The approach to producing a new set of key long-term goals for Southampton has been signed off by council leaders.

The current city strategy will expire next year, having been in place since 2015.

Southampton City Council cabinet members signed off on the proposed approach to draft the next city-wide plan at a meeting on Tuesday, July 16.

Labour leader of the council Cllr Lorna Fielker said: “The city plan is a partnership strategy and it sets out our long-term goals for the next 10 years.

“It will be developed with key strategic partners as well as residents and members of the opposition and we hope that it receives full cross-party support.

“Additionally, it is important the new plan also aligns with our other strategies that promote partnership working and our ambitions for Southampton.”

READ MORE: Activity centres could close in budget cuts

A cabinet report outlined the timetable of work which will take place up to the launch date in April next year.

This starts with cross-party engagement to agree priorities and areas of focus.

There will then be workshops with members of existing partnership boards, the voluntary sector and other groups such as schools.

Resident engagement will follow in late summer before the city plan is drafted and designed through a steering group.

The new city plan would form part of an “overall hierarchy of plans that articulate and support the wider goals across the region”, the report said.

READ MORE: City council plans to plug budget hole fall short by £10m

A new corporate plan will specify the delivery of the council’s commitments to the overall city plan.

The report said progress on the measures detailed under each priority in the 2015 to 2025 city strategy had not been specifically tracked or evaluated.

An assessment on the expiring strategy had taken place.

Conservative group leader Cllr Peter Baillie asked for these findings to be shared with all members of the council.

The cabinet report said city plans that are “true cross-partnership frameworks have been proven to drive successful results with positive economic, infrastructure and wellbeing impacts”.

It added: “Key to success is keeping it simple, clarity around the strategic frameworks, and understanding the value to participants of the goals/missions being achieved.”