Decision details

(i)  To note the progress of a developing a new Master-planning Delivery Framework and programme, that will support the long-term growth and development of Southampton.

(ii)  To approve the establishment and draft Terms of Reference of the Southampton Renaissance Board and delegate authority to Executive Director Place, following consultation with the Leader of the Council and Cabinet Member for Economic Development, to administer the Board in line with the draft Terms of Reference as described in Appendix 1 of the report.

1.  A broad awareness of the emerging master-planning programme is a prerequisite to ensure the adoption of a people-centred master-planning approach and to ensure the long-term success of the programme.

The master-planning programme and delivery framework may well have implications in terms of infrastructure, transport, targeted regeneration, net-zero, flood risk and skills development, particularly for future construction skills.  Given this point the programme will affect a number of Cabinet portfolios.

2.  The establishment of a local public / private partnership Board is a stated aim of the current administration and of previous administrations.

The Board will evolve through time, developing a strategic advisory role and initiated initially as a Shadow Board to agree a terms of reference, to then be adopted.  The remit will be focussed on growth, strategic skills, sustainable development and investment.  A City Board (‘Renaissance Board’) is seen to be the most relevant and appropriate body with key partners will come together to help shape our collective approach to the growth agenda.

1.  Other less formal, network based arrangements, have been considered and rejected. A less formal approach is unlikely to provide the level of oversight, long-term buy-in, than by adopting a more coherent, co-ordinated and dedicated approach.  Delivery and engagement with investors will be a key underlying drivers for the Board. The proposed Renaissance Board will also involve and engage local bodies, businesses, investors and residents in its work.

2.  A standalone, more independent city board model has been considered and rejected.  In time the Renaissance Board many become a standalone entity, however until the Board is fully established, a model of aligned internal and external boards should provide a more stable framework and to ensure that any internal approvals on Council assets and responsibilities can be clearly enacted.

3.   The future role of the Southampton Connect partnership was carefully considered, however the partnership has limited private sector representation.  The roles of both bodies may evolve in a complementary fashion.  The Connect partnership has a slightly broader remit, where-as the Renaissance Board will be firmly focussed on the growth agenda.