expected due to the time in which it takes to implement any changes and the lag in relation to obtaining the most up to date data sets. However, it was highlighted that one of the most notable changes to the economy, since the REDP was produced in 2021, was the return to jobs growth; this growth has returned after a period of uncertainty in employment terms due to the impacts of the Covid-19 pandemic. Although this was noted to be positive for the region, some of the labour market challenges still remained; if economic activity rates were to increase to the level of the UK as a whole, then it would bring an extra 21,000 people into the workforce across the region. The Committee was also informed of some of the significant challenges in bringing forward major sites, in the context of high costs and weak viability; as well as some of the major constraints on energy infrastructure. Continuing on from the above, Officers stated that the overall shape of the economy that was set out in 2021/22 remained broadly the same, including the regions strengths and drivers of change, especially in relation to decarbonisation. Officers confirmed that they had made updates where necessary in order to refresh the strategic framework, however it was still in line with the framework that was set out when the REDP was originally produced; one example of where updates had been made was to the digitalisation references, which now reflect the current context around advanced artificial intelligence and its impact on the nature of business and ways of working. It was stated that the three original key missions had not been changed, however they had been supplemented by three underpinning factors: employment and skills, sustainable connectivity and sites and premises. Officers explained that the reason for doing this was to ensure that these factors were at the forefront of thinking. The presentation provided detail on the progress of delivering the three missions, which Officers mentioned had been substantial. The following points were highlighted in relation to the three missions: Mission 1 – A UK leader in renewable energy and the net zero economy • The launch of the Celtic Freeport as a new driver for the region’s renewable energy and decarbonisation potential • Work underway in respect of some of the other key renewable energy schemes and in the wider infrastructure for industrial decarbonisation Mission 2 – Building a strong, resilient and embedded business base • Delivery of major developments including Swansea Bay Technology Centre, Pentre Awel, Kingsway and Matrix • Significant progress associated with the UK Shared Prosperity Fund in developing a more extensive, coordinated and locally rooted business support offer Mission 3 – Growing and sustaining the South West Wales experience offer • Delivery of key assets including Swansea Building Society Arena • Secured funding through the Levelling Up Fund to deliver significant tourism and heritage related projects A discussion took place in regard to the three underpinning fundamentals, as previously mentioned above. It was stated that although they were quite generic, they were important to highlight given the challenges around these three areas, particularly sites and premises. Following on from the above, Officers referred to the routes for investment and delivery. It was explained that a project pipeline was developed as part of the original REDP; most of which had now been delivered. Members were informed that Officers would be producing a revised project pipeline, which will be consistent with the mid-term review; at the same time, it would be priority to make the case to both UK and Welsh Government for future investment at scale and the for a flexible investment fund which could give greater flexibility to the SWWCJC in how funds might be allocated. The presentation concluded by drawing the Committees attention to the key monitoring indicators which can assist in monitoring progress in a slightly more systematic way. In relation to the broad base of business growth, Members asked for context in terms of business births and deaths over the period of this activity. Colleagues from SQW confirmed that they would identify the data and circulate to the Committee outside of the meeting. The presentation and circulated report referred to an enhanced focus on the three underpinning fundamentals; Members asked for more detail in terms of how this was going to be incorporated and driven forward with this piece of work. Officers confirmed that this would be shaped by providing the strategic backdrop to the bids made to UK and Welsh Government and having the ability to be able to point to a clearer strategic narrative in terms of what should be taken forward and delivered, which aids to make case for securing additional funds to invest in major strategic sites. It was added that through the project pipeline, there will be actions and projects that ought to be given a greater focus in order to shape that clear narrative. RESOLVED: That the findings of the Regional Economic Delivery Plan Mid Term Review be endorsed, ahead of seeking a decision from the SWWCJC on 23 September 2025.
Decision as recorded
RESOLVED: That the report be noted.
Officers provided a quarterly update on the UK Shared Prosperity Fund (SPF). Members were informed that a significant amount of the delivery of the Regional Economic Delivery Plan (REDP) to date, discussed in the previous agenda item, had been made possible by the flexibility of the SPF program as it had provided the resource to start tackling some of the broader issues. It was noted that the programme was currently in the transition year, which was running from the current financial year (April 2025 to March 2026). Officers stated that they had effectively rolled over the anchor project structure which was deployed for the first three years of the programme; this was putting money into key themes across the region such as business development, employability and skills, and placemaking community development. Officers confirmed that the transition year had gone smoothly so far and the rollover between the two programmes was successful. It was mentioned that the programme structure was scalable; moving forward, as funding structures change and funding sources may vary, being able to coalesce those key themes would be really useful. The circulated report detailed the scale of the funding for the transition year, which was noted to be based on year three of the previous SPF programme, with a 40% reduction and slight increase in the capital allocation. It was highlighted that Officers had been able to maintain the majority of the grant schemes and structures that were adding vibrancy into communities and enabling businesses to be supported. Members were informed that the success of the programme meant that funds were already fully committed, and Officers were already looking ahead to what may or may not be coming next. Reference was made to the key indicators, which were detailed as outputs and outcomes in the circulated report. Officers highlighted that the impact relating to the jobs created as a result of support was significant, as just under a thousand jobs had been created and safeguarded; there were also a number of community impacts that had taken place throughout the programme. In terms of timescales, Officers were aware that the comprehensive spending review had confirmed the budget for a similar activity for the next three financial years. Officers were still awaiting clarity on how that will roll forward, which was going to be a key concern and decision for the South West Wales Corporate Joint Committee, as to the way such funds would be deployed in future; hopefully building on the success of the way the anchor projects have worked for South West Wales and were showing improved confidence and a great level of success across communities and businesses. A discussion took place in regard to what the future holds for this programme, to which Officers confirmed that they were aware there was a budget of £211million allocated per year for the next three financial years after this one; the successor activities were broadly being termed local growth fund and the communities fund, however the funding quantum attached to each was not yet clear. It was stated that there was still some detail to be confirmed by UK and Welsh Governments on funding and the operational model in terms of how that money would be distributed. RESOLVED: That the report be noted.
Decision as recorded
RESOLVED: That the report be noted.
The Committee were provided with an update on the regional delivery for the energy workstream. Officers stated that all four Local Authorities had declared a climate emergency and committed to playing their part in the Welsh Government ambition for a Net Zero public sector by 2030, and the longer ambition of Wales as a nation by 2050. It was noted that in the last 12 months, all four Local Area Energy Plans (LAEPs) had been completed, which demonstrated the pathway for the region to meet the 2050 target; it was important to note that energy represented around 75% of overall carbon emissions. Members were informed that each of the LAEPs provided a blueprint for transitioning to a low carbon energy network; although there were opportunities from significant infrastructures across the region, this workstream required a collaborative approach across industry, business, public sector and third sector. The circulated report detailed metrics regarding delivering a heat network within the region and referenced the high level of investment that would be required (between £5-15bn) to deliver within a ten-year timescale; however, there were options to deliver a spine for a heat map across the region which would cost significantly less (£1bn). Officers stated that although there were significant funding implications from the transition to Net Zero, there were also significant opportunities; for example, electricity generation was predicted to bring 12,500 jobs across the region with a Gross Value Added (GVA) of around £1.4bn. A discussion took place in regard to the scale of opportunities within the LAEPs; overall, the decarbonisation of Carmarthenshire was estimated to cost an additional 22% relative to Do Nothing, to achieve Net Zero by 2050, which was equivalent to £5.3b; for Swansea the figures were estimated to be £3.5b and for Neath Port Talbot the figures were estimated to be £2.7b. Officers confirmed that similar figures were assumed for Pembrokeshire, though it should be noted that Pembrokeshire were the first to deliver LAEP and had developed a slightly different format. It was stated that whilst progress had been made with the LAEPs, and they had provided the blueprint for development, the scale of the challenge was significant. One of the main challenges highlighted was in relation to the limited capacity of staff. It was explained that the regional team consisted of four members of staff who focused on the strategic work; the operational teams within each of the Local Authorities provided support where possible, however the demand of local work prevents them from being able to assist fully to delivering the significant strategic projects. Officers placed a real strong emphasis on the importance on the regional team to help bridge that gap. It was noted that each of the four LAEPs had a mixture of short term, long term, local and strategic projects; there was a wealth of work to be getting on with over the next ten years. Members were informed that some of the priorities for the regional team were listed in Appendix B, which was detailed within the circulated report. Officers were proposing to bring a report to the next meeting of this Sub-Committee, which will provide further consideration to the challenges highlighted, specially around staff resource, and to set priorities for the region. A further discussion took place in regard to the workload and the limited capacity of staff. Officers explained that the four members of staff who make up the regional team were sponsored by Welsh Government on an annual funding basis; however, this was not a long-term solution for the regional strategic picture. It was added that within each of the Local Authorities, there were different cohorts of individuals working within the energy sector; some were dedicated to looking at internal energy delivery within Local Authorities, others were part of the economic development team looking at projects that can generate or reduce demand. Officers highlighted that there was potential to streamline the transition between strategic and local work; however, there will be challenges in terms of the funding to drive that forward. It was added that currently the team were largely invested in seeking out feasibility funding to be able to demonstrate that these projects have an economic viability; it was clear that there were some significant gaps in terms of finance and expertise. Members queried the resilience of the energy network, specifically referencing safeguarding. Officers stated that safeguarding was largely driven by natural events, flooding extreme weather events; the focus within teams was adaptation, specifically how can the infrastructure be adapted going forward. It was added that this dovetailed with Welsh Government and the strategic infrastructure work that they were carrying out. Reference was also made to the wider role of the flood and costal protection teams that can be drawn into this. RESOLVED: That the report be noted.
Decision as recorded
RESOLVED: That the report be noted.
Members were provided with an overview of preparation ahead of UK REIIF (Real Estate Infrastructure and Investment Forum) 2026. It was explained that UK REIIF, an annual event, was an opportunity for public sector to engage with developers and investors throughout the UK; the South West Wales region took part in 2025, and Officers hoped that the regions presence in 2026 will be greater. The Committee was informed that the conference was scheduled to take place between 19 and 21 May 2026 in Leeds; the four regions across Wales had been negotiating with Welsh Government for an All Wales Pavilion, and it had been confirmed recently that Welsh Government had agreed to the pavilion. Officers confirmed that they would update this Sub-Committee as and when new information and details come forward. RESOLVED: That the report be noted.
The Economic Wellbeing and Regional Economic Development Forward Work Programme was noted.
There were no urgent items received.
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