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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 report be noted.
RESOLVED: That the report be noted.
RESOLVED: • That the Welsh Language Standards Annual Report 2025/26 be endorsed. • That the steps taken by the South West Wales Corporate Joint Committee during the report period, to comply with its duties under the Welsh Language (Wales) Measure 2011 and the Welsh Language Standards, be noted.
RESOLVED: • That the content of the circulated report be reviewed and consideration be given to whether the revised Risk Management Strategy and associated Strategic Risk Register provided the necessary assurances for effective risk management within the SWWCJC. • That the strategy and associated strategic risk register, be approved for implementation.
RESOLVED: • That the positive feedback from UK Real Estate Investment & Infrastructure Forum (UKREiiF) 2026, be noted. • That Option 3 contained within the circulated report (a targeted South West Wales Corporate Joint Committee presence at UKREiiF 2027) be endorsed. • That it be agreed that Officers work with Welsh Government, regional partners and the Private Sector Advisory Board to prepare a focused programme for 2027.
RESOLVED: • That the South West Wales ‘Industrial Resilience and Innovation’ Local Innovation Partnership Fund (LIPF) portfolio key principles, as outlined in the circulated report, be approved. • That the South West Wales Corporate Joint Committee (SWWCJC) Chief Operating Officer, in consultation with the SWWCJC Leader and Chair of the Economic Wellbeing and Regional Economic Development Sub Committee, be granted delegated authority to approve the final portfolio to be submitted to UK Research and Innovation (UKRI) based on the key principles outlined in the circulated report. • That Neath Port Talbot Council be granted delegated authority, on behalf of the SWWCJC, to enter into any agreements with UKRI post submission of the portfolio and to administer the LIPF in line with the portfolio delivery plan.
RESOLVED: That the report be noted.
RESOLVED: • That the Welsh Government Implementation Guidance for the Regional Transport Fund be noted, including the risks facing the region if it is unable to quickly make decisions through the existing process (key risks include approval for in-year virement, additional funding from Welsh Government, and future year programme submissions). • That delegated authority be granted to the Regional Transport Sub Committee to oversee the management of the Regional Transport Delivery Plan (RTDP). • That delegated authority be granted to the Chief Operating Officer of the South West Wales Corporate Joint Committee (SWWCJC), in consultation with the Chair of the Regional Transport Sub Committee, to amend the RTDP programme to reallocate funding where necessary. • That it be noted that a quarterly report be brought back to the SWWCJC for information purposes, noting determinations made.
RESOLVED: • That the contents of the Innovation Matrix Baseline Economic Appraisal, be approved. • That the positive economic, employment, skills and wider regional impacts generated during the first full year of operation, be noted. • That the opportunities identified within the appraisal to maximise future benefits realization, be noted; and support the continued development of the Innovation Matrix as a key component of Swansea’s Digital District.
RESOLVED: • That the contents of the Innovation Matrix Project Closure report, be approved. • That the formal closure of the Innovation Matrix project be approved and recognised as a completed component of the Digital District Programme. • That the transition of responsibility for ongoing benefits realisation and monitoring to business-as-usual arrangements within the University of Wales Trinity Saint David, be noted.
RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
RESOLVED: That the pre-audit statement of accounts 2025/26 for the Swansea Bay City Deal, be approved.
RESOLVED: That the Swansea Bay City Deal Portfolio Annual Report, be approved.
RESOLVED: That the report be noted.
The Chairperson welcomed attendees to the meeting and noted apologies received.
There were no declarations of interests received.
The minutes from the meeting held on 26 May 2026, were approved as a true and accurate record.
Decision as recorded
RESOLVED: That the report be noted.
Members were presented with the South West Wales Corporate Joint Committee (SWWCJC) Pre-Audit Annual Return for year ended 2025/26. It was stated that the Governance and Audit Committee had delegated responsibility for approving the annual accounts and receiving the audit report; the report was also presented to the SWWCJC for transparency and oversight purposes. The report summarised the financial position for the previous financial year and included the Annual Return. Officers confirmed that as the SWWCJC's turnover did not exceed £2.5 million, there was no requirement to produce a full Statement of Accounts; instead, an Annual Return had been prepared and audited internally by Pembrokeshire County Council's Internal Audit Team before being submitted to Audit Wales for external review, with the audited return expected to be received before September 2026. It was noted that the SWWCJC's principal source of funding continued to be the constituent authority levies; the levies had been set at a level broadly comparable with the previous year to minimise financial pressures on constituent authorities, with a commitment having been made to utilise reserves to support expenditure during the year. The Committee was informed that the outturn position reflected the successful securing of several Welsh Government grants during the year; these included the Capacity and Capability Grant, Regional Transport Grant and Strategic Development Plan Grant. It was also mentioned that interest accrued on cash balances amounted to £49,000. Expenditure was reported to be broadly in line with budget expectations; the majority of expenditure related to the Sub-Committees, which reported a variance of approximately £15,000. It was highlighted that additional grant funding had been received during the year, some of which had not yet been utilised and would therefore be carried forward to support future delivery. Officers explained that the Joint Committee function and Accountable Body function reported only minor variances, as detailed in the appendix of the circulated report; due to the additional grant funding received, a contribution had been made to balances rather than the previously anticipated use of £409,000 from reserves. As a result, the year-end balance carried forward increased to approximately £1.5 million; this balance would support the delivery of the SWWCJC's work programme in the current year, including commitments within individual Sub-Committee workstreams that had slipped beyond the financial year-end. It was added that the higher-than-anticipated balances would be considered during future budget-setting processes. It was highlighted that Appendix B, of the circulated repot, contained the formal Annual Return, which presented the financial information at a summary level, including income, expenditure and overall turnover figures. The circulated report also included the Annual Governance Statement, which had been signed by the Chief Executive; although the Chair's signature had not been included in the published report due to timing considerations, Members were advised that the Governance and Audit Committee had considered the document and the Chair had subsequently signed it. Reference was also made to the Internal Audit review, which had been completed and signed off on 2 July 2026; the Annual Return had subsequently been submitted to Audit Wales and was awaiting conclusion of the external audit process. RESOLVED: That the report be noted.
Decision as recorded
RESOLVED: That the report be noted.
The Committee received the Quarter 1 Financial Monitoring for Year ended 2026/26. Members were reminded that, on 27 January 2026, the South West Wales Corporate Joint Committee (SWWCJC) approved a budget of £1.15 million for 2026/27; the budget included levies from the constituent authorities, which had been reduced through the planned utilisation of reserves. Officers confirmed that during the same meeting, it was also agreed that reserves would be utilised to maintain the level for the current and future two financial years. It was stated that Quarter 1 projected an overall overspend of £395,000, which was forecast against the budgeted deficit of £167,000; consequently, the projected year-end reserve balance was expected to reduce from £1.585 million to approximately £1.9 million. It was reported that Support Services were forecast to underspend by approximately £39,000, primarily due to the Senior Accountant post remaining vacant; this was partially offset by external audit fees, which were forecast to exceed budget by £10,000 as a result of additional Performance Audit work undertaken by Audit Wales. The Sub Committee budget was forecast to overspend by £600,000 due to increased levels of activity during the year; this included £200,000 of Welsh Government grant expenditure relating to the Regional Development Plan and £100,000 relating to Strategic Development Planning. Following on from the above, it was noted that the Strategic Planning Sub Committee budget would be supplemented by £100,000 of Welsh Government grant funding received in 2025/26 and transferred to reserves, for use in the current financial year. In addition, £200,000 of reserves had been approved for use by the Strategic Planning Sub Committee by the SWWCJC on 24 March 2026; together with the existing Sub Committee allocation of £21,800 and Welsh Government grant funding, this provided a one-year budget of £421,800 to support recruitment to the Strategic Development Planning team. Members were informed that the Regional Management Office was forecast to underspend by approximately £43,000, mainly due to reduced expenditure on consultancy, specialist adviser fees, translation and printing costs. It was noted that additional income of £300,000 was forecast from Welsh Government grants, comprising £200,000 for the Regional Development Plan and £100,000 for the Strategic Planning Sub Committee. Taking account of the brought-forward reserve balance and the forecast overspend for the year, it was highlighted that reserves were projected to stand at approximately £1.19 million at the year end. RESOLVED: That the report be noted.
Decision as recorded
RESOLVED: • That the Welsh Language Standards Annual Report 2025/26 be endorsed. • That the steps taken by the South West Wales Corporate Joint Committee during the report period, to comply with its duties under the Welsh Language (Wales) Measure 2011 and the Welsh Language Standards, be noted.
Officers presented the Welsh Language Standards Annual Report for 2025/26. The report outlined the progress that had been made in implementing the Welsh Language Standards following receipt of the Compliance Notice from the Welsh Language Commissioner. It was noted that, as a public body, the South West Wales Corporate Joint Committee (SWWCJC) was required to comply with the Welsh Language Standards. Members were advised that the report highlighted the work undertaken during the previous year to embed the standards within the Committee’s day-to-day operations; whilst the SWWCJC did not currently directly employ staff and, therefore, some of the associated obligations had not yet arisen, a continuing progromme of work was in place to ensure compliance as the organisation developed. Officers stated that subject to the SWWCJC’s endorsement, the annual report would be submitted to the Welsh Language Commissioner and published on the SWWCJC website in accordance with the required processes. RESOLVED: • That the Welsh Language Standards Annual Report 2025/26 be endorsed. • That the steps taken by the South West Wales Corporate Joint Committee during the report period, to comply with its duties under the Welsh Language (Wales) Measure 2011 and the Welsh Language Standards, be noted.
Decision as recorded
RESOLVED: • That the content of the circulated report be reviewed and consideration be given to whether the revised Risk Management Strategy and associated Strategic Risk Register provided the necessary assurances for effective risk management within the SWWCJC. • That the strategy and associated strategic risk register, be approved for implementation.
Members received a report presenting an updated Risk Management Strategy and Strategic Risk Register, which would form part of the emerging Performance Management Framework for the South West Wales Corporate Joint Committee (SWWCJC). It was highlighted that the Strategy had been revised following detailed feedback received from the Governance and Audit Sub Committee in February 2026; the revisions were intended to strengthen the SWWCJC’s assurance arrangements and approach to risk management across the organisation. Officers stated that the Governance and Audit Sub Committee had considered the revised documents at its meeting on 28 May 2026 and had recommended them to the SWWCJC for approval. The Committee was advised that the revised Strategy reflected the position of the SWWCJC as a relatively new statutory body with a modest but evolving remit, recognising that its risk profile was continuing to develop. Officers highlighted that importance of having arrangements that were robust and proportionate to support effective governance and informed decision making for the delivery of the SWWCJC’s strategic objectives. It was mentioned that the Strategy therefore established a clear framework for risk management, setting out risk appetite, roles and responsibilities and escalation procedures. Reference was made to the draft Strategic Risk Register, which provided an initial assessment of the key strategic risks associated with the Committee’s principal workstreams and the mitigation measures in place. It was noted that the Register would continue to be developed and refined in consultation with lead officers to ensure that it matured alongside the organisation’s governance and risk management arrangements. RESOLVED: • That the content of the circulated report be reviewed and consideration be given to whether the revised Risk Management Strategy and associated Strategic Risk Register provided the necessary assurances for effective risk management within the SWWCJC. • That the strategy and associated strategic risk register, be approved for implementation.
Decision as recorded
RESOLVED: • That the positive feedback from UK Real Estate Investment & Infrastructure Forum (UKREiiF) 2026, be noted. • That Option 3 contained within the circulated report (a targeted South West Wales Corporate Joint Committee presence at UKREiiF 2027) be endorsed. • That it be agreed that Officers work with Welsh Government, regional partners and the Private Sector Advisory Board to prepare a focused programme for 2027.
Officers provided an update report on attendance at the UK Real Estate Investment and Infrastructure Forum (UKREiiF), one of the UK’s principal annual events for real estate, infrastructure, regeneration and investment. It was highlighted that the event brought together public bodies, government departments, investors, developers and regional partners to explore investment opportunities across the UK. Members noted that, for the first time, the South West Wales Corporate Joint Committee (SWWCJC) had co-located with the Welsh Government and the other Corporate Joint Committees within the Wales Pavilion. It was reported that this had significantly enhanced Wales’ presence at the event, enabled a more coordinated Welsh offer for delegates and generated considerable interest and footfall throughout the forum. Officers explained that feedback from attendees had been assessed under three themes: areas of success, perceived impact for South West Wales and opportunities for improvement. It was stated that the event had provided valuable networking and relationship-building opportunities with representatives from Welsh Government, UK Government, investors, developers and regional partners; the Wales Pavilion had served as an effective focal point for engagement, collaboration and the promotion of the regional investment offer. Following on from the above, it was highlighted that the event had provided an opportunity to launch the Regional Investment Prospectus and Investment Strategy, with discussions focused on key regional priorities, including transport and the Celtic Freeport; attendees had also welcomed the value of face-to-face engagement, which had facilitated meaningful discussions with partner organisations and stakeholders. In considering the impact of attendance, it was mentioned that the benefits of such events were generally realised over the longer term rather than through immediate investment outcomes; nevertheless, attendance had increased the visibility of the region and its projects, strengthened engagement with investors and framework providers, and supported a more cohesive and coordinated South West Wales narrative. Officers added that a total of 17 headline engagements had been recorded, with follow-up activity being monitored to assess future outcomes and opportunities. The Committee was informed of a number of proposed improvements for future attendance, including a more targeted approach to investor engagement, the identification of priority sectors and projects in advance of the event, a more structured programme of meetings and follow-up activity, enhanced regional branding, promotional materials, and dedicated networking opportunities for South West Wales. Overall, the event was recognised as a valuable platform for raising the profile of the region, strengthening partnerships and supporting future investment opportunities. Reference was made to the recommended options contained within the circulated report; Officers recommended Option 3, namely a continued but targeted strategic presence at UKREiiF 2027 alongside Welsh Government and partner regions. It was noted that the proposal would involve a delegation of approximately 15 representatives, comprising of three attendees per Local Authority and three SWWCJC Officers, including the Chair of the Private Sector Advisory Board. Members noted that early-bird tickets had already been secured to minimise costs; the anticipated budget requirement for this option was approximately £45,000. The Chairperson of the SWWCJC welcomed the positive outcomes arising from the event and highlighted the importance of maintaining a visible presence to promote investment opportunities within the region. It was added that local government representatives from the region had originally advocated for a Welsh presence at UKREiiF and that the development of a coordinated national offer represented a significant step forward. The Chairperson emphasised that many of the projects being delivered by the SWWCJC would require external investment and support, and that attendance at the event was important in maximising those opportunities. The Chairperson of the Private Sector Advisory Board, reflecting on their attendance at the event, considered it to have been highly successful in raising the profile of South West Wales and supporting the launch of the Regional Investment Strategy, which had received positive feedback. It was further mentioned that the Wales Pavilion had demonstrated a strong collaborative approach across Wales and had effectively showcased the collective strengths of the different regions while recognising their distinct priorities. The importance of strengthening relationships with Welsh Government through this collaborative approach was also highlighted. RESOLVED: • That the positive feedback from UK Real Estate Investment & Infrastructure Forum (UKREiiF) 2026, be noted. • That Option 3 contained within the circulated report (a targeted South West Wales Corporate Joint Committee presence at UKREiiF 2027) be endorsed. • That it be agreed that Officers work with Welsh Government, regional partners and the Private Sector Advisory Board to prepare a focused programme for 2027.
Decision as recorded
RESOLVED: • That the South West Wales ‘Industrial Resilience and Innovation’ Local Innovation Partnership Fund (LIPF) portfolio key principles, as outlined in the circulated report, be approved. • That the South West Wales Corporate Joint Committee (SWWCJC) Chief Operating Officer, in consultation with the SWWCJC Leader and Chair of the Economic Wellbeing and Regional Economic Development Sub Committee, be granted delegated authority to approve the final portfolio to be submitted to UK Research and Innovation (UKRI) based on the key principles outlined in the circulated report. • That Neath Port Talbot Council be granted delegated authority, on behalf of the SWWCJC, to enter into any agreements with UKRI post submission of the portfolio and to administer the LIPF in line with the portfolio delivery plan.
The Committee was presented with a report providing an update on the South West Wales application to UK Research and Innovation (UKRI) under the Local Innovation Partnerships Fund and seeking approval to submit the South West Wales Industrial Resilience Innovation Portfolio by the deadline of 7 September 2026. Members were reminded that approval had previously been granted to submit an Expression of Interest in January 2026. It was reported that the submission had been successful and that, in April 2026, the region had been informed that up to £20 million funding had been provisionally allocated, subject to the successful submission of a full portfolio. It was highlighted that the Local Innovation Partnerships Fund aimed to support near-to-market research and development, cluster development and innovation ecosystems, with the objective of strengthening regional innovation capacity, attracting private sector investment and creating high-value employment opportunities. The current focus was noted to be working on developing the portfolio of projects; the emerging portfolio focused on industrial resilience and innovation, with particular emphasis on the region’s energy clusters and material security. It was stated that a triple helix partnership approach had been established, as required by UKRI, comprising local government, academia and industry; Neath Port Talbot Council was acting as the lead authority, working in partnership with Swansea, Pembrokeshire and Carmarthenshire Councils. It was added that Swansea University and the University of Wales Trinity Saint David represented the academic sector, while Net Zero Industry Wales represented industry partners; the portfolio was being developed collaboratively with UKRI. It was noted that governance arrangements included a Programme Board operating on a triple helix basis, with representatives from UKRI and the Welsh Government Innovation Team attending as observers. Officers confirmed that several challenge and testing sessions had been undertaken and a Strategic Oversight and Advisory Group had been established to provide scrutiny and challenge from across academia, industry and government; input had also been received from Welsh Government, the South West Wales Corporate Joint Committee (SWWCJC) Overview and Scrutiny Sub Committee, and the Chair of the Private Sector Advisory Board, who represented the Board on the Strategic Oversight and Advisory Group. Officers reported that the portfolio was required to reflect local priorities, be supported by evidence of need, demonstrate wider economic and social benefits, and deliver meaningful scale and impact. Members were advised that the programme would need to attract private sector leverage and focus investment on the areas where the greatest benefits could be achieved across the South West Wales region. The circulated report outlined the proposed direction of travel for the portfolio, centred on three anchor projects relating to offshore renewable energy, hydrogen and materials recovery, supported by a number of challenge funds. Officers were seeking approval to provide delegated authority for the Chief Operating Officer of the SWWCJC, in consultation with the Leader of the SWWCJC and the Chair of the Economic Well-being Sub Committee, to finalise and approve the portfolio prior to its submission to UKRI on 7 September 2026. It was stated that a UKRI assessment panel was scheduled to consider submissions at the end of September 2026, following which the outcome of the application would be confirmed. Officers mentioned that the process remained iterative, with ongoing engagement between Officers, UKRI and Swansea University to ensure that a robust and deliverable portfolio was developed; a number of working groups had also been established under the triple helix partnership model to progress the three proposed project areas. RESOLVED: • That the South West Wales ‘Industrial Resilience and Innovation’ Local Innovation Partnership Fund (LIPF) portfolio key principles, as outlined in the circulated report, be approved. • That the South West Wales Corporate Joint Committee (SWWCJC) Chief Operating Officer, in consultation with the SWWCJC Leader and Chair of the Economic Wellbeing and Regional Economic Development Sub Committee, be granted delegated authority to approve the final portfolio to be submitted to UK Research and Innovation (UKRI) based on the key principles outlined in the circulated report. • That Neath Port Talbot Council be granted delegated authority, on behalf of the SWWCJC, to enter into any agreements with UKRI post submission of the portfolio and to administer the LIPF in line with the portfolio delivery plan.
Decision as recorded
RESOLVED: That the report be noted.
An update on the Local Growth Fund was provided to the Committee. This included an overview of the proposed programme and its role as the successor to the Shared Prosperity Fund. It was reported that initial work had been undertaken to identify and develop several anchor projects that aligned with the parameters of the Local Growth Fund and would form the basis of the programme for its first year. Members’ attention was drawn to the section of the circulated report relating to strategic alignment, which outlined the requirements for the transition year and the arrangements necessary to unlock funding for Years 2 and 3 of the programme. Officers stated that continued funding beyond the first year would be dependent upon the South West Wales Corporate Joint Committee (SWWCJC) assuming full oversight and accountability for the programme and developing a ten-year growth plan supported by a prioritised programme of projects and investment proposals. The Committee was advised that significant preparatory work had already been undertaken through the refresh of the Economic Delivery Plan, the review of the regional project pipeline and the development of the Regional Investment Strategy; collectively, this work had provided a clear understanding of the types of investment opportunities likely to emerge across the region. Regarding next steps, reference was made to the launch of a light-touch expression of interest process to encourage larger-scale regional projects to come forward for consideration. Subject to the outcome of that exercise, Officers anticipated presenting a balanced programme to Members in September 2026, incorporating both the existing anchor project activity already underway across the region and additional strategic investments identified through the process. It was explained that the proposed approach would help accelerate programme development, demonstrate the region’s readiness to assume greater responsibility for delivery of the fund and provide greater certainty to existing and prospective project sponsors. It was emphasised that, as the programme was primarily capital focused, early allocation of funding across the full three-year period was important to support effective project planning and delivery. Officers further noted that all proposals relating to programme allocation and governance would be presented for formal approval in due course. It was considered advantageous to progress the expression of interest exercise at the earliest opportunity, given the strong strategic framework already in place and the clear understanding of potential projects and investment priorities across the region. RESOLVED: That the report be noted.
Decision as recorded
RESOLVED: • That the Welsh Government Implementation Guidance for the Regional Transport Fund be noted, including the risks facing the region if it is unable to quickly make decisions through the existing process (key risks include approval for in-year virement, additional funding from Welsh Government, and future year programme submissions). • That delegated authority be granted to the Regional Transport Sub Committee to oversee the management of the Regional Transport Delivery Plan (RTDP). • That delegated authority be granted to the Chief Operating Officer of the South West Wales Corporate Joint Committee (SWWCJC), in consultation with the Chair of the Regional Transport Sub Committee, to amend the RTDP programme to reallocate funding where necessary. • That it be noted that a quarterly report be brought back to the SWWCJC for information purposes, noting determinations made.
Members received a report seeking approval for delegated authority arrangements relating to the management and delivery of the Regional Transport Plan (RTP) and the Regional Transport Delivery Plan (RTDP). Officers highlighted that significant progress had been made in the development of the RTP and the RTDP over recent years and that the first year of programme delivery was currently underway; approximately £24 million had been allocated across a range of transport programmes and projects throughout the region. It was reported that, following further guidance from Welsh Government and experience gained during programme delivery, there was a need for greater flexibility to respond quickly to changing circumstances, including project delivery issues, programme adjustments and any additional funding opportunities that might arise during the financial year; the proposed delegation arrangements were intended to facilitate timely decision-making and ensure that available funding could be fully utilised without unnecessary delays arising from multiple approval processes across individual local authorities and the South West Wales Corporate Joint Committee (SWWCJC). The circulated report listed the relevant delegations, and it was noted that the proposed arrangements would involve the Regional Transport Directors Group collectively considering and recommending any proposed reallocations of funding before progressing them through the agreed delegation process. Officers referred to the list of recommendations that were contained within the circulated report for Members consideration. During discussion, Members acknowledged the need for delegated authority arrangements but sought assurance that the benefits and outcomes achieved would be demonstrated to the communities across the region. In response, it was explained that, whilst current funding levels were not sufficient to deliver transformational change across the region, the programme was underpinned by a robust RTP and RTDP which reflected both Welsh Government policy requirements and identified local needs. Members were advised that a balanced programme of schemes was being delivered across all four local authority areas and that Officers were actively progressing first-year projects. It was further noted that the proposed delegation arrangements would assist in maximising expenditure, enable the region to respond to any additional funding opportunities and reduce the risk of funding being returned unspent. Reference was also made to ongoing engagement with Welsh Government, Transport for Wales and wider regional transport initiatives, including bus franchising proposals and the development of rail and metro improvements across South West Wales. The Chairperson highlighted the importance of communicating progress and achievements to local communities and advised that further public engagement on future rail and metro proposals was anticipated. Following on from the above, it was confirmed that Officers were developing regional communications arrangements, including a newsletter and regular updates, to provide greater visibility of investment activity, spending and outcomes; quarterly reporting through the SWWCJC and coordinated communications with local authority press and communications teams would further support transparency and accountability. Members also sought assurance that appropriate checks and balances would remain in place for local authorities and relevant Cabinet Members. In response, it was confirmed that the RTP and RTDP had been developed with extensive Member involvement across the region and that the intention was to continue operating within the agreed policy framework; any significant or potentially contentious changes would be discussed with the relevant Members before decisions were taken. It was further noted that the Regional Transport Sub Committee, which included representation from each local authority, would provide political oversight of the delegated arrangements. Members were assured that local Cabinet Members and Leaders would be kept informed of any proposed amendments in accordance with a “no surprises” approach, ensuring that all relevant authorities had appropriate visibility and opportunity to comment before changes were implemented. Officers advised that the proposed delegation model reflected emerging best practice and was consistent with arrangements recently approved by other Corporate Joint Committees; the arrangements were intended to strike an appropriate balance between efficient programme management and effective political oversight, whilst avoiding unnecessary delays in decision-making and supporting the timely delivery of regional transport investment. RESOLVED: • That the Welsh Government Implementation Guidance for the Regional Transport Fund be noted, including the risks facing the region if it is unable to quickly make decisions through the existing process (key risks include approval for in-year virement, additional funding from Welsh Government, and future year programme submissions). • That delegated authority be granted to the Regional Transport Sub Committee to oversee the management of the Regional Transport Delivery Plan (RTDP). • That delegated authority be granted to the Chief Operating Officer of the South West Wales Corporate Joint Committee (SWWCJC), in consultation with the Chair of the Regional Transport Sub Committee, to amend the RTDP programme to reallocate funding where necessary. • That it be noted that a quarterly report be brought back to the SWWCJC for information purposes, noting determinations made.
Decision as recorded
RESOLVED: • That the contents of the Innovation Matrix Baseline Economic Appraisal, be approved. • That the positive economic, employment, skills and wider regional impacts generated during the first full year of operation, be noted. • That the opportunities identified within the appraisal to maximise future benefits realization, be noted; and support the continued development of the Innovation Matrix as a key component of Swansea’s Digital District.
The Committee received a presentation on the Innovation Matrix Baseline Economic Appraisal, which provided an assessment of the economic, employment, skills and wider regional benefits generated during the facility’s first full year of operation. Members were advised that the appraisal represented a baseline assessment undertaken one year following completion of the project and established a benchmark against which future performance could be measured; the appraisal also identified a series of recommendations to maximise future benefits, with a further economic assessment scheduled to be undertaken at Year 5 to evaluate progress and the implementation of those recommendations. It was reported that the appraisal demonstrated a strong and positive trajectory towards achieving the benefits and outcomes forecast within the original business case and benefits realisation framework. The presentation provided context in terms of the university’s current land holdings at SA1; which comprised of the Forum Building, Business Campus and Library, Innovation Matrix Building and the IQ Technical Building. Members noted that, whilst the Innovation Matrix represented a significant milestone in bringing together academia and industry, it formed part of a wider long-term vision for the continued development of the SA1 area and its contribution to the economic regeneration of Swansea and the wider region. Officers explained that the Innovation Matrix accommodated a range of engineering, advanced manufacturing, robotics and industry-focused research activities; the development was highlighted as a key element of the wider regeneration of SA1 and a means of supporting innovation-led economic growth. In reviewing the findings of the appraisal, it was noted that: • The building had been successfully completed in May 2025. • The facility was located within the Digital District and wider SA1 Innovation Quarter. • The building brought together businesses, researchers, students and entrepreneurs within a shared innovation environment. • Approximately 145 jobs had been supported through construction, operational and student-related activities. • An estimated £6.3 million of economic impact had been generated during the first full year of operation. • Economic modelling forecast that the project would support approximately 202 jobs and generate up to £60 million of economic impact by the end of the benefits realisation period. It was stated that these outcomes had been facilitated by strong occupancy rates within the building; the facility had opened with approximately 70% occupancy and had subsequently remained fully occupied for an extended period. Officers mentioned that this reflected both the quality of the accommodation and the benefits associated with co-location alongside Swansea University, including opportunities to engage with applied research activity and the regional skills pipeline. Officers emphasised that the Innovation Matrix played an important role in supporting students throughout their educational journey, including those undertaking degree programmes, professional qualifications and micro-credential courses; the facility provided opportunities for students to engage directly with industry, develop relevant skills and build professional networks, with the aim of encouraging graduates to remain within the region and contribute to the long-term growth of the Swansea economy. Members were informed that the appraisal identified a positive trajectory for the development and recognised significant opportunities to expand and strengthen the Innovation Matrix ecosystem. It was further added that the building’s impact extended beyond commercial occupancy and included substantial benefits for student engagement and skills development. It was highlighted that 774 students had engaged with teaching activity within the building; 75 academic modules had been delivered from the facility and more than 3,600 teaching and learning hours had been hosted within the building. Officers confirmed that these outcomes formed a significant component of the project’s overall economic impact and benefits realisation objectives; the integration of teaching, innovation and industry activity had been identified within the appraisal as a particular strength of the operating model. Reference was made to the importance of the skills development and graduate pipeline; the facility had supported extensive collaboration between students, businesses and academic staff through guest lectures, industry engagement, course design, placements and knowledge exchange activity. It was noted that the university will be looking to enhance this moving forward and will consider how applied research for example, can be incorporated into the building and existing facilities. The presentation detailed real life examples of the students engaging with the building; including through building information management, coordination meetings, digital surveying and terrestrial laser scanning, and real world construction project activities. Members also noted the successful hosting of activities associated with World Skills Week and a growing programme of industry-led Continuing Professional Development (CPD) and knowledge exchange events. It was further reported that lease agreements within the building incorporated requirements for tenants to engage with the university through research, innovation or wider academic collaboration, thereby supporting the objectives identified within the economic appraisal. Officers stated that the appraisal concluded that a strong foundation had been established, supported by high occupancy levels, operational stability and a platform for future growth; key recommendations focused on strengthening the innovation ecosystem, developing the skills and talent pipeline, supporting enterprise and business start-ups and maximising future economic impact. The Committee was advised that the university would continue to enhance the Innovation Matrix ecosystem through the work of its dedicated Inspire Team, which had been based within the building; the team’s role was to facilitate collaboration between businesses, students and academic departments, support graduate retention and strengthen connections between industry requirements and academic provision. During discussion, Members sought assurance regarding the potential impact of wider financial pressures within the higher education sector and any risks that may affect the long-term sustainability of the project. In response, it was acknowledged that the higher education sector continued to face financial and operational challenges. However, Members were advised that the success of facilities such as the Innovation Matrix was dependent on maintaining skilled, experienced personnel who could effectively facilitate collaboration between businesses and academia; the continued presence of specialist staff within the facility was considered critical to sustaining engagement and maximising its benefits. Members were further advised that the Innovation Matrix, alongside other regional innovation facilities, was supporting businesses operating in emerging sectors such as artificial intelligence (AI), with a growing demand for skilled graduates to support that; whilst technological change and wider challenges within the higher education and research sectors presented potential risks, these also created significant opportunities for innovation and economic growth. It was noted that continued collaboration between industry, academia and regional partners would be essential to maximise opportunities, align skills development with industry needs and mitigate future risks through a strong pipeline of talent and innovation activity. RESOLVED: • That the contents of the Innovation Matrix Baseline Economic Appraisal, be approved. • That the positive economic, employment, skills and wider regional impacts generated during the first full year of operation, be noted. • That the opportunities identified within the appraisal to maximise future benefits realization, be noted; and support the continued development of the Innovation Matrix as a key component of Swansea’s Digital District.
Decision as recorded
RESOLVED: • That the contents of the Innovation Matrix Project Closure report, be approved. • That the formal closure of the Innovation Matrix project be approved and recognised as a completed component of the Digital District Programme. • That the transition of responsibility for ongoing benefits realisation and monitoring to business-as-usual arrangements within the University of Wales Trinity Saint David, be noted.
Officers presented the Project Closure Report for the Innovation Matrix. It was confirmed that the project had been successfully delivered, with all governance requirements for formal closure having been satisfied. Members were advised that the project had delivered a 28,000 square foot Grade A innovation facility within Swansea’s Digital District; the scheme had originally been developed as the “Box Village” concept before being amended through the City Deal governance process to create a larger, higher-quality facility that was better aligned with post-pandemic market conditions and the University’s long-term ambitions. From a delivery perspective, it was stated that practical completion had been achieved in 2024, with the building opening at approximately 70% occupancy and subsequently reaching full occupancy. Officers explained that, despite programme extensions and increased capital costs arising primarily from inflationary pressures, supply chain disruption and wider global economic factors, these additional costs had been managed by Swansea University without any further contribution from the City Deal programme. The circulated report also highlighted the Innovation Matrix’s strategic contribution to the wider development of Swansea’s Digital District and recognised the support provided by Swansea Council in aligning and delivering the project; whilst the capital project was now formally complete, Members were advised that benefits realisation activities would continue, with future monitoring and reporting undertaken to assess the achievement and enhancement of the project’s economic and wider benefits. RESOLVED: • That the contents of the Innovation Matrix Project Closure report, be approved. • That the formal closure of the Innovation Matrix project be approved and recognised as a completed component of the Digital District Programme. • That the transition of responsibility for ongoing benefits realisation and monitoring to business-as-usual arrangements within the University of Wales Trinity Saint David, be noted.
Decision as recorded
RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
The Committee received the Project Closure Report for Pentre Awel Canolfan. It was stated that the closure report covered the Zone 1 capital element of the Pentre Awel development scheme, comprising the Canolfan building together with the associated landscaping and public realm works. Members were advised that City Deal funding had been instrumental in enabling delivery of the scheme, with Canolfan acting as the central component of the wider Pentre Awel programme and a key element in the development of the region’s life sciences ecosystem. It was noted that the project had brought a former brownfield industrial site back into productive use and was acting as a catalyst for future phases of development, including the proposed assisted living and hotel elements, both of which were attracting positive market interest. Officers highlighted that Canolfan had opened on 15 October 2025 and comprised a 21,000 square metre multi-use, multi-tenancy facility, owned and managed by Carmarthenshire County Council; the building brought together leisure, business, research, education, health and community functions, with the City Deal-funded elements accounting for approximately 10,800 square metres of floor space. It was explained that the facility was being opened in phases and currently accommodated a leisure centre, including swimming pools, a hydrotherapy pool, gym, studios and sports hall. It was reported that more than 1,000 new members had joined within the first three months of operation and that approximately 36,000 visits had been recorded during the first month alone. The Committee was informed that Hywel Dda University Health Board was delivering a range of community-based services from the facility, including phlebotomy, cardiac rehabilitation and liver clinics, with further health services due to relocate to the building later in the year. Members also noted the successful use of meeting spaces, the café and atrium area for community events and wellbeing activities. Particular emphasis was placed on community engagement, given the location of the development within one of the most deprived areas in Wales. It was stated that the building was currently approximately 55% occupied, with occupancy expected to increase as further fit-out works were completed over the coming months; planned developments included conferencing facilities, additional office accommodation, health-related facilities and an education centre. Officers mentioned that the project had generated significant social value outcomes, including an estimated £35 million of social value through recruitment, training, local supply chains, education initiatives and community engagement activities; in addition, approximately 6,100 person-weeks of training and recruitment activity had been delivered, exceeding the original target, and around 75% of construction expenditure had been secured through Welsh-based subcontractors. It was noted that a full economic impact assessment would be undertaken within the next 12 to 18 months, following the occupation of the Health Board accommodation and the establishment of a more comprehensive evidence base for assessing health and economic outcomes. Reference was made to the challenges and variances; the project had experienced programme and cost pressures arising from challenging market conditions, inflation and wider construction sector factors. However, it was highlighted that measures had been implemented to manage these pressures and deliver the project within the approved funding framework. It was further noted that some adjustments had been made to the original business case assumptions to reflect changing market conditions, including revised targets relating to business occupancy, enterprise development and educational use of the building. Finally, the Committee received an update on future phases of the development, noting that design work for the assisted living element was progressing and that a competitive dialogue process in relation to the proposed hotel development was also continuing. RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
Decision as recorded
RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
Members were provided the Project Closure Report for Pembroke Dock Marine (PDM) Marine Energy Test Area (META). The Committee was advised that the project formally concluded in June 2025 and represented a strategically significant investment within the City Deal portfolio, with a total project value of just under £3 million. The project had been established to create a nationally important marine energy testing facility and had been reviewed by the Portfolio Management Office, which was satisfied that all requirements for formal closure had been met in accordance with City Deal governance arrangements. It was reported that the project had performed strongly overall and had successfully delivered the objectives set out within the approved business case. Officers stated that the project had transitioned effectively from the development phase into a fully operational facility, delivering eight pre-consented testing sites and exceeding targets for completed testing programmes; whilst some delays and variances in site area had been experienced during delivery, these had not adversely affected the functionality, utilisation or strategic value of the facility. Officers added that the project had achieved full utilisation of City Deal funding and had secured additional private sector investment beyond that originally anticipated, demonstrating increasing market confidence in the marine energy sector and the opportunities available within the Milford Haven area. Members were advised that robust governance and assurance arrangements had supported delivery throughout the project lifecycle and that no significant unresolved issues remained at closure. It was concluded that META now provided a strong platform for continued marine energy innovation and long-term regional growth. Reference was made to the potential for future investment and expansion of the facility, including opportunities to support emerging sectors such as floating offshore wind and wider offshore marine energy testing activities. RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
Decision as recorded
RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
The Digital Infrastructure Connected Place – PSBA Full Fibre Infrastructure Build (FFIB) Project Closure Report was presented to the Committee. It was explained that this project formed part of the Connected Places workstream within the Digital Infrastructure Programme. Members were informed that the project, with a total investment of just under £2 million, had been delivered up to 2025 and was designed to enhance digital connectivity across the public sector estate by providing gigabit-capable full fibre infrastructure to support service delivery, digital transformation and long-term network resilience. Officers reported that the project had emerged following a review of the original hub-site model, which concluded that changing market conditions, increased private sector investment and evolving partner requirements necessitated a revised approach to maximise value for money; the project was subsequently re-scoped and successfully delivered against its revised objectives. The Committee was advised that the project had upgraded 69 public sector sites across six partner organisations to full fibre connectivity, establishing a resilient and scalable digital infrastructure platform to support future public sector and regional network expansion; despite delays during the early stages of delivery, the project was completed 12 months ahead of the revised programme and successfully secured additional funding through the Welsh Government Local Broadband Fund. It was noted that this enabled approximately £800,000 of Digital Infrastructure Programme funding to be reallocated to other regional priorities. It was highlighted that the project would deliver long-term benefits through improved connectivity, enhanced service delivery, operational efficiencies, cost savings and the replacement of legacy infrastructure; whilst some post-completion actions remained, including benefits monitoring, data collection and support for partner organisations to maximise the opportunities created by improved connectivity, Members noted that the project had established a strong foundation for future digital transformation and improved outcomes for communities across the region. RESOLVED: That the project closure report, attached at Appendix A of the circulated report, be approved.
Decision as recorded
RESOLVED: That the pre-audit statement of accounts 2025/26 for the Swansea Bay City Deal, be approved.
The Committee received the Swansea Bay City Deal Pre-Audit Statement of Accounts for 2025/26. It was noted that a full Statement of Accounts was required due to cash holdings and turnover exceeding £2.5 million. Members were advised that the Statement of Accounts provided an overview of the activities undertaken by the Swansea Bay City Deal during the year and summarised the associated financial performance; the accounts had been submitted to Audit Wales and would be subject to audit over the coming months. It was mentioned that ultimate responsibility for approval of the accounts rested with the Joint Committee. The report outlined the overall portfolio investment position. Officers explained that the latest Quarter 4 forecast investment position stood at £1.458 billion, representing an increase of £68 million compared with the original investment profile. It was stated that City Deal funding allocation remained unchanged at £241 million, payable over a 15-year period. It was reported that both the UK Government and Welsh Government funding profiles had been revised, with payments being brought forward where possible, which had supported project delivery and improved the overall financial position; minor adjustments had also been made to the public and private sector investment profile. A summary of the Joint Committee budget and outturn position was provided; Joint Committee costs had reduced from the original budget of £123,000 to an outturn of £94,000. Details of the Accountable Body costs and investment income were also presented. Members noted that significant cash balances held on behalf of the City Deal had generated £2.9 million in interest income during the year; in accordance with the agreed policy, interest earned continued to be redistributed amongst the four constituent authorities, helping to offset the costs incurred by authorities in advancing project funding ahead of grant receipts. It was recognised that the level of interest generated had exceeded original expectations, largely due to delays in project delivery, including those arising from the impact of Covid-19. Officers highlighted that several projects had not progressed as far as anticipated during 2025/26; consequently, grant expenditure was lower than originally budgeted, reflecting the timing of payments to individual projects. Members were also advised that a proportion of funding continued to be top-sliced to support the operation of the Joint Committee and the City Deal Portfolio Office. The Portfolio Office regional budget outturn was reported as £460,000 against a budget of £549,000, representing a favourable variance. In relation to overall portfolio investment, it was noted that £14 million of government grant had been drawn down during the year, while £16.8 million had been distributed to projects. It was further reported that £62 million of unapplied grant funding would be carried forward and applied to projects at the appropriate stages of delivery. The Committee was advised that the accounts had now been submitted to Audit Wales for audit; subject to completion of the audit process, the audited Statement of Accounts would be presented to the Committee for approval at a future meeting, with completion anticipated before the end of September 2026. RESOLVED: That the pre-audit statement of accounts 2025/26 for the Swansea Bay City Deal, be approved.
Decision as recorded
RESOLVED: That the Swansea Bay City Deal Portfolio Annual Report, be approved.
The Swansea Bay City Deal Portfolio Annual Report (April 2025-March 2026) was presented to the Committee. Officers explained that the circulated report was the fifth iteration of the Swansea Bay City Deal Annual Report, which provided a summary of achievements, key milestones and progress made during the 2025/26 financial year. It was added that the report reinforced the importance of the City Deal to the regional economy and highlighted priorities and planned activity for the year ahead. It was reported that the Annual Report had been developed using quarterly monitoring information, public relations activity, social media content and engagement with project teams; all information included within the report had been verified and approved prior to being presented to the Joint Committee for formal approval. Members were informed that the report included information on benefits realisation, project updates, case studies, financial performance, marketing and communications activity, risk management, lessons learned and future milestones. The report also contained interactive QR codes linking to the Swansea Bay City Deal website, enabling readers to access further information on the projects and achievements summarised within the document. Officers advised that updates on business case development and delivery progress were included throughout the report, together with key achievements and highlights from the year. It was further noted that a Welsh language version of the report would be produced, and the report will also be distributed to stakeholders; both versions would be published on the Swansea Bay City Deal website for public access. RESOLVED: That the Swansea Bay City Deal Portfolio Annual Report, be approved.
Decision as recorded
RESOLVED: That the report be noted.
Members were presented with the Swansea Bay City Deal Quarterly Monitoring Report. Reference was made to the Benefits Realisation Dashboard, which tracked 118 benefits across the portfolio. It was reported that the Quarter 1 financial monitoring report would be presented to the Committee at its September meeting. The Committee was advised of an increase in one portfolio-level risk relating to staff turnover; the risk had been escalated from Amber to Red whilst a review of Project Management Office (PMO) resources was undertaken. It was noted that discussions were ongoing with the Chief Operating Officer of the South West Wales Corporate Joint Committee regarding staffing and resource considerations. RESOLVED: That the report be noted.
There were no urgent items received.
RESOLVED: That pursuant to Regulation 5 (2) and (5) of Statutory Instrument 2001 No 2290, the public be excluded for the following items of business which involved the likely disclosure of exempt information as defined in Paragraph 14 of Part 4 of Schedule 12A to the Local Government Act 1972.
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