11.       STRATEGIC DELIVERY BOARD - TERMS OF REFERENCE             

1. Purpose

The Council has been involved and will continue to be involved in major commercial, regeneration and infrastructure programmes and projects across the city; projects that are key to the city’s future success and prosperity. These projects fit with the objectives of the council’s Corporate Plan and a range of strategies and policies including the City Plan.These projects have to date been overseen by ad hoc project boards with mixed Member/Officer representation.

The purpose of the Strategic Delivery Board is to enable a more co-ordinated approach to the management and delivery of major projects. It will provide the strategic overview of major projects and provide a mechanism for focussed and systematic member input to ensure maximum efficiency and accountability. It will report to the Policy & Resources Committeeand to, the Tourism, Equalities, Communities and Culture Committee or other Committees as necessary.

2. Status

The Strategic Delivery Board shall be an advisory board to the Policy & Resources Committee and other committees as necessary. and the Tourism, Equalities, Communities and Culture Committee. The Strategic Delivery Board (‘the Board’) will not have Sub-Committee status and the political balance rules in section 15 of the Local Government and Housing Act 1989 will not apply. However, it is expected that the Board will be established on a cross party basis.

3. Areas of focus

· Develop and oversee a Regeneration & Investment Plan for the city

· Ensure strategic links between Programmes & Projects

· Oversee links between programmes and policies

· Oversee the pipeline of programme and projects

· Horizon scanning and early identification of emerging issues

· Cooperation and coordination with Greater Brighton & partners

· Consider the cumulative financial impact and financial risks of all the projects

· Act as the constituted body for overseeing Levelling-up Fund bids and funded projects

•   CTo consider the progress of major projects undertaken by the Council and advise the Policy & Resources Committee, other Committees or officers as appropriate

•   RTo review major projects having regard to capacity to deliver, corporate priorities and resources and advise the Policy & Resources Committee or other Committees as appropriate.

•   In exceptional cases, tTo establish or recommend the establishment of a project-specific Board or Working Group to oversee a particular major project where this is considered necessary due to capacity, complexity of the issues or other reasons.

4. Definition of Major Projects

For the purposes of the Strategic Delivery Board, major projects will be any with a citywide strategic impact, and cover those delivered by the range of council teams including Regeneration and Transport, or those that are overseen by the Planning team.  As such the projects will fall into one of two categories:

(a) Those that involve the Council either as the deliverer, a direct procurer or a facilitator of the provision of a major capital asset and /or regeneration of a site or area; or

(b) Those not directly involving the Council as landowner but which are of strategic significance to the city, such as the regeneration of a non-Council owned site or the provision of major infrastructure works.

5. Reporting

The Strategic Delivery Board will report to the Policy & Resources Committee, the Tourism, Equalities, Communities and Culture Committee or other relevant Committees, with recommendations as necessary.

6. Membership

Membership of the Strategic Delivery Board shall consist of 5 elected Members, following nominations by their Group Leaders to reflect the political composition of the Council.

No Member may serve on the Board, whether as a substantive or substitute member, unless they have undergone the required training for Board members, providing that training may be provided after Members are appointed and before they take their role.

7. Meetings and ways of working

The timing and number of meetings will be dictated by the volume of business for the Strategic Delivery Board.

The Board will agree ways of working appropriate to the role and remit of the Board.

8. Review

These terms of reference may be reviewed and amended by the Policy &Resources Committee from time to time.