We believe four broad themes emerge from our research. They are less about specific steps to be taken on individual sites and more about the way in which the project of building the Solent Freeport should be approached.

“There is value in a ‘narrative’, story-telling is a powerful way of building enthusiasm, engaging people and helping business see what it can offer them”

Of course, the original bid for freeport status made to Government did articulate a vision and drew on key regional characteristics: our role as a national gateway or the aspiration for a green, sustainable future, for example. What is apparent from our research, however, is that the wider business community are not familiar with that, and so do not feel a sense of ownership, or indeed part of the project.

We need a simple, crisp vision for what the Solent Freeport offers our region and how it can help us achieve our ambitions. That vision should be the basis for an exciting narrative: a story which will help all across our region, as well as potential investors, understand the scope of those ambitions.

Participants in our research wanted a vision which is:

• big and ambitious;
• co-created – developed by all stakeholders and owned by the region;
• about our place, it’s not simply an economic statement. It must capture what the Solent Freeport can do for us all; and
• distinctive, building on the strengths and unique characteristics of the Central South, distinguishing the Solent Freeport from the seven other English Freeports ( two Scottish Green Freeports and soon-to-be announced Welsh Freeports).

“The Solent Freeport is a compelling example of why we need closer institutional collaboration across the region”

That leadership may come from the Solent Freeport leadership team or from local political leadership – for example the Partnership for South Hampshire - but several participants saw a role for a clearly identifiable Solent Freeport ‘Champion’ who can bring together key players locally, as well as raising the regional and national profile of the Solent. One participant cited the role played by the Tees Valley Mayor in championing the Teesside Freeport: they were not arguing for a Solent Mayor, but were making the case for someone to take a strong leadership role.

A recurring theme in our research has been the importance of collaboration to make the Solent Freeport work for all: businesses, councils, education and training organisations (particularly further and higher education providers) and local communities must all work together if we are to have the region-wide impact sought. Establishing and maintaining that collaboration requires strong, focused leadership: whether to lead an inclusive regional discussion or bang heads together when things aren’t working.

“The Solent Freeport must be ready and willing to answer difficult questions from local business community”

That should be a two-way conversation which engages people, it’s about not simply telling participants what’s happening but allowing them to shape ideas and implementation.

Of course, that must not degenerate into multiple conversations, consultations and debates which distract us from the core task of bringing businesses to sites, it must be focused and tightly managed. But many saw it as vital to the success of the project that the dialogue is opened out as soon as possible.

Participants in our study felt there is a lack of awareness across the Central South’s business community as to what the Solent Freeport is and what it can offer. Now all Government approvals have been given that perceived void needs to be filled quickly. There is also a gap in public awareness and understanding, which can fuel negative perceptions that this is simply about port expansion, with more traffic, noise and pollution.

Importantly, the Solent Freeport is not yet embedded in regional conversations about the future of our economy or our places. It needs to be: a wide range of people and organisations need to be part of the discussion about what the initiative offers us, how the region can support it and how it addresses regional priorities. 

“How do we make this work in a complex region with many challenges?”

Several participants argued for some form of regional “Implementation Team”: a group drawn from all stakeholders with a focus on driving forward practical delivery of the Solent Freeport. Importantly, it should include a voice of the wider local business community. The Solent Freeport leadership team of course have a key role in planning that delivery, but they need others to help realise a successful outcome, and those organisations must be an integral part of a coherent, focused delivery process.

Time is of the essence with the Solent Freeport, and there are many complex challenges: ensuring the planning system can work at the speed required, prioritising infrastructure investment or establishing the pipeline of skills needed, for example. The impact of other larger regional challenges from nitrate pollution to energy supply or congestion also need to be addressed. Leadership and engagement, both discussed above, will help achieve the practical and, in many cases, cultural change required to facilitate progress.