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There is no summary of this meeting yet. One is written once the council publishes the minutes. The agenda and papers are below.
In accordance with the Code of Conduct adopted by the City & County of Swansea, no interests were declared.
Resolved that the Minutes of the People Policy Development Committee held on 23 July 2026 be approved and signed as a correct record.
The Strategic Economic Regeneration Manager presented an update on evolving arrangements for implementation of the Local Growth Fund 2026-2029. Discussions and questions focussed on: • Funding Structure: The programme runs for three financial years from 1 April 2026 and is more targeted than the former Shared Prosperity Fund. Approximately 70% of funding is expected to support capital investment and 30% revenue activity. It has three themes which are business support, economic infrastructure, and skills and employability, with skills funding intended to fill gaps alongside existing UK and Welsh Government programmes. • Regional Governance: Welsh Government has retained the previous regional delivery architecture while requiring decisions to operate formally through the Corporate Joint Committee structure. Swansea remains the lead authority for the South West Wales region, with regional planning and local delivery continuing so support can be delivered as locally as possible. Regional projects will be approved by the Corporate Joint Committee following advice from officers in the four local authorities. • Initial Delivery: Year-one delivery broadly follows the successful former grant offer, including pre-start and business growth grants, using indicative authority-level budgets based on previous Shared Prosperity Fund allocations even though the fund is regional rather than separately allocated to each council. A substantial waiting list enabled business grants to begin quickly, while economic infrastructure proposals are being assessed for approval in the following weeks. • Future Expressions Of Interest: A call for expressions of interest will seek additional projects for years two and three that fit the regional economic delivery plan but fall outside the anchor projects. Potential proposals include capital schemes with funding shortfalls or additional deliverable elements, provided they can be completed within the required two-year period and do not duplicate existing provision. By the end of 2026, the region expects to have a clearer three-year programme and funding balance. • Monitoring And Staffing: Claims to Welsh Government will be made quarterly, with grant applications assessed through officer panels and award lists presented to senior management and senior cabinet members. Quarterly updates will also be available through Cabinet and the Corporate Joint Committee, with future committee reports or member seminars possible. Staff contracts have initially been extended only to March 2027 because the expressions-of-interest process may alter funding and staffing requirements for years two and three. • Business And High Street Support: Members should continue referring businesses to the team, including applicants that may not fit the new High Street Premises Grant, because alternative Local Growth Fund routes or future programme adjustments may be available. • Referral Process: Referrals should be sent to the team, which will assess whether support is available through high-street, pre-start, growth, or other funding streams and redirect enquiries internally where appropriate. • Shopfront Improvements: shopfront proposals remain open for consideration, noting that around 380 improvements had been completed over the previous five years. Proposals must comply with conservation-area and planning guidance, including the appearance of the full building frontage. Even where current funding cannot be used, enquiries will help identify demand and inform future funding parameters. The Cabinet Member for Environment & Infrastructure thanked the Strategic Economic Regeneration Manager and the team for their ongoing and previous work. The Chair thanked the Cabinet Member for Environment & Infrastructure and the Strategic Economic Regeneration Manager for the informative report.
Part of an issue followed across 2 meetings
The Cabinet Member for Environment & Infrastructure introduced the report. The Strategic Manager – Leisure, Partnerships, Health and Wellbeing assisted by the Parks Development Officer presented a draft strategy intended to coordinate development across approximately 150 council-managed parks and open spaces, building on recent investment while establishing priorities for community participation, facilities, safety, inclusion, environment, and long-term development. Discussions and questions focussed on: • Strategy Purpose: The draft strategy distinguishes the new parks development function from daily parks operations. Operations cover activities such as grass cutting, tree and flower maintenance, cleaning, and routine upkeep, while the development team will address infrastructure, signage, activities, friends groups, partnerships, and longer-term improvements. • Evidence And Consultation: Counter Culture supported development of the strategy using Shared Prosperity Fund support. Evidence included a public survey with 548 responses, engagement with ward members, staff, young people and schoolchildren, desk research, and links to nature recovery, climate change, and other council strategies. The stated vision is for parks to be thriving, resilient and inclusive spaces connecting residents with nature and one another. • Strategic Themes: The strategy is structured around eight themes: community participation; sport, play, health and wellbeing; environment, resilience, ecology and biodiversity; heritage and cultural value; tourism and economic value; and accessibility, safety and inclusion, alongside coordination through the parks development function. Short, medium, and long-term actions provide a work framework rather than a guarantee that every proposed outcome can be delivered. • Current Team Activity: The team had begun auditing parks and engaging with community and friends groups. A Parks Infrastructure Coordinator has been appointed, covering fixed assets such as play areas, changing rooms, paths, signage and gates. Work has included the Golden Grove Community Orchard and discussions with Place for All about improvements at the Mugga play area, potentially including a pump track or mixed wheels facility. A further Officer is expected to join around October to focus on community group engagement. • Next Steps: the draft strategy would be considered by Cabinet for endorsement as the work plan for the parks development team. The team will progress immediate and medium-term actions while developing longer-term plans and intends to establish a cross-department Council working group within weeks to coordinate departments involved in parks development. No dedicated large capital pot currently exists for all identified improvements, so the team will work with the Strategic Economic Regeneration Manager and other colleagues to identify funding opportunities. • Destination Parks And Maintenance: In relation to Swansea developing larger destination parks and the determination of future capital investment and maintenance priorities would be selected, existing major parks provide a foundation, while audits and funding processes would determine future priorities. • Destination Park Proposal: Singleton, Cwmdonkin and Victoria already function as larger destination parks and that the immediate opportunity may be to promote their facilities more effectively, including through the forthcoming West Wales Sports Partnership activity finder. The Cabinet Member acknowledged the potential for larger play areas to be considered if future opportunities arise, while noting that the recent programme prioritised free play provision across communities. • Maintenance Requirements: The Committee noted that new equipment should not be installed without identifying ongoing maintenance funding, addressing a historic weakness in parks provision. • Capital Prioritisation: In relation to identifying a transparent priority list for capital works such as deteriorating fencing at Southend Gardens, Southend Park and Hen Parc Gardens in Mumbles, it was noted that Officers were auditing park infrastructure to establish the scale of need; priorities will then be ordered and taken through relevant funding channels. A complete picture of infrastructure demands was not yet available. • Fair Investment: The park audit, engagement with ward members and community groups and assessment of safety and infrastructure conditions would provide the evidence for setting priorities across the city and county. • Community Partnerships And Park Leases: Community organisations may propose leases for park facilities, but each proposal would undergo financial, operational and public-interest checks before a final Cabinet decision. • Lease Assessment: Organisations seeking to lease a building or park facility must submit an expression of interest. The Council will assess their ability to fund maintenance, provide volunteers, and manage the asset so that a transferred facility does not deteriorate and return to Council control. • Council-Owned Pitches: Lease proposals are considered case by case. Council-managed football pitches are generally less likely to be transferred because of current grassroots demand, although the Council remains open to discussions with clubs and community organisations. • Approval Process: The process includes due diligence, any required public open-space notices and a report to Cabinet. Cabinet makes the final decision on whether a lease or asset transfer proceeds. The planned community-focused role will support engagement with clubs, community groups and other organisations. • Local Influence: Officers will work with ward members, friends groups and communities to identify needs and prioritise requests. Groups may present extensive wish lists, so the team will first address safety and essential infrastructure, such as poor paths, before considering larger ambitions such as new buildings or expanded community facilities. • Parks Usage Evidence: In response to a question regarding the calculation of usage figures in the strategy and whether sports users were included; Officers agreed to verify the source and scope before responding. • Usage Figures: The high usage figures reported for parks in Llansamlet and whether use of sports facilities such as football and bowls was included separately or within the overall totals appeared to be estimates drawn from an external survey or valuation source, but Officers would check the methodology and return with confirmation rather than provide an unverified answer. • Valuation Tool: Reference was made to the Outdoor Recreation Valuation Tool as a formula-based source that provides indicative estimates of park use and value. Examples discussed included substantial estimated usage at Singleton Park, illustrating how the tool can provide a consistent evidence base even where direct counting is unavailable. The Chair thanked the Cabinet Member for Environment & Infrastructure and Officers for the informative report.
The Chair presented the Committee Work Plan 2026/27. The items for discussion at the meeting on 29 October 2026 included: • Bus Network • Metro In relation to the item listed for 10 December 2026, the Officer confirmed the title as ‘Pride in Place – Neighbourhood Programme’.
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