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There is no summary of this meeting yet. Summaries are written once the council publishes the minutes, which are its official record of what a meeting decided. They usually appear a few weeks after the meeting.
The Chair welcomed everyone to the meeting. The Chair confirmed that Democratic Services have received apologies from: Cllr M. Lewis Cllr D.Cundy
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The minutes of the were approved as accurate.
Keith Lloyd and Claire Henson presented the report to members they explained that the change request has gone through the other committees in the summer of this year, which have all been approved and was a change for the Morrison Hospital renovation space for innovation opportunities for medical companies. Officers acknowledged a question submitted by members ahead of the meeting relating to the costs relating to why a new build would be cheaper than doing the renovation work. Officers explored the costs for the renovation work, and they were significantly greater than the city deal funding that they were receiving. The other output of the project is a new build within Sketty Lane which officers looked at the opportunity of bringing both together, which is what they have done through this change request. The innovation space in the management Centre is now going to be rehoused into Sketty Lane, which cleverly brings them both together and allow sports and Med tech companies to be housed collectively with athletes and clinicians that sit closely to the hospital. Officers feel that they have seen all opportunities and brought that collectively together. Members were advised that the health board are supportive of this change from Darren Griffiths as Director of Finance and Strategy as shown in the letter from him. Officers reassured members that the outputs and deliverables of the project remain unchanged. In relation to the other elements that are in phase one is the submission of the planning application as part of the hybrid application at Morriston for the access route to Morriston, which unlocks the largest site and that was approved by planning by the last month which is still going ahead. Members were advised of a public engagement event for that at Morriston on the 9th of October to see the plans for the subsequent health campus developments. This will in addition to helping officers deliver the outputs and deliverables from this project, which are unchanged and also improve the access to Morriston and hopefully bring benefits to local residents too. Members asked about the impact of increased occupancy at the Sketty campus and whether planning consent for any change of use has been granted. They expressed concern about additional traffic and parking pressures compared to the original plans, noting similar issues at Morriston, where car parks remain full despite the multi-storey facility. Members highlighted that public transport is the preferred option but described current provision to both sites as inadequate, resulting in heavy reliance on cars. Members noted that the planning has been undertaken about the change of the option to take it down to Singleton as opposed to having it in Morrison and what the effect on transport is going to be in numbers. Officers confirmed that planning consent for Singleton has been granted, with usage based on the approved proposal. A Section 106 agreement is in place, including provision for a pedestrian crossing within the costs. Sufficient parking has been allocated for the site. Regarding Morriston, officers advised that many concerns fall under the Health Board’s remit rather than the campus project. However, the university is working with the Health Board on a hybrid planning application for new developments, which includes an access road to improve connectivity from the M4. Parking improvements at Morriston will be addressed by the Health Board, while medium-term proposals for enhanced parking at Singleton are in development. Members noted that refurbishment can sometimes cost more than a new build, particularly when land value is factored in. They asked what drives the higher cost for the Morriston refurbishment—whether it is due to material costs or other factors such as rerouting infrastructure. Members also observed ongoing construction at Morriston and queried which elements are being refurbished, expressing concern that refurbishment appears more expensive than new development. Officers advised that detailed cost queries would be best addressed by Swansea Bay Estates. They acknowledged the site is saturated and noted the refurbishment would only marginally reduce traffic. Additional costs arose from renovating an older building, including asbestos removal. Officers confirmed that specialist cost consultants and Health Board partners have reviewed the detailed figures, and the higher costs relate to general renovation rather than diversions or major electrical works. Members acknowledged that the building will eventually require renovation, and the associated costs would need to be met by someone in the future. Following Scrutiny the report was noted.
Dija Oliver and Gareth Thomas Digital infrastructure Project managers presented an update on the Digital Infrastructure Programme, outlining its key aspirations: improved broadband access, enabling innovation through emerging technologies, and creating an inclusive digital landscape. Progress Highlights: • Broadband Coverage: Fibre footprint is expanding across all counties. Superfast coverage remains static in rural areas (Pembrokeshire 95%, Carmarthenshire 93%) but is strong in Swansea and Neath Port Talbot (99%). Officers felt that most people in those counties have got access to reasonably decent broadband as it stands although not Gigabit capable yet. Officers are addressing rural gaps through targeted interventions. • Mobile Coverage: Shared Rural Network has reduced partial not-spots by 7–8% in rural counties and decreased areas with no coverage. Urban issues relate more to network congestion. Rural is the largest spend within the programme especially with the Better Broadband Inflow Project. Better Broadband Inflow Project: • This is targeting where the gaps remain within the region, the comprehensive data analysis identified 2,363 premises lacking adequate connectivity. • Contract awarded to BT to address 1,533 premises (65% of gaps). • Project value: £9.87m (plus BT gap funding, total over £10m). • Delivery scheduled through March 2027. • 22 premises removed from scope as they are now covered by commercial plans (positive outcome). Officers noted ongoing collaboration with UK Government’s Project Gigabit and Welsh Government initiatives to extend high-speed broadband. A change notice is being processed to reflect updated eligibility. Connected Places: The second of the three work streams is connected places, this workstream focuses on delivering Gigabit-capable connectivity across economic growth zones, attracting inward investment, and connecting key public sector sites to support digital transformation and quality public services. Projects Delivered: Full Fibre Infrastructure Build: • Partnership with BT via Welsh Government’s Public Sector Broadband Aggregation programme.(PSBA) • Upgraded 69 public sector sites (including leisure centres, libraries, health centres, council buildings, and key sites such as Pembrey and Margam Country Parks). • Investment: just under £2m. • Completed September 2025, enabling retirement of legacy services, cost savings, and improved visitor experience. Alongside the Alongside the full fibre infrastructure build There are 2 dark fibre projects. Dark Fibre East Project: • Partnership with Virgin Media/O2. • Connected 37 strategic sites across Swansea, Neath Port Talbot, and key health and university locations (e.g., Morriston and Singleton Hospitals) to a dedicated dark fibre network. • Dark fibre network is a dedicated unlit fibre network that essentially has unlimited capacity in terms of bandwidth and is only throttled by the equipment put on either end of it. Provides future-proof connectivity and supports innovation and collaboration. • Investment: just under £1.3m; delivered under budget Which meant that officers had some funding leftover to run a second dark fibre network at the request of partners, board members and public sector partners. Dark Fibre Carmarthenshire Project: • Funded from savings on the Dark Fibre East project. • Connects 32 sites across Carmarthen, Ammanford, and Llanelli. • Introduced ITS Technology Group as a new competitor in Wales, stimulating market competition. Both dark fibre projects provide partners with an indefeasible right of use for 25 years, ensuring long-term connectivity benefits. Next Generation Wireless Workstream This workstream focuses on improving and accelerating 4G and 5G rollout across the region, supporting innovation in priority sectors aligned with the City Deal. Flagship Project – 5G Innovation Fund: • Purpose: Grant fund to promote development and adoption of 5G-enabled applications and use cases. • Funding: £2.5m total; maximum award £1.6m. • £1.5m granted to the Campuses Project in collaboration with Vodafone. • Project aims to build and upgrade 5G infrastructure in Swansea to create a world-first research and innovation environment focused on population health and well-being. • Includes development of real-time monitoring sensors and devices to improve quality of life, track physical and mental health, and reduce NHS burden. • Private Sector Contribution: Vodafone will invest an additional £440k to upgrade the public 5G network, benefiting Swansea and the wider region. • Future Opportunities: Officers are engaging with organisations on potential use cases in agritech, health and well-being, and early discussions with Celtic Freeport. There are 3 external interventions that are supported and fall under this work stream. Shared Rural Network: Joint UK Government and industry programme to address total and partial 4G not-spots in rural areas. Carmarthenshire and Pembrokeshire have benefited significantly, with 22 new masts installed in Carmarthenshire, representing £11m investment and a major uplift in 4G coverage. 4G/5G Public Sector Assets Project: Digital Champions in Swansea and Neath Port Talbot are working to make public sector assets available for mobile network operators to deploy infrastructure, alleviating network congestion in urban areas. Digital Innovation Network: Deployment of 240 LoRaWAN gateways across the region by local authority partners. Enables trial use cases using sensors to gather data for operational efficiencies and cost savings. Examples include smart bins, car park capacity monitoring, and anti-social behaviour detection (e.g., Carmarthenshire County Council in collaboration with Dyfed-Powys Police). Digital Champions Digital Champions are critical to delivering the programme and achieving its objectives. Each local authority has two funded roles: Digital Connectivity Relationship Managers: Work internally across departments (planning, highways, legal) and with industry and government to remove barriers to infrastructure deployment. They have been instrumental in enabling programmes such as the Shared Rural Network and supporting delivery of projects like Dark Fibre and the rural broadband inflow project. Broadband Engagement Officers: Public-facing role providing advice to communities and businesses, running drop-in sessions, and promoting alternative technologies and funding schemes (e.g., Access Broadband Cymru). They also monitor connectivity data to target engagement proactively. Communication and Engagement Officers emphasised the importance of clear messaging to residents and businesses and attracting inward investment. Key activities include: Website Resources: Educational animations and case studies on broadband improvements and infrastructure delivery complexities, used by Broadband Engagement Officers and available online. Annual Events: Year 1 focused on 5G and health concerns. Year 2 highlighted project delivery and pathways to better connectivity. Future plans: Localised county events covering connectivity, skills, inclusion, accessibility, and leisure, culminating in a final event in March 2027 to share lessons learned. Digital Platforms: Ensuring resources and updates are accessible across all digital channels. Benefits Impact Assessment As part of the programme’s benefits realisation process, officers commissioned Farpoint, a leading digital consultancy, to produce annual benefits and investment reports quantifying inward digital infrastructure investment across the region. A final economic evaluation will be completed when the programme concludes in March 2027. Reporting began in 2021 and relies on Ofcom data, meaning figures are typically a year behind. To date, total investment stands at £107 million: £91 million from the private sector and £16.4 million from the public sector. These figures are expected to grow, particularly through UK Government’s Project Gigabit, running until 2032. The programme is projected to increase regional GVA by £341.7 million over 15 years (up to 2033). A mid-term evaluation in 2024 led to reallocating funds between the Connected Places and Rural workstreams, increasing the original GVA projection from £318 million to £331 million. This improvement reflects barrier removal and risk reduction efforts by the regional team and local digital champions, accelerating infrastructure rollout. Officers are currently undergoing a gateway review. The previous review in October 2023 received a green/amber rating, and all recommendations were implemented. The current review focuses on, programme continuity and sustainability Impact of resources and digital champions. The remaining challenges and opportunities to maximise benefits. Officers stated that the key message was connectivity through collaboration and that success depends on strong partnerships with government and industry to drive progress and unlock opportunities. Members found the presentation informative and appreciated the progress shown. They shared concerns about poor Wi-Fi and 4G connectivity in Carmarthen, noting significant discrepancies across the town. One member reported BT engineers advised that improvements depend on upgrading the line to the substation 1.5 km away. Members asked how officers are addressing such barriers to help businesses improve connectivity. They also asked what plans exist to modernise Carmarthen’s industrial and residential areas to match connectivity levels in Castle Woods. Officers explained that broadband planning is driven by a premise-level dataset, which tracks commercial builds, interventions, voucher schemes, and Project Gigabit activity. While delays are frustrating, alternative solutions may be funded through the Accessible Broadband Company scheme, and officers offered offline support for specific cases. Engagement officers use this data for ward-level analysis and can provide detailed updates for communities. Project Gigabit is currently delivering to over 17,000 poorly connected homes, aiming for 65% coverage. Data also informs Welsh Government’s High-Speed Broadband Wales programme and future UK Government call-offs. Public funding cannot support premises in commercial builds, but officers can identify suppliers and work through barrier-busting groups to resolve issues. Progress remains entirely data-driven. Members feel that Carmarthen Town is not well connected and has no 5G signal . Officers explained that 5G coverage varies by provider and improving mobile connectivity is more challenging than fibre due to limited data on network gaps. Unlike fibre, which benefits from quarterly Open Market Review data, mobile lacks such transparency, making it harder to identify market failures. Officers rely on engagement with providers and local digital champions to pinpoint issues and lobby for solutions. To address gaps, officers are securing Open Access agreements to use council-owned infrastructure for small cell deployment, which discreetly boosts coverage in urban areas without large macro sites. Topography and building layouts also contribute to signal issues, requiring tailored approaches. Officers are in ongoing discussions with UK Government and industry about the next phase of the Shared Rural Network (SRN2) to close remaining gaps. They emphasised that removing barriers and making deployment easier is key to attracting investment—if conditions are difficult, providers will invest elsewhere. Members clarified if Carmarthen is a not spot for network access and asked who they should be lobbying to try and help improve the signal and support the work that Digital Infrastructure officers are doing to try and change that. Officers explained that true standalone 5G is still rare in the UK and most current 5G signals are not fully 5G. The first phase of the Shared Rural Network addressed 4G coverage in rural areas with partial or total not-spots, but towns like Carmarthen remain driven by commercial investment. If providers do not prioritise these areas, securing upgrades is difficult, though officers continue to raise the issue. Unlike broadband, officers lack detailed mobile coverage data, making it harder to identify gaps. The next phase of the Shared Rural Network will focus on coverage and capacity, but current investment priorities are in busy urban centres such as Swansea. Officers stated that while Carmarthen is unlikely to see near-term investment, Open Access agreements using public sector assets could position the region for future deployment when operators roll out improvements. Officers stressed that progress depends on lobbying and removing barriers to attract investment. Members asked if 4G and 5G coverage maps were available for the region. Officers explained that while percentage coverage data exists, detailed mapping of problem areas is limited and difficult to obtain and is a problem UK wide. Ofcom provides some information, but not at the level needed to identify specific gaps. Independent mapping services are available but costly, and officers questioned the value of investing in data that mobile operators already hold. They noted that without operator commitment to invest, better data alone will not resolve coverage issues. Officers continue to push for improved access to mobile coverage data nationally. Members asked if some suppliers are investing more in their networks than others, noting that one provider previously offered good service but now provides no signal at home. Officers explained that through the Shared Rural Network they are pushing to promote shared infrastructure to reduce costs and improve coverage for all providers. They noted that investment levels vary significantly between operators and regions, but shared infrastructure benefits everyone by lowering operational costs and enhancing user experience regardless of provider. Officers confirmed this approach is widely supported. Following Scrutiny the report was noted.
Jonathan Burnes, Director Portfolio Management Office (PoMO) introduced the quarter one report (April–June), noting it is slightly out of date. The only change in RAG status was Pentre Awel’s finance moving from green to amber due to future funding models for the assisted living and hotel phases being explored by Carmarthenshire Council. The final contract sum with tier one contractors is still pending, alongside lease agreements and fit-out work for Hywel Dda and Swansea University. Portfolio risks remain unchanged, with three red risks: rising construction costs, failure to deliver outputs/outcomes, and TAN15 compliance. Red issues also remain constant, including in-year variance, delivery against milestones to 2033, and construction cost increases. The benefits summary shows jobs rising from 896 to 912, mainly due to the Campuses project. Investment remains at £536 million as quarter one financials were not ready for the July board meeting but will be reported at the next meeting. Procurement changes since quarter one are minimal. Members expressed concern that the jobs and benefits summaries remain far behind expectations. They questioned the source of the GVA figures and felt job creation falls short of the original projections. While acknowledging there are still years left in the City Deal, members were worried that progress appears static. Officers acknowledged members’ concerns, noting similar issues raised previously. They advised that around one-tenth of the projected jobs have been created so far, mainly in construction and operational roles linked to completed infrastructure. Job growth is incremental and expected to increase as projects in the pipeline progress. Officers committed to reporting figures promptly and accurately, as all data must be auditable. Investment continues to rise, though not yet reflected in the report. Digital infrastructure is expected to exceed targets, and other projects in development are likely to deliver similar outcomes once formally reported. Members noted a reported figure of 230 apprenticeships but believed the total was closer to 528. They asked if this increase is verified and whether these are full apprenticeship roles. Officers confirmed all reported figures are verifiable and auditable. They explained that apprenticeship numbers had previously lagged due to reporting delays but have since been updated following a review earlier this year. Officers ensured all apprenticeships linked to the City Deal are now captured more robustly and committed to providing timely updates in response to scrutiny feedback. They also confirmed plans to meet the target of 2,200 apprenticeships over the next one to two years. Members felt that these figures were underrepresented before and felt it was positive and a significant increase. Officers acknowledged more jobs have likely been created but cannot be reported through governance until they meet the definition of a full-time equivalent, existing for at least a year and being as permanent as possible. They noted that, like apprenticeships, these jobs are starting to come through the pipeline but cannot yet be formally counted. Officers provided updates on the nine headline business cases: Supporting Innovation & Low Carbon Growth: Bay Technology Centre is now 81% occupied, with several leads progressing toward full occupancy. Advanced Manufacturing Production Facility: Land acquisition is complete. A £12.5m award from the Tata Steel Transition Board has closed the funding gap, supporting the facility and the National Net Zero Centre of Excellence. Skills and Talent Programme: As of quarter one, 25 pilot projects and four apprenticeship skills development projects have been approved by the RLSP Board. The programme is exceeding private sector investment targets, with formal reporting expected in upcoming quarters. Pentre Awel: Zone 1 (Canolfan) was completed and handed over in July and will open to the public 15th October. The project delivered 69 apprenticeships, 72 new entrants, and multiple training, graduate, and work experience opportunities, all documented in the quarterly report. Swansea Waterfront: Heads of terms for the hotel development are agreed in principle, but confirmation of funding terms and due diligence with the hotelier is still pending. Kingsway: The opening event on 3 July was successful. Fit-out work for tenants is underway, with efforts to secure additional collaborators. Innovation Matrix: The building is fully occupied and delivering beyond expectations, with activities inside and across the region to be reported soon. University of Wales Trinity Saint David are the delivery organisation and are capturing benefits related to occupancy, tenants, and collaborations. Yr Egin: Remains fully occupied. Phase 2 plans are yet to be determined and will go through change control once confirmed. Homes as Power Stations: Progress continues across all strands. A £7.5m supply chain development grant call was issued last quarter, but no applicants were successful. Officers are working with the Private Sector Advisory Board to reissue the call and align with business needs. Pembroke Dock Marine: Richard Brown is now Senior Responsible Owner. Focus remains on port infrastructure, with procurement of Lot 3 (transportation corridor) pending. Options for marine renewable energy development are being explored, with decisions expected in the coming months. Campuses Project: Planning submitted in March was approved by Swansea Council in July without issues, following the recent change request reviewed by scrutiny. The Chair queried progress on Homes as Power Stations, noting the committee had seen demonstration houses but no social housing blocks delivered despite significant investment. Members observed that only solar panels appear to be installed and asked for clarity on plans for full retrofits, including heat pumps, rather than limited measures. They expressed concern about the pace of delivery given the money spent and requested an update on when comprehensive installations will begin. Officers offered to invite Oonagh Gavigan to a future meeting for a detailed update. They explained that the Homes as Power Stations project has three strands: the incentivisation fund, which works with registered social landlords and local authority housing stock; the supply chain fund, which will have further updates soon; and monitoring of technologies in homes. The aim is to stimulate demand for innovation, reduce costs to make solutions affordable, and strengthen supply chains for manufacturing, installation, and maintenance, creating jobs and economic impact. The Chair noted that many solutions remain unaffordable for homeowners, citing examples such as spending £60,000 to save £600 annually on electricity, and requested more information. Officers agreed to find out more details on cost savings, CO₂ reductions, and health benefits to give a clearer picture of the overall impact. Following Scrutiny the report was noted.
Stephen Aldred-Jones (Regional Finance Manager) presented the pre-audit Statement of Accounts for 2024/25. Carmarthenshire County Council, as the accountable body, is responsible for the financial stewardship of the City Deal. Audit Wales has since reviewed the statement and made no changes; the final version will be presented to the Joint Committee on 21 December for approval, alongside the Audit Wales report. He highlighted the following Key points: Portfolio Investment: Estimated at £1.374 billion over 15 years, £98 million positive over investment above the original budget. Joint Committee Outturn: £439,000 deficit due to timing of top-slice grant distribution to partners of the city deal; reserves remain strong at £65.6 million (up from £54 million). Grant Funding: £34 million received in-year, including £10.9 million front-loaded by UK Government; £22.3 million distributed to partners. Interest Income: £2.55 million earned on cash balances (down from £2.77 million due to falling base rates), paid to partners to offset rising costs. Employee Costs: Lower due to two vacancies in the Portfolio Management Office. Governance: Annual Governance Statement confirms compliance with legal and financial standards; Internal Audit provided a “Substantial” assurance rating. He advised that the final statement and Audit Wales report will be circulated following approval. Following Scrutiny the report was noted.
Jonathan Burnes provided an overview of the Annual Report for April 2024–March 2025, as per the report included in the agenda pack the fifth iteration of the report. The document celebrates achievements, outlines milestones, and reinforces the importance of the City Deal to the regional economy. It also includes project updates and planned actions for the current financial year. Key points highlighted by Jonathan Burnes: The format was approved in May; available online in accessible and interactive formats, including QR codes linking to detailed project information. Each project section includes updates, future milestones, and “in-focus” case studies to illustrate real-world impact. A dedicated tenants page shows over 40 tenants across City Deal infrastructure (now close to 70). In relation to benefits to date the headline achievements include total investment, private sector contributions, jobs created, apprenticeships, and floor space delivered. Delivery Status: 6 projects completed (£210m) 19 projects in delivery or in build stages (£761m) 14 projects in pre-delivery (£400m) In relation to communications, enhanced use of the City Bay website is planned for news and updates; new animation launched to explain benefits of the City Deal. Members were advised that the future focus is continued engagement and feedback to improve reporting for the next annual report (March 2026). Members noted the report references 9,000 jobs, £1.8–£2.4 billion investment, and £1 billion in additional Gross Value Added (GVA). They queried whether the £1 billion GVA figure is difficult to quantify and does not directly relate to specific public or private funding. Members suggested that, similar to audited financial statements, clarity could be provided on the source of funds, including any front-loaded grants. They asked for an update on the current total investment position (noting £372 million referenced) and whether efficiencies could now be considered in regional strategic work, given overlaps with Corporate Joint Committee (CJC) activity. Jonathan Burnes explained that the three colours on the chart represent the City Deal’s three themes. The first figure shown is total investment, which combines public, private, and City Deal funds and aligns with the financial monitoring referred to earlier by Stephen Aldred-Jones. The second figure relates to additional Gross Value Added (GVA), which was agreed with governments as a macroeconomic measure. While GVA remains valid, attributing it directly to City Deal infrastructure can sometimes be challenging. Officers aim to include economic impact measures, and will include GVA, where attribution is possible. Officers clarified that the £1.08 billion figure relates to additional Gross Value Added (GVA), not direct investment in City Deal infrastructure. Total investment figures cover public, private, and City Deal contributions. Officers noted strong synergies between City Deal and Corporate Joint Committee (CJC) work on economic development, planning, land use, and transport, which aim to align efforts on job creation, infrastructure investment, and business growth. All City Deal partners remain engaged in CJC activity to ensure integration. City Deal projects are designed to act as catalysts for wider regeneration, supporting future developments such as Swansea City Centre, Pentre Awel, Morriston Hospital expansion, Pembroke Port, and Neath Port Talbot Freeport, contributing to long-term economic growth and legacy benefits. Members questioned whether operational costs for Swansea Bay City Deal and the Corporate Joint Committee (CJC) could be streamlined, noting potential duplication and suggesting synergies to reduce costs by aligning functions rather than operating as two separate organisations. Jonathan Burnes advised that questions on merging operational costs for Swansea Bay City Deal and the Corporate Joint Committee (CJC) would be better addressed by the Chief Executive, Wendy Walters. He confirmed that an options appraisal has been considered through governance and that alignment is the intended direction of travel, though detailed arrangements are yet to be determined. Members asked about timescales for any transition. Officers were unsure but suggested movement could occur within this financial year. Stephen Aldred-Jones noted that CJC is currently recruiting a Chief Operating Officer, which may accelerate progress, but highlighted that City Deal and CJC remain separate legal entities, creating some complexity. Members requested that the chair write a letter to Wendy Walters as Chief Executive for clarification on the direction of travel that she envisages with the merging of the CJC and Swansea Bay City Deal Following Scrutiny the report was noted.
The Democratic Services Officer noted that members had requested a letter to be sent to The Chief Executive of CJC to, to ask about the direction of travel and that the chair will send on behalf of the committee. The Forward Work Programme was noted.
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