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The decisions as the council's minutes record them. A plain-language summary follows once it has been written.
AGREED to note the report for information.
AGREED to note the report for information. CJE also requested confirmation from Members of their attendance at the workshop held on 22 October.
AGREED to approve the Change Management Strategy as presented.
The Chair welcomed all to the meeting. Apologies for absence were received from Councillors Shelley, Childs, Catrin M S Davies and Clive Davies (Ceredigion County Council) together with David Price, RSP Manager, Growing Mid Wales (DP), Debbie Evans - Corporate Manager - Service Accountancy, Ceredigion County Council (DE), Diane Reynolds - Head of Economic Development and Growth, PCC (DR), Jonathan Evans - Senior Manager of Digital Operations, Powys County Council (JE),Gareth Ashman - Head of Regional and Local Growth, UK Government), Angharad Massow - Senior Communications Officer, CCC/GMW (AM), Peter Jones - Growth Deal & Projects Performance Manager, Growing Mid Wales (PJ)
None.
The Chair was authorised to sign the minutes of the last meeting held on 17 July 2025 as a correct record.
Decision as recorded
AGREED to note the report for information.
Louise Grove-White (RSP Project Officer, GMW) was present to present the report on behalf of David Price, RSP Manager, Growing Mid Wales who had tendered his apologies. LGW updated the board on the Regional Skills Partnership’s (RSP) progress in addressing six key priorities identified in the 2024 Employment and Skills Plan: careers information and work experience, fit-for-purpose training, leadership and management, access to apprenticeships, energy sector support (including Net Zero transition), and skills for growth sectors. The RSP had entered a new phase, focusing on clear activities aligned with these priorities: World of Work- Planning was underway for an RSP pilot project - Skills Academy. The programme would offer the opportunity for a coordinated approach for regional employers to visit learners in secondary schools to share their sector knowledge and offer valuable insights into the roles available and which skills, attitudes and behaviours and qualifications are required for routes into employment. The sectors under focus are Construction, Manufacturing & Engineering and Energy. This earlier intervention with employers was key for pupils to make informed decisions when making their subject choices and decisions about their futures. These sessions would also inform young people of the opportunity that apprenticeships can offer.3 schools in Ceredigion and Powys have volunteered to be part of the pilot, Penglais, Ysgol Aberteifi, Ysgol Bro Teifi, Gwynefred, Ysgol Calon Cymru, Ysgol Llanfyllin. Session dates had been provided by the schools, and we were working to diarise these dates with relevant local businesses. Career information films for education professionals- It was reported that teaching professionals would be provided with sector expert knowledge regarding the skills, attitudes and behaviours required by those employers. Work had begun in mapping out the format for this project. The resource would take the form of a reference library of films to which teaching professionals would have unlimited access. In these films business leaders would talk about soft skills, attitudes and behaviours (common areas of concern) as well as sector specific skills and emerging occupations/skills for school leavers within the region. An application had been made to Aberystwyth University project placement scheme to engage a young film maker as part of their course. Careers in 360/Careers World Wales – (11-19 yrs old) Working in partnership with One Step North, sector employers, FE, Local Authority education representatives and Careers Wales to deliver an accessible interactive platform for young people to explore the world of work and the skills required. The platform was now ready for publication and they were working with both LA education departments on the role out of the platform. The Careers in 360 platform had gone through a period of testing and adjustment following the feedback received. Work was now being completed on the Careers World Wales section of the platform. Skills Provision This area of work would create a document for the region identifying the emerging and priority skills that the region would require in the following years, it would encompass skills and employment priorities identified through the Local Area Energy Plans the Growth Deal projects, Energy infrastructure programmes and the RSP Employment and Skills Plan. The work within this activity would also support partners such as Growth Deal projects to gather intelligence. This document could be utilised within the region to inform decision making when allocating future funding and developing skills programmes. Energy Through discussions in cluster groups and the review of the Local Area Energy Plans, the development of the Net Zero/Green skills agenda was growing fast. New technologies were developing, and a workforce was required able to react to this growth. Working with training providers and FE to develop appropriate qualifications would be a key factor in matching skills requirements for the future. The RSP would be working with employers and providers to ensure this need was met. The RSP was working with a consultant who had helped the Local Authorities create the Local Area Energy Plans. The consultant would assist us to interpret the plan and to understand how many engineers the region would require meeting its commitments. This work had begun and was ongoing. The RSP was also working with the Retrofit programme, supporting social landlords and property developers to improve the sustainability of construction. Planning was underway for an event in the autumn to support the retrofit supply chain. Talks were ongoing with Robert Price following a successful event in June and there was planned engagement with Travis Perkins and Huws Gray to support this event. The RSP was currently working with Growing Mid Wales energy colleagues to identify potential energy companies working in the region and create a group of relevant stakeholders who can inform the future skills and recruitment challenges. Business Cluster Groups These groups who represent our priority sectors in Mid Wales were integral in informing the priorities for the RSP and how to tackle skills issues. Examples of the recent work that these groups had recently undertaken had been:- • Responding to the apprenticeship senedd review. • Identifying a need for a regional digital strategy – A consultant had been appointed. • Designing the approach of the skills academy. • Investing in the Careers in 360 platform. It was AGREED to note the report for information.
Decision as recorded
AGREED to note the report for information. CJE also requested confirmation from Members of their attendance at the workshop held on 22 October.
CJE provided an update to the Board on the Mid Wales Growth Deal Portfolio. He reported that the Growth Deal was now officially in delivery, with some financial claims now being processed for payment to early phases of projects. Currently, the following financial commitments had been made by the GMW Board as follows: • Elan Valley – Phase 1 (£565,500) • CAT Cynefin Project – Phase 1A (£493,147) • Digital – Business Park FTTP Project (£804k) • Digital – LoRaWAN Stimulation Project (£500k) • Mid Wales Commercial Property Investment Fund (£4.4m) It was reported that this brought the total value of MWGD funding was now contractually committed and in delivery to c£6.76m.A financial spend and benefits profile was being developed for regular monitoring in the coming months, in tandem with the update to the Strategic Portfolio Business Case. The Business Case Pipeline was looking promising with key project approvals expected later this year/early in 2026 – pending on their development progress. The MWGD Portfolio was therefore in a critical phase where delivery momentum must be maintained through governance maturity at a project level – to ensure continued development at pace through prioritised resourcing, organisational commitment and ownership. The efforts of the Portfolio Management Office (PoMO) would be critical in this regard, to help ensure that projects continue to put the right focus on governance and assurance arrangements, and do not let momentum slip. 2As a PoMO that was not directly responsible for delivery, it would ensure this through regular check-ins and monitoring of project progress. To this end, the team and the project sponsors should be commended for their continued work to transition to a new digital reporting system. There was potential for some further slippage and revised schedules for the Green Futures Innovation Park and the Advanced Manufacturing Centre had been prepared. The PoMO would continue to work closely with both project teams to understand and support where possible. Come the Autumn, there would also be a requirement for both Aberaeron Harbour and Tir Glas to clearly communicate their intentions – as they were on hold within the Portfolio at present. It was reported that he situation with Elan Valley Lakes remains a concern. Senior discussions between the Portfolio SRO and the Director of Dŵr Cymru, who is the SRO of the project had been constructive. Whilst the MWGD would not be in a position to consider any additional funding to the scheme (due to the overall intervention rate already being high), a proposal had been made to share the risk across the two remaining work packages (WP2/WP3). This was currently with Dŵr Cymru’s senior management/board to consider and respond in due course. Overall, there had been a reduction in the project funding gap across the external projects, as a direct result of the sponsors efforts and support from the PoMO over recent months. However, continued emphasis on securing and formalising match funding across all projects remains a priority. Progress on the Digital Programme was slightly behind where it was projected to be, largely due to Annual Leave and the Summer Holidays. A plan was in place to recover lost ground and ensure the procurements of the Business Park FTTP and the Mobile Coverage projects progress rapidly in September. Additional Project Support Officer capacity had been put in place to assist with this. The Mid Wales Commercial Property Investment Fund had seen good progress over the Summer, with the stage 1 (viability) evaluation now completed. A total of 9 viable bids were looking to be progressed. Across these 9 proposals, outcomes were looking strong with promised 112 new jobs being created, 235 jobs safeguarded and from a spend of £3.96m MWGD a return of £7.16m of direct private sector investment. These figures would be reported formally and finalised when the full applications were received and confirmed and reported to GMW Board. It was reported that looking ahead, as part of the SPBC update – there was circa £12m of unallocated funding within the MWGD. Early work had started on scoping a potential for a Tranche 2 of the Mid Wales Commercial Property Investment Fund. Owing to the demand and early success being observed in the first Tranche, it was prudent that the team scope and develop options for considering a second tranche of the fund. This would be reported formally through governance as part of a discussion/decision on a suite of options moving forward. Finally, annual assurance on the MWGD Portfolio will be undertaken on 8-11 September by way of a Portfolio Assurance Review (PAR). The high-level outcome of which would also be reported formally through governance. It was AGREED to note the report for information. CJE also requested confirmation from Members of their attendance at the workshop held on 22 October.
Decision as recorded
AGREED to approve the Change Management Strategy as presented.
CJE/FB reported that the purpose of the report is to present the Change Management Strategy for review and approval by members. The GMW Board Members supported the Change Control Process set out in the Strategy. The Portfolio Delivery Board would be responsible for reviewing proposed changes from the Portfolio, Programmes, or Projects, assessing their impact, and recommending actions to the Growing Mid Wales Board (GMWB), which would then make final decisions in line with strategic objectives. Change Management supports project managers and teams in handling changes in a structured and efficient way. By implementing a formal control process, it ensures that all changes were thoroughly assessed, approved, documented, communicated, and executed systematically. This approach would help reduce the risk of adverse effects on Projects, Programmes, and the Portfolio’s goals, quality standards, and stakeholder satisfaction. The purpose of the Change Management Strategy was to provide a process through which all requests to change the approved baseline of a Project, Programme or Portfolio were captured, evaluated and then approved, rejected or deferred within the agreed controlled parameters. The Strategy outlines that, as part of the Portfolio Business Case and its associated Monitoring and Evaluation Plan, the Portfolio Management Office (PoMO) would maintain a Change Control Register to document all changes within the Portfolio. Change control reporting was mandatory for all MWGD Portfolio changes. This includes a full summary for significant changes and notification- only reporting for minor changes as outlined in the change thresholds. These reports would be submitted to the appropriate governance levels at the specified frequency following the relevant board meetings. The change approval process involves assessing a proposed change request to determine whether it should be approved, rejected, or deferred. The Portfolio Delivery Board reviews the request by considering its impact on the Portfolio’s scope, schedule, cost, quality, risks, and resources. Based on this evaluation, the Board makes a recommendation to the Growing Mid Wales Board (GMWB). Once the GMWB made a decision (whether to approve, reject, or defer the change) the Portfolio Management Office (PoMO) would record the outcome in the Portfolio change control register, updates the Portfolio Plan accordingly, and communicates the decision to relevant stakeholders. If necessary, the PoMO also revised the Portfolio’s budget, timeline, and risk management plan to reflect the approved changes. If a decision was made to reject a proposed change, a risk mitigation meeting must be convened immediately to assess the potential impact of the rejection and to develop a strategy to minimise any associated risks or negative consequences. When implementing change this must be done in a controlled and documented manner. The Project team must define tasks, assigns responsibilities, and integrates a change management plan into the delivery plan, updating relevant documentation as needed. The PoMO required visibility of the change plan, progress updates, and confirmation of completion. Following implementation, testing and verification would need to be conducted to ensure the implemented change meets established criteria. By following a structured and transparent Change Management process, the Portfolio team would ensure that all approved changes remain aligned with the Portfolio’s strategic objectives and constraints. It was AGREED to approve the Change Management Strategy as presented.
None.
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