Public Document Pack
WMCA Board
Date: Friday 5 June 2020
Time: 11.00 am Public meeting Yes
Venue: This meeting will be conducted virtually using Microsoft Teams Click here to view the meeting.
Membership
Constituent Members Appointing Authority Andy Street (Chair) Mayor of the West Midlands Combined Authority Councillor Bob Sleigh (Vice-Chair) Solihull Metropolitan Borough Council
Councillor Adrian Andrew Walsall Metropolitan Borough Council Councillor Mike Bird Walsall Metropolitan Borough Council Councillor Ian Brookfield City of Wolverhampton Council Councillor Ian Courts Solihull Metropolitan Borough Council Councillor Yvonne Davies Sandwell Metropolitan Borough Council Councillor George Duggins Coventry City Council Councillor Patrick Harley Dudley Metropolitan Borough Council Councillor Brigid Jones Birmingham City Council Councillor Abdul Khan Coventry City Council Councillor Syeda Khatun Sandwell Metropolitan Borough Council Councillor Ian Ward Birmingham City Council Councillor Qadar Zada Dudley Metropolitan Borough Council
Non-Constituent Members Nick Abell Coventry & Warwickshire Local Enterprise Partnership Councillor George Adamson Cannock Chase District Council Councillor Shaun Davies Telford & Wrekin Council Councillor Matthew Dormer Redditch Borough Council Councillor Julie Jackson Nuneaton & Bedworth Borough Council Councillor Tony Jefferson Stratford-on-Avon District Council Councillor Sebastian Lowe Rugby Borough Council Councillor Peter Nutting Shropshire Council Councillor Jeremy Oates Tamworth Borough Council Tim Pile Greater Birmingham & Solihull Local Enterprise Partnership Councillor Izzi Seccombe Warwickshire County Council Tom Westley Black Country Local Enterprise Partnership Councillor David A Wright North Warwickshire Borough Council Observers Awaiting Membership Councillor David Hitchiner Herefordshire Council Mandy Thorn The Marches Local Enterprise Partnership
Co-Opted Member Lee Barron Midlands Trades Union Congress
Observer Members Councillor Greg Brackenridge West Midlands Fire Authority David Jamieson West Midlands Police & Crime Commissioner
Quorum for this meeting shall be at least one member from five separate Constituent councils
If you have any queries about this meeting, please contact:
Contact Dan Essex, Governance Services Manager Telephone 0121 214 7505 Email [email protected]
Agenda Page 2 of 4 AGENDA
No. Item Presenting Pages
Items of Public Business
1. Apologies for Absence Chair None
2. Declarations of Interest Chair None Members are reminded of the need to declare any disclosable pecuniary interests they have in an item being discussed during the course of the meeting. In addition, the receipt of any gift or hospitality should be declared where the value of it was thought to have exceeded £25 (gifts) or £40 (hospitality).
3. Minutes - 14 February 2020 Chair 1 - 12
4. Forward Plan Chair 13 - 16
5. Chair's Remarks (if any) Chair None
Governance
6. COVID-19: Actions taken by the WMCA Head of Governance / 17 - 22 Director of Finance 7. Annual Planning: Review of 2019/20 Delivery Director of Strategy 23 - 84 and Update on 2020/21 Planning
8. Application from Warwick District Council to Head of Governance 85 - 88 become 'Observer' Members of the WMCA
9. Overview & Scrutiny Committee - Annual Report Councillor Lisa Trickett 89 - 110 2019/20
Skills & Productivity
10. Economic Recovery - Emerging Employment Councillor George 111 - 120 and Skills Proposals Adult Education Budget Duggins 2019/20 and 2020/21
Finance
11. Financial Monitoring Report 2019/20 Councillor Bob Sleigh 121 - 146
Economy & Innovation
12. Match Funding for the Tourism, Trade and Councillor Ian 147 - 150 Investment Programme Brookfield
Agenda Page 3 of 4 Environment, Energy & HS2
13. WM2041: A Programme for Implementing an Councillor Ian Courts 151 - 196 Environmental Recovery
Transport
14. Recovering the Transport Network - Towards a Councillor Ian Ward 197 - 232 New Normal
Minutes
15. Strategic Economic Development Board - 8 Tim Pile 233 - 242 January 2020
16. Transport Delivery Committee - 10 February Councillor Kath Hartley 243 - 248 2020
17. Mayor's Question Time: Connectivity - 13 Councillor Lisa Trickett 249 - 252 February 2020
18. Investment Board - 17 February 2020 Councillor Bob Sleigh 253 - 260
19. Environment Board - 27 February 2020 Councillor Ian Courts 261 - 264
20. Public Service Reform Board - 5 March 2020 Councillor Yvonne 265 - 270 Davies 21. Overview & Scrutiny Committee - 9 March 2020 Councillor Lisa Trickett 271 - 274
22. Transport Delivery Committee - 16 March 2020 Councillor Kath Hartley 275 - 280
23. Investment Board - 20 April 2020 Councillor Bob Sleigh 281 - 286
24. Housing & Land Delivery Board - 27 April 2020 Councillor Mike Bird 287 - 296
25. Young Combined Authority Minutes YCA Representative 297 - 300
Date of Next Meeting
26. Friday 24 July 2020 at 11.00am Chair None
Agenda Page 4 of 4 Agenda Item 3
WMCA Board
Friday 14 February 2020 at 11.00 am
Minutes
Constituent Members Andy Street (Chair) Mayor of the West Midlands Combined Authority Councillor Bob Sleigh (Vice-Chair) Solihull Metropolitan Borough Council Councillor Mike Bird Walsall Metropolitan Borough Council Councillor Ian Brookfield City of Wolverhampton Council Councillor Ian Courts Solihull Metropolitan Borough Council Councillor George Duggins Coventry City Council Councillor Patrick Harley Dudley Metropolitan Borough Council Councillor Brigid Jones Birmingham City Council Councillor Ian Ward Birmingham City Council
Non-Constituent Members Councillor Matthew Dormer Redditch Borough Council Councillor David Humphreys North Warwickshire Borough Council Councillor Julie Jackson Nuneaton & Bedworth Borough Council Councillor Tony Jefferson Stratford-on-Avon District Council Ninder Johal Black Country Local Enterprise Partnership Councillor Alexander Phillips Shropshire Council Councillor Izzi Seccombe Warwickshire County Council
Observer Members Councillor Greg Brackenridge West Midlands Fire Authority David Jamieson West Midlands Police & Crime Commissioner Rob Johnston Midlands Trades Union Congress
In Attendance Councillor Cathy Bayton Overview & Scrutiny Committee Councillor Peter Fowler Overview & Scrutiny Committee Councillor Kath Hartley Transport Delivery Committee Kashmir Hawker Young Combined Authority Aisha Masood Young Combined Authority Councillor Richard Worrall Transport Delivery Committee
Page 1
Item Title No. 90. Apologies for Absence Apologies for absence were received from Councillor George Adamson (Cannock Chase), Lee Barron (TUC Midlands), Jonathan Browning (Coventry & Warwickshire LEP), Councillor Yvonne Davies (Sandwell), Councillor David Hitchiner (Herefordshire), Councillor Abdul Khan (Coventry), Councillor Syeda Khatun (Sandwell), David Lane (Audit, Risk & Assurance Committee), Councillor Sebastian Lowe (Rugby), Councillor Peter Nutting (Shropshire), Councillor Jeremy Oates (Tamworth), Tim Pile (Greater Birmingham & Solihull LEP), Stewart Towe (Black Country LEP) and Councillor Lisa Trickett (Overview & Scrutiny Committee).
91. Minutes - 17 January 2020 The minutes of the meeting held on 17 January 2020 were agreed as a correct record, subject to an amendment to minute no. 79 (‘West Midlands Violence Reduction Unit’) to include the following:
“The Police & Crime Commissioner David Jamieson, as the Portfolio Lead and accountable body, presented the report on the Violence Reduction Unit. The purpose of the report was to note the establishment of the Violence Reduction Unit and for the WMCA to commit to supporting its preventative agenda.”
92. Forward Plan A forward plan of items to be considered at future meetings of the board was noted.
93. Appointment of Strategic Economic Development Board Chair The Chair reported that Jonathan Browning was to step down as a member of the Coventry & Warwickshire Local Enterprise Partnership and would therefore no longer be able to chair meetings of the WMCA’s Strategic Economic Development Board. He thanked Jonathan Browning for the contribution he had made to the WMCA since its establishment in 2016 and for all that he had done to help drive economic development across the West Midlands. Councillor Ian Brookfield and Councillor Izzi Seccombe endorsed these comments and wished him well for the future.
Resolved:
(1) Tim Pile be appointed chair of the Strategic Economic Development Board for the remainder of 2019/20.
(2) Jonathan Browning be thanked for chairing the board since its inception and for his work in supporting the objectives of the WMCA.
94. WMCA Budget 2020/21 The board considered a report from the Director of Finance presenting the final WMCA budget for 2020/21 for approval.
Page 2
The report represented the final stage of the budget setting process, incorporating the final revenue and capital budgets for 2020/21, together with an indicative Medium Term Financial Plan and associated policies. It also set out the consultation and engagement that had taken place since the last meeting on the draft 2020/21 budget, along with the changes that had subsequently been made to it.
Councillor Ian Brookfield noted that the mayoral election scheduled for 7 May 2020 currently remained unfunded. The Chief Executive indicated that all nine mayoral combined authorities were currently in discussions with the Ministry of Housing, Communities & Local Government regarding funding arrangements for the elections. If agreement was not reached with the Government, a report would be submitted to the WMCA Board on 20 March indicated how the WMCA was going to fund the costs of the election itself. Councillor Ian Brookfield also noted that the Consolidated Medium Term Financial Plan included a provision for a mayoral precept from 2021/22 - 2024/25 when no such precept had yet been agreed. The Chair confirmed that no decision had been made to set a mayoral precept during these years, but the Medium Term Financial Plan has always made provision for the potential for such a precept to help to give a clearer picture of the funding options available to the WMCA in the medium term.
Resolved:
(1) The consolidated revenue budget monitoring position as at 31 December 2019 be noted.
(2) The West Midlands Combined Authority consolidated revenue budget be approved, including:
(a) the budget requirement for transport delivery 2020/21 comprising three elements:
(i) £114.7m to be funded from the existing transport levy mechanism;
(ii) £1.4m to be funded from grant awarded by the Commonwealth Games Organising Committee; and
(iii) a transfer from earmarked reserves of £3.65m;
(b) the West Midlands Combined Authority delivery budget requirement for 2020/21 of £142.6m comprising of six elements:
(i) £125.6m Adult Education spending to be funded from Adult Education Budget funding devolved by the Department for Education;
(ii) £9.0m to be funded from other devolution deal grants;
Page 3
(iii) £4.6m to be funded from Constituent Authority fees (fees to remain at the same level as 2019/20);
(iv) £0.4m to be funded from Non-Constituent Authority and Observer fees (fees to remain at the same level as 2019/20);
(v) £2.2m to be funded from other income; and
(vi) a transfer from reserves of £0.7m.
(3) The Mayoral Office budget for 2020/21 of £0.8m, to be funded from additional confirmed Mayoral capacity funding of £0.8m, be approved.
(4) It be noted that the Mayor had indicated that there would be no mayoral precept during the remainder of his current term of office.
(5) It be noted that funding had not yet been secured in respect of the mayoral election taking place in May 2020.
(6) The prepayment of employers’ pension contributions to West Midlands Pension Fund be approved.
(7) The proposal in respect of the Ring & Ride service be endorsed.
(8) The Capital Programme be approved.
(9) The West Midlands Combined Authority indicative five-year Medium Term Financial Plan be noted.
(10) It be approved that surplus cash balances generated from the Collective Investment Fund and Residential Investment Fund were to be used to support the West Midlands Combined Authority’s delivery budget, thus minimising Constituent and Non-Constituent authority contributions.
(11) The Director of Finance be given delegated authority, in consultation with the Portfolio Lead for Finance, to make any final changes that may result from the Final Local Government Finance Settlement.
(12) An amendment to the terms of reference of the Audit, Risk & Assurance Committee, to include responsibility for review, commentary and consideration of the WMCA’s annual Treasury Management Strategy and the annual mid-year review of treasury management activity be approved.
(13) The following policies and strategies be approved, as required by statute:
(a) The West Midlands Combined Authority Treasury Management Strategy;
Page 4
(b) The West Midlands Combined Authority Capital Strategy and Minimum Revenue Provision Strategy; and
(c) The West Midlands Combined Authority Pay Policy Statement.
[In accordance with the requirements of the Combined Authorities (Finance) Order 2017, the Mayor and Constituent Authority members voted on these resolutions as follows:
FOR (9): Andy Street, Councillor Mike Bird, Councillor Ian Brookfield, Councillor Ian Courts, Councillor George Duggins, Councillor Patrick Harley, Councillor Brigid Jones, Councillor Bob Sleigh and Councillor Ian Ward.
AGAINST (0): none
ABSTAIN (0): none]
95. Electric Vehicle Charging and Enabling Energy Infrastructure: A West Midlands Approach The board considered a report from the Director of Investment & Commercial Activities seeking endorsement for a collaborative approach to expand electric vehicle charging across the West Midlands.
Creating the conditions for growth in electric vehicle manufacturing and take- up was fundamental to the region’s Local Industrial Strategy and Strategic Economic Plan. The West Midlands was innovating in electric, hydrogen and autonomous vehicles, reflecting the key role these technologies played as part of a wider modal shift towards cleaner travel and the increased use of public transport. However, there was evidence that a lack of visible infrastructure was impeding confidence and providing a barrier to uptake in the electric vehicle market.
Councillor Ian Ward stressed the importance of ensuring the strategy did align with the WMCA’s wider plans of achieving modal shift on to public transport and reducing dependency on cars. He also requested that further specific detail was provided in respect of target delivery dates and the financial implications for the proposals. The Director of Investments & Commercial Activities undertook to provide this information to members.
Councillor Izzi Seccombe welcomed the proposals contained within the report and stressed the value of local authorities working collaboratively to maximise the delivery of vehicle charging infrastructure.
Resolved:
(1) The case made for the acceleration of electric charging and enabling energy infrastructure in the West Midlands be supported, noting the strategic importance of this issue to the WMCA’s Industrial Strategy, Strategic Economic Plan and Climate Change Strategy #WM2041.
Page 5
(2) The proposals presented be supported to move forward with a collaborative strategy to expand Electric Vehicle charging infrastructure across the West Midlands.
(3) It be noted that an Ultra-Low Emission Vehicle evidence base had been developed to inform this proposal by Energy Capital, Transport for West Midlands and Cenex, and a West Midlands Electric Vehicle Working Group had been convened and had met twice to further inform and shape the WMCA approach as expediently as possible.
(4) It be noted that next step one could be progressed with existing resources, additional revenue funding for step two would be sought and step three would require further public investment once a clear investment case had been developed.
(5) It be noted that the Director of Investment & Commercial Activities would provide further detail, clarity and breakdown to the WMCA Board on the financial implications and timescales underpinning the report.
96. Intelligent Transport Systems World Congress 2024 Bid The board considered a report from the Director of Policy, Strategy & Innovation, Transport for West Midlands, outlining the background and rationale for a bid to host the Intelligent Transport Systems World Congress in 2024.
The congress was a large-scale, trade and academic conference event in the field of transport technology/intelligent mobility. In 2019, the event in Singapore attracted 14,500 delegates and 800 speakers from over 150 countries. The event also featured a programme of outreach events, such as a public day to promote intelligent mobility to a wider audience, including initiatives targeted at younger people such as educational outreach and graduate challenges. Holding the event would be prestigious for the West Midlands, aligning to a number of the WMCA’s strategies, as well as offering significant opportunities to ensure a legacy impact. The UK last held the World Congress in London in 2006.
Councillor Ian Ward confirmed that, should the bid be successful, particular focus would be given to ensure the region collectively benefited from the event and was able to maximise the opportunities presented by it.
Resolved:
(1) The submission of a UK bid in partnership with the Department for Transport to host the Intelligent Transport Systems World Congress in 2024, hosted with the European Road Transport Telematics Implementation Co-ordination Organisation (the wider European professional body for Intelligent Transport Systems), be approved.
(2) Authority be delegated to officers as set out in the report.
Page 6
(3) The strategic alignment of the event as a major world trade show with the WMCA’s strategic agenda to de-carbonise the transport system and accelerate its response to the Local Industrial Strategy automotive and clean future mobility challenges be noted.
(4) The timescales and funding mechanism, and that the proposal was a self-funding initiative which could be managed within existing budgets and which also had in-principle industry support and significant financial support from the Department for Transport, be noted.
97. Sprint A34 Walsall - Birmingham and Sprint A45 Birmingham - Airport & Solihull The board considered a report from the Director of Development & Delivery, Transport for West Midlands, seeking approval of the business cases for the two Sprint schemes that would operate as a cross city route, with direct services between Birmingham Airport - Walsall and Solihull - Walsall.
The Sprint services ran on existing roads, enhanced by a range of measures to ensure journey time reliability and an enhanced customer experience, including new Sprint bus lanes, signal priority at traffic lights and new improved shelters. In order to reduce delivery risks, it was intended that the routes would be completed over two phases: prior to, and after, the XXII Commonwealth Games in 2022. The full scheme would be delivered by 2024. The report provided further details on the vehicles and delivery agreements reached, along with the scheme’s benefits in providing for predicable journey times, high frequency and dependable timetables, which should further encourage the use of sustainable public transport.
Councillor Ian Ward noted the receipt of additional information from the A34 Safety Action Group and thanked them for the submission and the helpful suggestions contained within it. He understood that Transport for West Midlands was meeting with representatives from the A34 Safety Action Group later in the day to discuss its concerns, and he undertook to write to the group to formally answer the questions that it had put to him.
Councillor Ian Courts welcomed the proposals contained within the report, noting that the Sprint schemes would contribute towards delivering the WMCA’s net zero carbon targets through the introduction of zero carbon buses for use along the routes. Councillor Bob Sleigh confirmed that the report addressed the issued raised by the Investment Board at its meeting on 20 January 2020.
Resolved:
(1) The full business cases for the Sprint A34 Walsall - Birmingham and Sprint A45 Birmingham - Airport & Solihull, which covered phase one and phase two of delivery, be approved.
(2) The budget for the phase one delivery of £87.8m, to include bus priority interventions, signal upgrades, shelter enhancements, ticket machines, utility diversions and resurfacing, be approved.
Page 7
(3) The £26m funding allocation within the WMCA Investment Programme, which WMCA Board earmarked in November 2019 to fund phase one for Sprint A34 Walsall - Birmingham and Sprint A45 Birmingham - Airport & Solihull be approved.
(4) It be noted that the approval of the £87.8m budget would be subject to all necessary funding agreements being signed and sealed, in particular the Department for Transport funding referred to within the report.
(5) It be agreed that, subject to £50.3m funding for phase two being identified and allocated:
(a) the delivery of phase two, as contained within the final business cases, be approved in principle;
(b) WMCA Board would receive a further report seeking approval to the budget documenting the costs, scope, benefits and confirmed delivery profile for the schemes; and
(c) A full business case to cover solely the phase two delivery aspects would not be required, subject to the total phase one and two cost, scope and benefits falling within the parameters of the final business cases which were the subject of the report;
(6) The submission of the A45 Birmingham - Airport & Solihull Sprint full business case to the Department for Transport be endorsed, and an expedited approval be sought in order to support delivery for 2022.
(7) It be noted that as construction and utility costs for the scheme were not yet finalised, the project team would need to flexibly manage the scope of the scheme in order to maintain the overall budget, and that this would need to be managed in a way that ensured the benefits were not materially affected and appropriate change control processes implemented to manage any changes.
(8) Authority be delegated to officers as set out with the report.
(9) Further development and enabling work with local authority partners, to deliver a Park & Ride site near to M6 Junction 7 on the A34 route in advance of the Commonwealth Games alongside phase one be approved.
(10) It be noted that the A34 full scheme delivered a ‘benefit:cost ratio’ of 3.23:1, the A45 full scheme delivered a ‘benefit:cost ratio’ of 2.42:1 and that the overall level of economic benefit of phase one was £201.3m.
(11) It be noted that the Sprint service would be operated by zero emission vehicles and the operator(s) would purchase the vehicles.
Page 8
98. Transport Delivery Committee - 6 January 2020 The board received the minutes of the Transport Delivery Committee held on 6 January 2020.
In respect of minute no. 60 (‘Ring & Ride’), Councillor Kath Hartley reported that the committee would be monitoring the performance of National Express Accessible Transport in the delivery of the Ring & Ride Service. In respect of minute no. 73 (‘Snow Hill Third Access’), Councillor Ian Ward indicated that he was to meet with the Managing Director of Transport for West Midlands to better understand the justification for pausing the delivery of the Snow Hill Third Access project as he remained committed to its eventual delivery.
Resolved:
The minutes of the meeting held on 6 January 2020 be noted.
99. Audit, Risk & Assurance Committee - 13 January 2020 The board considered the minutes of the inquorate meeting of the Audit, Risk & Assurance Committee held on 13 January.
Resolved:
The minutes of the meeting held on 13 January 2020 be approved.
100. Housing & Land Delivery Board - 15 January 2020 The board received the minutes of the Housing & Land Delivery Board held on 15 January.
Resolved:
The minutes of the meeting held on 15 January 2020 were noted.
101. Young Combined Authority - 15 January 2020 The board received a report of the Young Combined Authority meeting held on 15 January.
Aisha Masood reported on recent YCA activity, including the five key themes it had identified to take forward and develop further:
• Environment • Inclusive Communities • Skills • Wellbeing • Youth Justice
She added that the Young Combined Authority was also drawing up a ‘manifesto’ to share with mayoral candidates, and would provide an update on this at the next meeting of this board on 20 March. Councillor Ian Courts welcomed the work that the Young Combined Authority was doing on environmental issues and indicated his willingness to attend future meetings of the YCA to support this work.
Page 9
The report was noted.
102. Investment Board - 20 January 2020 The board considered the minutes of the Investment Board held on 20 January.
Resolved:
The minutes of the meeting held on 20 January 2020 be noted.
103. Wellbeing Board - 24 January 2020 The board received the minutes of the Wellbeing Board held on 24 January.
Resolved:
The minutes of the meeting held on 24 January 2020 be noted.
104. Exclusion of the Public and Press Resolved:
In accordance with s100(A) of the Local Government Act 1972, the public and press be excluded from the meeting for the following item of business as it was likely to involve the disclosure of exempt information as specified in paragraph 3 of the Act.
105. Midland Metro Birmingham Eastside Extension The board considered a report from the Metro Finance & Commercial Director on the delivery of the Birmingham Eastside extension to the Midland Metro, subsequent to the approval of the outline business case at the meeting of the Investment Board on 30 October 2017.
The Birmingham Eastside extension comprised 1.7km of new track, four new stops and connections with Metro Line 1, HS2 Curzon Street station, Digbeth coach station, Typhoo Wharf development, Connaught Square development and the Custard Factory. The scheme would be delivered in five sections between 2022 - 25 and would link Birmingham city centre core with the wider region, stimulating economic growth, enabling businesses to access important national and international market and supporting growth within the City Centre Enterprise Zone.
Councillor Ian Courts welcomed the proposals contained within the report, noting its importance in contributing to the WMCA’s inclusive growth objectives along the line of the route.
Resolved:
(1) The progress being made on delivering the Birmingham Eastside extension be noted.
(2) The increase in the estimated outturn cost for the project, as set out in the report, which delivered a ‘benefit:cost ratio’ of 3:1 calculated in accordance with WebTAG be noted.
Page 10
(3) The final business case for the Birmingham Eastside extension scheme be approved.
(4) The commitment of funding, as set out in the report, be approved, in particular:
(i) the commitment from the WMCA Investment Programme (HS2 Connectivity) for HS2 utility diversions (previously approved in October 2017) be confirmed;
(ii) approval for Prudential Borrowing, to be financed from Metro revenues for the Birmingham Eastside extension be confirmed.
(5) Authority be delegated to officers as set out in the report.
106. Date of Next Meeting Friday 20 March 2020 at 11.00am
The meeting ended at 12.20 pm.
Page 11 This page is intentionally left blank WEST MIDLANDS COMBINED AUTHORITY FORWARD PLAN: JULY 2020 - MARCH 2021
Key Lead Portfolio Title of Report Description of Purpose Date of Meeting Decision Lead Officer Confidential Category Holder (Y/N)
Single Assurance To approve a new 24 July 2020 Yes n/a Julia Goldsworthy No Governance Framework Project Assurance Framework.
Financial Monitoring To consider the latest 24 July 2020 No Cllr Bob Sleigh Linda Horne No Finance
Page 13 Page Report 2020/21 financial position.
Economic Recovery To update on work 24 July 2020 No Cllr Ian Julia Goldsworthy No Economy & Planning undertaken to plan for Brookfield Innovation economic recovery.
State of the Region To provide the latest 24 July 2020 No Mayor Julia Goldsworthy No all Report state of the region report. Agenda Item 4
Bus Byelaws To consider proposals 24 July 2020 Yes Cllr Ian Ward Laura Shoaf No Transport for bus byelaws.
University Station To approve the full 24 July 2020 Yes Cllr Ian Ward Laura Shoaf Yes Transport Full Business Case business case for this project.
1 Key Lead Portfolio Title of Report Description of Purpose Date of Meeting Decision Lead Officer Confidential Category Holder (Y/N)
West Midlands Bike To agree the award of 24 July 2020 Yes Cllr Ian Ward Laura Shoaf Yes Transport Share Scheme the contract in relation to Update the Bike Share scheme.
Recovering the To report on the latest 24 July 2020 Yes Cllr Ian Ward Laura Shoaf No Transport Transport Network - steps being undertaken Towards a New to recover the transport Normal system. Page 14 Page
Financial Monitoring To consider the latest 18 September No Cllr Bob Sleigh Linda Horne No Finance Report 2020/21 financial position. 2020
WMCA Annual Plan To consider a summary 13 November No n/a Julia Goldsworthy No Policy 2020/21: Progress of progress in terms of 2020 Update delivery against the Summary/Half-Year WMCA Annual Plan Review 2020/21
Financial Monitoring To consider the latest 13 November No Cllr Bob Sleigh Linda Horne No Finance Report 2020/21 financial position. 2020
2 Key Lead Portfolio Title of Report Description of Purpose Date of Meeting Decision Lead Officer Confidential Category Holder (Y/N)
WMCA Draft Budget To approve in draft the 15 January 2021 Yes Cllr Bob Sleigh Linda Horne No Finance 2021/22 WMCA budget for 2021/22.
Financial Monitoring To consider the latest 15 January 2021 No Cllr Bob Sleigh Linda Horne No Finance Report 2020/21 financial position.
Page 15 Page WMCA Final Budget To approve the final 12 February 2021 Yes Cllr Bob Sleigh Linda Horne No Finance 2021/22 WMCA budget for 2021/22.
Financial Monitoring To consider the latest 19 March 2021 No Cllr Bob Sleigh Linda Horne No Finance Report 2020/21 financial position.
3 This page is intentionally left blank Agenda Item 6
WMCA Board
Date 5 June 2020
Report title COVID19 - Actions taken by the WMCA Report of the Statutory Officers
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7200
Accountable Tim Martin, Head of Governance, Clerk and Employees Monitoring Officer email: [email protected] tel: (0121) 214 7435
Linda Horne, Director of Finance. email: [email protected] tel: (0121) 214 7508
Report has been Strategic Leadership Team considered by Programme Board
Recommendation(s) for action or decision:
The WMCA Board is recommended to:
(1) Note and endorse the actions taken under delegated powers in response to the current public health emergency.
Page 17 1. Purpose
1.1 This report sets out how the Combined Authority has approached decision making processes since the introduction of social distancing measures in response to the Covid- 19 pandemic in March. The report also summarises the main decisions that have been taken using these delegated processes.
2. Background
2.1 The WMCA has a detailed Business Continuity plan and this has been updated and reviewed in the time that the WMCA has been in existence. The sort of far reaching and fundamental impacts of Covid19 are hard to plan for and to an extent go beyond the type of circumstances envisaged in the plan. Nevertheless, with great support from our IT team and the Assets team we moved in the space of less than a week to an almost entirely homebased operation with staff being enabled to log on and carry out their normal workload remotely. Although a huge amount of work was done at pace to enable this to happen there has in most cases been minimal disruption and little discernible impact on workstreams and productivity.
2.2 From around 30 April, Summer Lane has seen very limited footfall which has bottomed out at around a maximum of 9 or 10 essential staff (CCTV control centre etc). This has enabled the welfare of staff to be prioritised and provided a safe working environment for the small number of people who need to be in the building.
2.3 A tactical group of officers was established to ensure that these measures were properly planned and to make sure that staff were kept fully informed and updated throughout the planning period. Clear communication with staff has been maintained throughout and regular written and video updates have been provided by the Chief Executive, joined, where appropriate, by the Mayor and/or other senior officers. Good feedback has been received on the level of communication and information provided.
2.4 The WMCA is also playing its part in the regional emergency resilience arrangements by being a member of the Strategic Co-ordination Group (SCG) for the LRF areas of West Midlands and Warwickshire. Membership has involved participating in daily conference calls and ensuring that actions are taken and followed through.
2.5 The Government’s announcement of social distancing measures in response to the emerging Covid-19 pandemic, has resulted in all local authorities (including the WMCA) adopting a significantly different approach to formal decision making. Limitations on gatherings of more than two people at any time made committee meetings impossible to hold in the traditional sense.
2.6 To overcome this, Parliament passed the Local Authorities and Police & Crime Panels (Coronavirus) (Flexibility of Local Authority and Police & Crime Panel Meetings) (England and Wales) Regulations 2020 which for the first time permitted local authorities to hold formal meetings (such as this one) by enabling members to attend remotely, either by telephone or video conferencing facilities. The legislation currently permits all such meetings to be held in this manner until 7 May 2021.
Page 18 2.7 In the immediate aftermath of the social distancing requirements, the WMCA cancelled its full Board meeting scheduled for 20 March and the Audit, Risk & Assurance Committee on 21 April. But following the enabling of ‘virtual meetings’, it has successfully held meetings of the Investment Board, Housing & Land Delivery Board and Strategic Economic Development Board. Feedback from members and officers who participated in these meetings was encouraging, with agenda items able to be transacted effectively and without any significant technical problems.
2.8 The WMCA has a fall-back position in common with most local authorities whereby the Chief Executive may take decisions under delegation where they are urgently required to protect the interest of the Authority. The Monitoring Officer has now agreed a protocol with the Mayor and the Constituent Authority Leaders on how that would be used in the event of a decision being required that could not be signed off in the normal way. This process would also involve sign off from the Monitoring Officer, the Director of Finance and Constituent Authority Leaders.
2.9 The WMCA’s statutory officers have instituted an additional process of assurance to be completed before any new contracts or legal agreements over £250,000 in value are entered into which asks Directors to certify that the implications of Covid-19 on costs and deliverability have been fully taken into account.
2.10 Since the beginning of March, the Chief Executive has exercised delegated authority in the following instances:
(a) Adult Education Budget 2019/20 and 2020/21 This related to the progress made at the midpoint of the first year of devolved delivery of the Adult Education Budget, proposed changes to AEB funding policy for 2020/21 and the proposed approach to commissioning and procurement.
All Constituent Authority Leaders were consulted on the proposals prior to the Chief Executive approving the report, prepared by the Director of Productivity & Skills.
(b) Payment of Critical Suppliers Following guidance/instructions from Government to public authorities the decision was taken to continue to pay critical suppliers at current rates for a period of up to 3 months irrespective of service levels in the interim. The decision was advised upon by the Statutory Officers and confirmed at Senior leadership Team chaired by the Chief Executive.
(c) English National Concessionary Travel Scheme Following guidance/instructions from the Department for Transport a decision was made to continue to make payments for transport concessions (ENCTS) at previous rates subject only to already agreed adjustments irrespective of passenger numbers. This decision was advised upon by the Statutory Officers, TfWM Leadership Board and confirmed at Senior Leadership Team chaired by the Chief Executive.
Page 19 (d) Closure of 16 Summer Lane, Birmingham The decision to close the WMCA offices at 16 Summer Lane and move all staff to a home working operation was taken by the Chief Executive on staff health and safety grounds in consultation with all relevant stakeholders including the Mayor and Deputy Mayor. A number of operational decisions have also been taken to facilitate this.
(e) Redirection of Resources In all portfolio areas there have been measures taken to secure and reprofile programmes, resources have been redirected to ensure that outcomes can still be achieved and additional efforts have been made to ensure that the overall objectives of the Authority as previous agreed can still be followed pending further review. These have been taken within Directors’ operational delegations and in consultation with the relevant Portfolio Lead Members.
(f) Provision of Public Transport In relation to the transport network the actions taken in relation to stepping down the services and now beginning to re-start those services are covered in a separation report on this Board Agenda from the Managing Director of TfWM. A number of operational decisions were taken by TfWM under delegation including alterations to concessionary travel arrangements, Park and Ride operations and Ring and Ride services to facilitate travel by vulnerable passengers and key workers.
2.11 The Chairs of Scrutiny and the Audit, Risk & Assurance Committee have been briefed on actions taken. The decisions set out in paragraph 2.10 above have now been implemented, require no retrospective ratification by the WMCA Board and are included for information only.
3. Financial Implications
3.1 The financial impact of the Covid-19 pandemic and lockdown measures continue to have a detrimental impact on the Authority’s approved Budget. This is being closely monitored through the Executive team and with the Finance Portfolio Holder. We are lobbying government directly and nationally through the CA Network and M9 for financial assistance for Combined Authorities.
3.2 The main financial impact has been to the loss of commercial revenue on transport. Government has however recently awarded WMCA £2.1m as settlement for the loss in Metro fare revenue which will ensure Metro operations are financially viable until the end of June. A further funding settlement is expected imminently for the period post June.
3.3 As the report notes additional assurance controls have been implemented to ensure any new activity and procurement of contracts and supply of goods or services remain valid and viable. Both in terms of supplier resilience and capability and capacity to deliver but also in terms of the value for money of the Authority continuing to spend at this current time. Currently the Authority’s capital investment programme therefore continues to be delivered in accordance with plans and deadlines.
Page 20 3.4 We are also paying critical services in term of concessionary travel, accessible transport and subsidised services along with Adult Education suppliers on pre-Covid profiles to the end of June in accordance with cabinet office guidance. Further cabinet guidance for post June payments is expected imminently. In addition, WMCA placed all its suppliers on immediate payment terms from the start of the lockdown to ensure there are no delays for our supply chain in terms of cash and income due. The Authority’s own cash position remains healthy as government grants come in at the start of the financial year and the treasury position is being monitored daily along with the financial markets to ensure our investments remain secure.
3.5 A full reforecast for the current financial year is being undertaken and will be reported for July. At this stage the Authority’s S151 Officer is content that the Authority has sufficient financial resilience not to trigger a requirement for a S114 notice where by law the CFO can suspend spending should in their view expenditure be likely to exceed resource in any given year.
3.6 A more detailed financial report is due to the Authority in July which will update on any new financial pressures and government settlements and guidance.
4. Legal Implications
4.1 It is important that despite the current unparalleled situation, all key decisions are taken lawfully, either through a Board or Committee meeting that is held through remote attendance or by the exercise of delegations. Now that the measures are in place to permit meetings to take place through the use of phone or video conference every effort will be made to continue with the “normal” decision-making processes. Where significant decisions have to be made under the Chief Executive’s delegated powers due to urgency, the matter will be subsequently be reported to Board.
5. Equalities Implications
5.1 There are no direct equalities implications arising out of this report.
6. Inclusive Growth Implications
6.1 There are no direct inclusive growth implications arising out of this report.
7. Geographical Area of Report’s Implications
7.1 Decisions taken under the Chief Executive’s delegated authority have related principally to the area covered by the WMCA’s Constituent Authorities.
8. Other Implications
8.1 There are no other significant implications arising out of this report.
9. Schedule of Background Papers
9.1 Local Authorities and Police & Crime Panels (Coronavirus) (Flexibility of Local Authority and Police & Crime Panel Meetings (England and Wales) Regulations 2020
Page 21 This page is intentionally left blank Agenda Item 7
WMCA Board
Date 5 June 2020
Report title Annual Planning: Review of 2019/20 Delivery and Update on 2020/21 Planning
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7200
Accountable Julia Goldsworthy, Director of Strategy Employee email: [email protected] tel: 07813 648227
Report has been WMCA Strategic Leadership Team – 6 May considered by 2020 WMCA Programme Board – 22 May 2020
Recommendation(s) for action or decision:
The WMCA Board is recommended to:
1. Note the review of the WMCA Annual Plan 2019/20 at Appendix 1.
2. Note the current position regarding a WMCA Annual Plan for 2020/21 and endorse the need to align WMCA delivery, support and influence to the Region’s recovery priorities.
3. Note and endorse the proposed approach to the publication of the annual ‘State of the Region’ report as set out in section 5.
Page 23 1. Purpose
1.1 To present the review of the WMCA Annual Plan 2019/20. This document (attached at Appendix 1) summarises delivery and progress against the actions, activity and outcomes we set out in our 2019/20 Annual Plan.
1.2 To provide an update to the Board on the development of a Plan for 2020/21 in light of the coronavirus pandemic (COVID-19), and the need to ensure WMCA delivery, support and influence assists the region’s ‘recovery’ and ‘reset’ priorities.
2. Review of the Annual Plan 2019/20
2.1 The Annual Plan for 2019/20 was approved and endorsed by the WMCA Board at the Annual General Meeting on 28 June 2019. The development of the Plan was informed by engagement with Portfolio Lead Members, Council Chief Executives and other stakeholders including the WMCA Programme Board and Overview and Scrutiny (O&S) Committee.
2.2 A half-year review was presented to the WMCA Board on 8 November 2019. The review reported good progress against the WMCA delivery milestones and activity set out in the Plan. Most milestones had been met or were on target to be met. The review also reported some minor slippage or changes to some of the delivery milestones, albeit none of those were considered to have major impact or consequences in terms of overall delivery and impact.
2.3 A full-year review is attached at Appendix 1. Overall all delivery milestones and targets were met within the year. The document provides a comprehensive summary of WMCA delivery and enabling activity in 2019/20 which achieved and supported transport services and improvements, the building of key infrastructure, support to the most vulnerable in our communities, and growth in our regional economy.
2.4 There were some serious challenges during the year. The uncertainty during Brexit negotiations created economic instability, and the final month of the financial year saw the beginnings of COVID-19s impact. Yet overall, this was a year in which the WMCA delivered against the commitments in our Annual Plan and continued its collaboration and partnership working with partners to generate real improvements in the lives of people in the West Midlands.
3. Development of an Annual Plan 2020/21
3.1 As part of its business planning cycle the WMCA develops an Annual Plan. The purpose of the Plan is to set out the priorities of the WMCA, provide a strategic context for the WMCA as an organisation, and articulate what is being delivered and planned.
Page 24 3.2 Development of an Annual Plan is aligned with the WMCA’s budget setting process. A summary of planned activity is included within the Budget report presented to WMCA Board each January and February. These deliverables are then further articulated in an ‘Annual Plan’ report which is presented to WMCA Board for approval at its Annual General Meeting (AGM) each June. This follows local elections in May and takes account of any changes to portfolios and portfolio lead members.
3.3 The report ‘WMCA Budget 2020/21’ approved by WMCA Board on 14 February 2020 included a summary of the planned priority deliverables for each of the portfolios of:
• Transport • Productivity & Skills • Housing & Land • Economy & Innovation • Culture & Digital • Wellbeing • Public Service Reform & Social Economy • Environment, Energy & HS2 • Inclusive Communities
3.3 A draft Annual Plan for 2020/21 was then developed. The intention was that this would be presented to the WMCA Board and published as an interim delivery plan - as part of a strategic planning process that was designed to take account of the Mayoral Elections (in May 2020) and facilitate the development of multi-year Strategic Plan. That Plan would have taken into account agreed political priorities, including the newly elected Mayor’s manifesto priorities, and align with the medium-term financial plan.
4. Impact of COVID-19 on planned delivery
4.1 However, the outbreak of COVID-19 has significant implications for the 2020/21 planning process. The Mayoral Election has been postponed for one year, and the social and economic impacts of the virus (not yet fully known) have significantly changed the context WMCA operates in. The WMCA, and its local authority partners and other stakeholder organisations have also needed to adjust their immediate priorities to respond to the pandemic.
4.2 There is consequently a need to reassess the deliverables originally agreed for 2020/21 (on 14th February) and also review WMCA’s ongoing activity, strategic aims and planning processes in the context of the Region’s recovery. That work is ongoing currently, with a focus on the immediate activity and support required to support the emergency response to the pandemic.
4.3 There has also been a focus on assessing the impact of Covid-19 on the financial position of the organisation, identifying key operational and strategic risks, and supporting new and interim working practices to ensure the organisation can continue to function during the ‘lock down’.
Page 25 5. Annual State of the Region Report 2020
5.1 The State of the Region is normally produced annually and published in June each year. The data used it is often lagging (this can vary between 6 months and 2 years lag). This means the latest published data will not reflect the current pandemic crisis and its effects. Therefore, it is proposed that the structure of the document will have two primary components: ‘about the West Midlands’ and ‘impact of Covid-19’. These two halves will (1) present the past performance, assets and previous evidence base and (2) update this understanding to review how the pandemic and policies to control the effects of the pandemic are impacting on what future we were aiming for and how we may need to adjust or reprioritise based on the unfolding impacts.
5.2 It is proposed the 2020 State of the Region (STOR) report will be initially published in July as a ‘what we know so far’ document. It is recommended this document is updated as evidence develops, and key decisions are to be made. The State of the Region past performance analysis will be based on the Sustainable Development Goals. This framework is used internationally by Cities and is the United Nations approach to promoting prosperity whilst protecting the environment. Evidence will be gathered from WMREDI partners to develop a shared understanding of the issues facing the region.
6. Regional recovery and reset
6.1 The WMCA has worked closely and collaboratively with local authorities, and other partners and stakeholders, to develop arrangements that will support the strategic leadership and coordination of the region’s recovery. A multi-agency Recovery Coordination Group (RCG) has been established and has initially focussed on readiness for the lifting of the lockdown and informing the regional recovery priorities and programmes of activity to address them. The co- ordination arrangements are based on a number of agreed principles including:
Reshaping and Resetting: We will be entering a fundamentally different economic and social landscape and should not be limited by an aim of going back to ‘how it was’ or ‘business as usual’. Our focus will be on the opportunity to reform, re-imagine and re-invent. Long term focus: Our emphasis will be on developing and delivering programmes, projects and activity that address long-term impact and need, and ensure a focus beyond the short-term interventions of an emergency response. Interdependency: we recognise the interconnected facets that will contribute to the region’s overall recovery, and that none of those should be tackled in isolation. Strategic co-ordination of these different elements of recovery is fundamental to our approach.
Page 26 6.2 In terms of WMCA activity - given the delivery, enabling and influencing roles of the Combined Authority - the planning across our portfolios is understandably at different stages. An economic recovery approach has been developed at pace, and there are separate papers setting out planned activity and action to support and shape recovery in terms of transport and environment. Other portfolio activity is being amended as both the impacts of Covid-19 and the priorities for recovery from them are further clarified and articulated.
7. Wider WMCA / Geographic Implications
7.1 To be completed
8. Financial Implications
8.1 There are no direct financial implications arising from this report however it remains crucial as the plan develops and adapts as a consequence of Covid- 19, that any emerging financial pressures are flagged up and addressed at the earliest opportunity.
8.2 As stated in the report, WMCA Board approved its 2020/21 budget at its meeting in February 2020 prior to the Covid-19 outbreak based on the agreed deliverables at that time. It is therefore important to note that if WMCA does not have access to any new money as a result of the crisis, activities required to support the emergency response and kick start recovery will need to be met from within existing budgeted resources.
8.3 In addition, WMCA has experienced a profound negative impact on its income streams, particularly travel related revenues, as a result of the pandemic and although limited financial support has been offered by the government, the drops in income present a major risk to WMCA’s financial stability. In addition, we are already seeing cost pressures through contracts.
8.4 As the plan develops and adapts, activities will need to be prioritised and fully costed. Where costs cannot be met from within existing budgeted resources, funding may need to be diverted from elsewhere in accordance with WMCA’s Financial Procedure Rules.
9. Legal Implications
9.1 There are no direct legal implications arising from this report however it will remain essential that, as the plan develops and adapts as a consequence of Covid-19, any emerging legal issues are flagged up and addressed at the earliest opportunity.
Page 27 10. Equalities and Inclusive Growth implications
10.1 There are no equality implications in relation to this report. However, it is worth noting that the current Corona-19 crisis has had a disproportionate impact on some of the most vulnerable sections of society hence potentially widening regional and national inequality gaps and making inclusive growth aspirations and objectives even more pertinent. This should be taken into account when revising existing and developing new objectives and deliverables in light of the current situation.
APPENDIX 1: Annual Review 2019/20: A summary of delivery against the WMCA Annual Plan 2019/20
Schedule of background papers Annual Planning and Performance: WMCA Annual Plan 2019/20 and State of the Region Analysis 2019, Appendix 3, WMCA Board on 28 June 2019: https://governance.wmca.org.uk/documents/s3020/Report.pdf; https://governance.wmca.org.uk/documents/s3023/Appendix%203.pdf WMCA Budget 2020/21, WMCA Board on 14 February 2020: https://governance.wmca.org.uk/documents/s3937/Report.pdf WMCA Annual Plan 2019/20: Progress Update Summary/Half-Year Review, WMCA Board on 8 November 2019: https://governance.wmca.org.uk/documents/s3648/Report.pdf
Page 28 West midlands combined authority Review of the annual plan 2019 - 2020
Page 29 Review of the annual plan 2019 - 2020 Contents
Executive Summary 1 Portfolio Delivery and Progress 4 Transport 4 Housing and Land 12 Productivity and Skills 16 Economy and Innovation 20 Environment and Energy, HS2 25 Public Service Reform and Social Economy 30 Culture and Digital 35 Wellbeing 39 Inclusive Communities 44 Enabling Delivery: Our Budgets, Resources and Investments 48
Page 30 Review of the annual plan 2019 - 2020 1 Executive Summary
Page 31 Review of the annual plan 2019 - 2020 2
In 2019/20 the WMCA delivered transport services and improvements, built key infrastructure, supported the most vulnerable in our communities, and grew our regional economy. There were some serious challenges – the uncertainty during Brexit negotiations created economic instability, and the final month of the financial year saw the beginnings of COVID-19’s impact. Yet overall, this was a year in which the WMCA delivered against the commitments in our Annual Plan and continued working with partners to generate real improvements in the lives of people in the West Midlands. Key highlights of our year include:
Transport Productivity & Skills • Completed 2km of new Metro track and opened • Secured 1000 work experience opportunities for an extended line to the Library of Birmingham. young unemployed people in partnership with Movement to Work. • Delivered the Regional Transport Coordination Centre to keep the region moving by managing • Delivered the £5m Construction Gateway disruption across road, rail, tram, and train. retraining programme, shaped by our industry-led Construction Skills Taskforce. • Extended the half-price travel offer to all young people aged 16-18, on bus, rail and Metro, enabling • Secured further funding to enable bespoke an extra 100,000 young people to benefit. construction training, including on-site training hubs in Perry Barr, Wednesbury, Wolverhampton • Secured £24.2 million to deliver new cross city and Coventry, to upskill the existing workforce and bus routes, as part of a programme which could support new entrants to the sector. benefit up to 70 million passenger per year. • Established a new approach to encourage • Expanded the biggest Swift smartcard system businesses to transfer unused levy to support outside of London, with new products and apprenticeships at small and medium-sized contactless payments available on all bus businesses, securing £7m and supporting over three operators, with customers now making over hundred apprenticeships and over a hundred SMEs. 50 million journeys per year. • Supported NHS workers during the COVID-19 Economy & Innovation pandemic, using our Ring and Ride service to shuttle frontline staff between hospitals and our • Published the UK’s first Local Industrial Strategy, free Park and Ride sites. identifying four major new market opportunities and shaping strategies to support these areas.
• Launched Create Central, a private sector led Housing & Land partnership to drive investment, growth and jobs in the screen industry. • Deployed £41 million of Land Fund investment in just 5 months unlocking 2,269 new homes on • Delivered the first 6 months of the Creative Scale brownfield sites. Up pilot, with cohorts and workshops throughout the region. • Established a groundbreaking regional approach to defining housing affordability, ensuring that • Developed the first phase of the West Midlands our funding is used to secure housing that reflects Innovation Programme, securing £3m funding local incomes and local needs. and appointing initial specialists in the low carbon and creative sectors as part of the virtual • Launched our regional Design Charter, providing innovation team. an extra tool to secure good urban design and high-quality development. • Launched the West Midlands Regional Economic Development Institute (WM-REDI), harnessing • Enabled a 15.8% increase in new homes in 2018/19, harnessing academic strengths in the region to reaching a total of 16,938 and exceeding the target provide best in class intelligence and analysis. trajectory in the Combined Authority’s Housing Deal to deliver 215,000 new homes by 2031. Page 32 Review of the annual plan 2019 - 2020 3
Environment & Energy, HS2 Wellbeing • Integrated the Energy Capital Partnership into the • Continued delivering Thrive West Midlands, WMCA and secured £500k of direct future funding supporting 500 individuals into work. and £9 million investment to design smarter local energy infrastructure across the region, through • Registered over 400 businesses on the Thrive at the Prospering from the Energy Revolution funding Work programme, supporting improved wellbeing stream of Innovate UK. for up to 235,000 employees.
• Commissioned a study from the Tyndall Centre to • Established a collaborative leadership programme for set the target date for net zero carbon emissions the region which is helping to shape the wellbeing for the West Midlands Combined Authority area. and sport legacy for the Commonwealth Games.
• Produced #WM2041, a green paper for • Focused on delivering a Population Intelligence consultation, outlining the actions that will need Hub which is creating the key priorities for the to be taken in order to reach net zero carbon Wellbeing Board and shaping future activity. emissions by 2041. Inclusive Communities Public Service Reform & Social Economy • Created the Inclusive Communities portfolio, • Launched the final report from the Social Economy cementing our commitment to supporting and Taskforce and began developing a business plan to enabling growth that is inclusive. double the size of the social economy in 10 years. • Established a Young Combined Authority, bringing • Developed a new regional, collaborative and together a diverse board of young people, aged scaled up approach to reducing violence, 16 – 25, from across the West Midlands. vulnerability and exploitation through the Violence • Worked with business to promote inclusion, Reduction Unit. including the creation of a toolkit and marking one • Housed 172 people through our Housing First Pilot year of the Inclusive Leadership Pledge. and launched an ambitious programme of work to support homeless veterans. Enabling Delivery • Made funding approvals of £140.8 million from the Culture & Digital WMCA Investment Programme, bringing the total • Established the Cultural Leadership Board, with cumulative funding approvals to £775.0 million as initial workstreams on the role of culture in the at 31 March 2020. WMCA’s policies and priorities, building financial • Continued to embed Social Value into procurement resilience in the cultural sector, and improving exercises, securing over £2,500,000 of social value diversity in cultural leadership. commitment within contracts awarded, with over • Accelerated the rollout of 5G, enabling access for £2,000,000 social value commitments delivered over 20 towns and cities to date.
• Launched the UK’s first 5G accelerator in • Supported the organisation in becoming an Birmingham, with hubs in Coventry and accredited Living Wage Employer. Wolverhampton set to follow, providing a private, • Featured in the 2019/20 Inclusive Top 50 UK cutting edge 5G network for organisations to Employers list and the National Centre for Diversity experiment with, and deliver, tangible 5G products Grand Awards Top 100 Index 2002. and services.
Page 33 Review of the annual plan 2019 - 2020 4 Portfolio Delivery and Progress: Transport
Page 34 Review of the annual plan 2019 - 2020 5
Portfolio Lead Member: Infrastructure Councillor Ian Ward, Leader, Birmingham City Council • Delivered a package of measures as part of the Lead WMCA Director: £321.5m Transforming Cities Fund, including the Laura Shoaf, Managing Director, TfWM Wednesbury Brierley Hill Metro extension, Birchley Island improvements, a new Interchange for Overall aim: Dudley, bus priority measures, and a region-wide To develop a fully integrated transport network cycling programme. that meets the economic and environment needs of the region Bus and Sprint Focus of delivery in 2019/20 • Secured a £28.5 million investment package with partners to deliver an enhanced bus network, • Improving the customer experience covering prioritised cross city bus routes across Birmingham and the Black Country. • A common approach to cycling and walking • Continued the roll out of 140 new zero emission • Ensuring Safety and Security on the network buses, retrofitted 515 buses to improve air quality, • Help improve Air Quality upgraded and rebranded 1,000 existing shelters and adding over 120 new ones. • Support bus as the backbone of the West Midlands public transport network • Published and secured approval for revised plans to deliver the A34 Sprint scheme - considering • Deliver the best rail services the key concerns raised by local residents and business along the 14.5km route. • Continue to invest in Metro
• Invest and develop our Key Route Network Metro
• Develop the future West Midlands Transport Strategy • Opened the extension of the West Midlands Metro to serve new stops at Birmingham Town Hall and Library. Progressed with delivering the Edgbaston Metro extension. Progress summary • Managed the closure of Broad Street and the Five Rail Ways Underpass, to enable the Edgbaston metro • Kept the West Midlands moving during recent extension. rail strikes through the Regional Transport • Increased patronage on the West Midlands Metro Co-ordination Centre, with joint staff from TfWM, by 11.3% and completed the rebranding of the West Midlands Trains, National Express and tram fleet. Local Authorities.
• Through WMRE, launched the West Midlands Grand Rail Collaboration (GRC) to tackle train service performance, simplify fare structures, improve the quality of trains and stations, share busy track capacity, and deliver timetables to improve reliability.
• Expanded capacity – the first of 36 new, higher capacity electric trains for the Cross-City line are under construction at Derby and the first of 26 new diesel trains for regional services are on test for entry into service in 2020.
Page 35 Review of the annual plan 2019 - 2020 6
Accessibility Cycling and Walking
• Ensured that the transition to a new provider for • Managed the Better Streets Community Fund the Ring and Ride service was simple and easy totalling £2 million to help communities across the for customers. West Midlands improve their streets for cycling and walking and completed the second Managing • Extended the pilot half fare concession schemes Short Trips initiative for cycling infrastructure in for all 16 to 18-year-olds in the metropolitan area the Black Country. who are at school or college, in work, on a training course, or an apprenticeship.
• Implemented a Woman’s Concessionary Fares scheme aimed at supporting those women worst affected by changes to State Pension Age.
• Reduced crime by 3% on bus, train, and metro through the Safer Travel Partnership. Also progressed the delivery of Bus related Byelaws - addressing various types of anti-social behaviour. The Partnership is currently seeking full approval from Government.
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Begin co-development of Detailed project procurement activity and mobilisation is underway. the Future Mobility Zone Mobility Credits programme launched in Coventry on 21st February 2020. with partners
Launch phase 1 of the WMCA Board approved Vision for Bus delivery options on 28th June. Enhanced Vision for Bus delivery Partnership (EP) development for Sprint has commenced with Legal notice issued plan including air quality on 14th July. TDC approved the Enhanced Partnership (EP) Plan and associated targets for buses, a bus Enhanced Partnership Scheme (subject to the outcome of the Operator Objection infrastructure investment Period) for public consultation on 16th March 2020. The Outline Business Case for plan, and Bus Vision Bus Delivery Options began in January 2020. Delivery Plan
Deliver further The Women’s Concessionary Travel Scheme was launched on 7th July 2019. TfWM enhancements to the has supported 9,000 women most affected by the state pension act changes. National Concessionary Travel Scheme
Page 36 Review of the annual plan 2019 - 2020 7
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Improve bus stations Walsall St Pauls Refurb – This project is now completed successfully. Follow up and interchanges at customer satisfaction surveys will be completed to understand the impact. Walsall and Coventry, and develop plans for the new Coventry Pool Meadow - work continues with Coventry City Council to establish Dudley bus and Metro budget and scope to enhance Pool Meadow Bus Station ahead of City of Culture interchange 2021 - these works will take place between April and December 2020. Dudley Interchange Project - Consultant appointed for RIBA Stage 3 design, with outline plans and documents being progressed to support a Design & Build Contract. Procurement and Contracting Strategy has been developed. A funding application to the BCLEP is awaiting a formal funding decision. CPO process has commenced by DMBC, with S16 notices issued to affected landowners. Ground Investigation works commenced in early March 2020.
Continue Delivery of the Construction programme underway - with Five Ways tunnels closures Edgbaston / Five Ways commencing from June 2019. Further Broad Street closures occurred from 2nd Metro extension September 2019 – to facilitate further construction activity. The project remains on schedule to open by December 2021.
Enhancing Swift – A new Fares and Payment Strategy has been developed, supporting the roll out of delivered through a Swift on Rail, Apps and Swift Account Based Ticketing with Best Value Capping. new fares and payment strategy
Continue delivery of the Works completed and awaiting completion of the new railway station buildings. Wolverhampton City Centre Metro extension
Deliver a WM Metro asset A series of projects are being progressed by TfWM to support the network management system and expansion programme (Wednesbury Depot Additional Stabling and Maintenance asset renewal programme Facilities, Tram Preparation & Stabling Facility – Eagle Lane, Line 1 Traction Power and OLE Upgrade).
Deliver a series of park TfWM has opened a new 196 space park and ride site on Metro Line One at and ride expansions Bradley Lane in Walsall. Construction is well underway at Longbridge’s new 629 including Longbridge strategic multi-storey park and ride facility and will be completed in 2020. We will also continue development for future park and ride expansions.
Publish a Commonwealth The Strategic Transport Plan for Birmingham 2022 was approved for public Games (CWG) Transport engagement by WMCA Board in September 2019. A series of engagement events Plan for engagement took place across the region to gather feedback to inform the next steps. WMCA September to December Board approval is planned during 2020. The Commonwealth Games Bill, currently 2019 at the Committee Stages in Parliament, is planned to help to deliver the Plan.
Complete with partners a Scope, Budget and Resource all agreed for the Delivery of the CWG Transport procurement strategy and Programme. A formal partnership (funding agreement) has been in place since delivery plan for transport Jan 2020 to enable the further development of procurement strategies for operations for the CWG the programme and operations planning being established cross partner. Bus Procurement commenced Dec 2019. 1st phase of recruitment is nearly complete which will enable resources for multiple deliverables planned for 2020 to complete to programme.
Page 37 Review of the annual plan 2019 - 2020 8
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Order up to 25 3rd Ordered 21 new 3rd Generation Urbos Trams to operate on the extended Metro Generation Trams to network, as well as retrofitting of batteries to the existing trams for the Centenary operate on the extended Square and Wolverhampton Metro extensions. Metro network
Commence work on the The BEE Transport and Works Act Order received Secretary of State approval and Birmingham Eastside and the Final Business Case was approved by WMCA Board on 14th February 2020. Wednesbury Brierley Hill HMT/DfT funding approvals were received via Budget on 11th March 2020. Metro extensions WBHE construction works have been commenced by Midland Metro Alliance.
Open a new travel centre This project is on hold following further strategic considerations from Network and customer information Rail particularly around the customer experience throughout New Street. TfWM & point at New Street Station Network Rail are reviewing options.
Conclude a park and ride Two work programmes are in development; development framework and implementation plan • P&R Development Workstream • P&R Charging and Booking Workstream
Both workstreams reported in early October 2019 with initial findings. Work will continue to be refined over the next year.
Secure business case and Redevelopment of Commonwealth Games station gateways at Perry Barr and planning approvals for University has reached the approval in principle design stage with construction schemes within the West work due to commence during 2020/21. Midlands Rail Programme including New Stations Approval in principle design stage has also been reached for the proposed new Packages stations at Willenhall, Darlaston, Moseley, Kings Heath and Hazelwell, with Planning Consent also now secured for the latter two stations. Final Business Case approvals are scheduled for Spring/Summer 2020. Additional funding of £25m secured from DfT in July 2019 for these stations.
Deliver Snow Hill Planning permission has been granted for scheme. Scheme progress has halted Third Access and is being designed into the wider development opportunity around Snow Hill gateway scheme, working with Birmingham City Council and Network Rail.
Deliver the first phase of Phase 1 construction of the RTCC was completed in December 2019. The RTCC is the Regional Transport now in operation, with multi-agency working in place. Coordinated action plans Coordination Centre have been put in place during the recent rail strikes and COVID-19 pandemic. The (RTCC) RTCC was formally opened by the Secretary of State in January 2020. A refresh of the West Midlands Network website was delivered in December 2019 to provide live and planned disruption information to the public
Identify a first iteration Completed in June 2019. of the CWG routes that will improve journey time reliability for the CWG and everyday users
Page 38 Review of the annual plan 2019 - 2020 9
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Commence passenger Extension completed and services open to passengers from early December services on the Centenary 2020, ahead of schedule. Square Metro extension
Commence the Sprint- A34 and A45 Full Business Case were approved by WMCA Board on 14th Bus Rapid Transit delivery February 2020. DfT approval for A45 Sprint was received on 11th March 2020. programme for new routes Contractor has been appointed and an operating model agreement is now and agree the operating in place. model
Set up the Strategic Road TfWM has secured a secondee from West Midlands Fire Service to support Safety Partnership and the delivery of the wider initiatives associated with the strategy including a produce the delivery plan delivery plan.
Each local authority has identified a lead to sit on the Strategic Group for Road Safety, a monitoring framework is currently being agreed with the Authorities.
Page 39 Review of the annual plan 2019 - 2020 10
Light, Connectivity, and Safety take the ticket Young Combined Authority member, Asad Kalang from Walsall was grateful for new LED lights, CCTV, and WiFi as a regular user of St Paul’s Bus Station, as “coming back from school every day it was a scary and daunting experience, especially during the winter months. Now thanks to the investment it is a lot more safe with the LED lighting and updated CCTV. It is a much more welcoming place.” These improvements were part of a £680,000 refurbishment of the Station that sees eight million passengers a year.
Page 40 Review of the annual plan 2019 - 2020 11
Travel Provided to Key Workers During Crisis Rachel O’Connor, assistant chief executive for Birmingham and Solihull sustainability and transformation partnership expressed the opinions of many key workers when she said “Our thanks to TfWM and WMCA for ensuring this temporary public transport network meets the needs of our workforce and for a great collaboration between our agencies to make this happen.” The team rose to the challenge of COVID-19 by repurposing unused Ring and Ride buses to safely transport NHS and key workers between car parks and Metro stops to major hospitals. With workers swapping public transport for cars in order to try and avoid the virus, the minibuses offer a cheaper and more sustainable way for key staff to get to work.
Page 41 Review of the annual plan 2019 - 2020 12 Housing and Land
Page 42 Review of the annual plan 2019 - 2020 13
Portfolio Lead Member: Affordability and Design Councillor Mike Bird, Leader of Walsall Council • Approved a new regional approach to housing Lead WMCA Director: affordability In January 2020, ensuring that our Gareth Bradford, Director of Housing SCF funding is used to secure housing products and Regeneration that reflect local incomes and local needs.
Overall aim: • Launched our regional Design Charter, developed To enable the delivery of 215,000 new homes by in close collaboration with Local Authorities and 2031, significantly increasing the proportion of Local Enterprise Partnerships, providing an extra affordable housing and driving new quality and tool for local planning authorities to secure good design benchmarks. urban design and high-quality development. Stratford District Council has already adopted the 12 principles as planning policy. Focus of delivery in 2019/20 • Innovated on the way we build through ‘Advanced • Setting a strategic investment and delivery Manufacturing in Construction’ (AMC). strategy for housing and land
• Delivering a pipeline of land for development and Places investment, unlocking and accelerating delivery on challenging brownfield sites • Worked with local councils and partners to repurpose and reinvigorate town centres, and • Increasing the supply of the right homes in the maximise the growth potential of transport right places for region hubs and corridors, building upon our local understanding and the region’s expertise in • Transforming the quality of development brownfield regeneration.
• Brokering new funding and investment for • Brought forward brownfield sites for development, development, infrastructure and land many of which have been dormant for decades, • Accelerating place-making and regeneration in through our regional pipeline of housing and town centres and beyond commercial sites, including opportunities in town centres and along key transport corridors. Progress summary • Driven development and secured investment into five town centres in the region, through our Town Housing Centre Programme and Regional Taskforce.
• Delivered 16,938 total net additional dwellings in • Maximised the use and potential of public land 2018/19. This is a 15.8% increase on the previous through the One Public Estate Programme. yearly total (14,628) and exceeds the target trajectory included as part of the WMCA’s Housing Deal to deliver 215,000 new homes by 2031.
• Unlocked over 2,200 new homes via the WMCA Land Fund programme since July 2019.
• Fast-tracked numerous schemes in weeks rather than months or years, through working in partnership and applying our appraisal regime (e.g. Pipe Hall in Bilston; Dobbs Street in Wolverhampton; Caparro in Walsall)
• Channeled WMCA investment through our Single Commissioning Framework to ensure enhanced design quality, higher levels of affordability, and the centrality of inclusive growth.
Page 43 Review of the annual plan 2019 - 2020 14
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Publication of a regional The SIDP has been published and is now being refreshed to ensure it reflects spatial investment and the significant progress made in housing delivery, and the major opportunities in delivery plan (SIDP) the region.
Development of five The Town Centre DIPS are to be agreed in spring 2020, providing a clear and Town centre delivery and coherent single statement of ambition, vision and aspirations for each of the 5 investment packages town centres and highlighting key investor and development opportunities.
Launch a Regional The Design Charter was launched in January 2020, providing a framework Design Charter for new development to add social, economic and environmental value and supporting WMCA to prioritise quality, innovation and inclusive growth.
Publish a summary The SCF document was launched on 17th September at the Forum for Growth version of the Single Conference, setting out WMCA’s funding criteria and key priorities on affordable Commissioning homes, brownfield regeneration and inclusive investment in our region. Framework for housing and land investments
Work with local councils Progress with Local Plans is under ongoing review and is reported regularly to ensure local plans to HM Government as part of the Housing Deal, to provide assurance on the across the region are region’s housing delivery. reviewed and/ or updated (as necessary) to enable the delivery of 215,000 homes by 2031
Page 44 Review of the annual plan 2019 - 2020 15
New homes set to increase thanks to new partnership Lovell’s Regional Managing Director, Stuart Penn, said: “Lovell Partnerships are delighted to be the first house builder to enter into a pioneering partnership with the WMCA to unlock housing development on stalled brownfield land. By combining our industry expertise and local knowledge, with a willingness to think innovatively, we will unlock significant areas of brownfield land for much needed housing development. Our shared commitment is to deliver high quality multi tenure communities at ‘scale and pace’ whilst ensuring we leave a lasting legacy everywhere we work.” The partnership between the WMCA and Lovell is set to provide over 4,000 new homes in the region, including on multiple brownfield sites in the Black Country.
Page 45 Review of the annual plan 2019 - 2020 16 Productivity and Skills
Page 46 Review of the annual plan 2019 - 2020 17
Portfolio Lead Member: Specialist Training Councillor George Duggins, Leader of Coventry City Council • Secured further funding to enable bespoke construction training, including on-site training Lead WMCA Director: hubs in Perry Barr, Wednesbury, Wolverhampton Julie Nugent, Director of Productivity and Skills and Coventry, to upskill the existing workforce and support new entrants to the sector. Overall aim: To see more people move into employment and higher • Delivered the £5m Construction Gateway skilled jobs so that all communities benefit from the retraining programme, with all funding now region’s economic growth and businesses can access committed, shaped by our industry-led the skills that they need to grow. Construction Skills Taskforce.
• Launched funds to support more training in digital Focus of delivery in 2019/20 and automotive sectors in collaboration with industry and education partners. • Prepare our young people for future life and work • Commenced delivery on our Digital Skills • Create regional networks of specialist technical Retraining Programme, providing innovative, education and training demand-led programmes based on employer need. • Accelerate the take up of good quality apprenticeships across the region Apprenticeships
• Support inclusive growth by giving more people • Established a new approach to encourage the skills to get and sustain good jobs and careers businesses to transfer unused levy to support apprenticeships at small and medium-sized • Deliver the Connecting Communities Employment businesses, securing £7.01m and supported over Support Pilot to help more people in to work three hundred apprenticeships and well over a • Support an agile skills ecosystem hundred SMEs.
Progress summary Inclusive Growth • Tested new approaches to collaboration around Youth Employment training in local communities, using AEB delivery • Worked with the region’s FE colleges to develop to support better connections between providers, new tailored courses. local authorities and new job opportunities for local residents. • Extended the DWP Progression Work Coaches pilot into the Black Country. • Commissioned new provision through our devolved Adult Education Budget, including a • Partnered with Movement to Work to secure c£20m investment in helping unemployed people c.1000 work experience opportunities for young into jobs and supporting those in work to progress. unemployed people.
• Developed partnerships to extend the Mayor’s Mentors programme
Page 47 Review of the annual plan 2019 - 2020 18
Progress against delivery milestones and indicators:
Key Performance 2019/20 Progress / Position (as of March 2020) Measure/Indicator target
Mayor’s Mentors – No of 3,0001 7,500 The Mayor’s Mentors partnership network has people being mentored expanded to include 8 partners – all of whom deliver a range of mentoring support to young people. The first Mayor’s Mentors celebration event took place on 24th October.
No of people trained 7452 845 Engagement with residents for construction through construction retraining continues to hit targets, and the retraining fund conversion into jobs currently stands at over 42%. Programmes are taking place across the West No of people into 3733 267 Midlands, with training in plant, formwork and construction jobs civil engineering as well as construction operative following WMCA training training. In addition, the roll-out of on-site delivery, attached to major projects, is raising awareness of opportunities in construction, with local residents.
Apprenticeship Levy £10m4 £7.01m There is good progress towards the overall 5 funding committed to year target (£40m), and the WMCA programme levy pool currently accounts for over 15% of all transfers that have happened nationally. Current multi-year commitments are to be in excess of £16.6m. (£11.5m 19/21) 317 apprentices have been supported to date in 142 SMEs.5
No of young people 6006 1000 The progression coach model is continuing to engaged through provide positive outcomes for young people Progression Coaches engaged in the pilot and in particular those with complex needs. The success of the pilot has led to a further extension of activity in to 2020
People engaged 2,0007 2,013 The Connecting Communities employment support and supported pilot is now in its second year of delivery. The pilot through Connecting was slower to start than expected, as providers took Communities[2] time to establish and embed delivery in communities. Actions are in place to improve performance and ensure that local people are actively engaged.
1 Disaggregated target by James – this is a FY target against overall 10,000 4 Cumulative target 2 Academic Year Target 5 Small & Medium Size Enterprises 3 Academic Year target 6 Financial Year Annual Target Page 487 Financial Year Annual Target Review of the annual plan 2019 - 2020 19
Apprenticeship Fund offers new opportunities to all Richard Morrow, Director of Central Mailing Services, says that his apprentice Luke is “a brilliant asset. Having joined us fresh from college, he has a great skill set, is passionate in the job and brings a new outlook. … Everyone benefits – we are gaining from Luke’s knowledge and he is getting experience and a qualification working with us.” Richard was able to access the funds to hire an apprentice through the Apprenticeship Levy Transfer Fund, supported by the Federation of Small Businesses and ladder Apprenticeship Foundation. The Fund is allowing SME’s to take on apprentices where they might not previously have been able to, as well as creating opportunities for employees and young people alike, revitalising companies and training people in the skills they need for a successful career.
Page 49 Review of the annual plan 2019 - 2020 20 Economy & Innovation
Page 50 Review of the annual plan 2019 - 2020 21
Portfolio Lead Member: Progress summary Councillor Ian Brookfield, Leader of City of Wolverhampton Council Local Industrial Strategy
Lead WMCA Director: • Launched the UK’s first Local industrial strategy Julia Goldsworthy, Director of Strategy and Economy and developed initial sector delivery plans. Agreed initial dashboard summaries with the Strategic Overall aim: Economic Development Board. To create the conditions to support inclusive economic growth that helps sustain the economic renaissance of • Developed the four Major New Market the region and make the West Midlands the best place Opportunities in the Local Industrial Strategy: to grow up, live and work. - Future of Mobility – shaped Future Transport Zones, globally leading ‘real world’ digitally enabled Focus of delivery in 2019/20 testbeds for the next generation of Electric and Ultra-Low Emission Vehicles (ULEVs) and Connected • Secure publication of the West Midlands Local Autonomous Vehicles (CAVs). Industrial Strategy. - Data-driven health and life sciences – developed • Identify key strategic priority projects and the WM Med Tech Commission and announced programmes with LEPs to support Local Industrial Birmingham Life Science Park as one of the Strategy (LIS) delivery. Government’s ‘Life Science Opportunity Zones’.
• Develop new LIS delivery infrastructure to support - Modern Services - championed our globally pursuits of the 4 Major New Market Opportunities. relevant cluster of business and professional services, offering ‘full service’ provision at scale • Review and influence funding frameworks to unprecedented in any other UK city region. support LIS delivery (including consultation on post Local Growth and Shared Prosperity funds). - Creative content, techniques and technologies – progressed work to convene a group across all • Support the regional preparations for Brexit, the 12 sectors and 5 foundations of productivity to through deployment of pooled Brexit Contingency identify where creativity can deliver added value to funding, support to the Birmingham Brexit each of the emerging plans Commission and the WMCA Brexit Economic Contingency Group. • Delivered the first year of the Creative Scale Up Programme, which has already helped secure • Equip the WMCA with the tools to deliver an £80,000 contract win for a client, enabled programmes with impact (economic intelligence, 60% of participating businesses to increase their annual State of The Region economic profile, price, and developed partnerships with Malta and Office for Data Analytics, policy research Norway in screen and digital. and evaluation).
Page 51 Review of the annual plan 2019 - 2020 22
Business Growth International Investment (West Midlands Growth Company) • Designed a cross-sector business support programme and a transitional funding programme • Secured 35 investment projects creating 1,561 jobs. with Local Enterprise Partnerships to feed into discussions with Government on future funding. • Published the Regional Tourism Strategy and established the Regional Board for Tourism. • Supported regional preparations for Brexit, through deployment of pooled contingency • Secured £21.3m of Government funding to deliver funding, support to the Birmingham Brexit the Commonwealth Games Tourism, Trade & Commission and the WMCA Brexit Economic Investment Programme. Contingency Group. • Established the West Midlands India Partnership, • Agreed Investment Programme proposals to creating a profile for the West Midlands in India support the first phase of Innovation Programme as the preferred destination for investment, trade, development and delivery with almost £3m of education and civic links. funding. This has included development of a virtual • Led on the #HS2AllTheWay and #GetHS2Done innovation team, with initial specialist posts on the campaigns to secure the future of HS2. low carbon and creative sectors.
Data and Evidence Resilience • Launched West Midlands REDI, harnessing • Worked with partners to monitor potential impacts academic strengths in the region to provide best in and opportunities for the region’s economy from class intelligence and analysis. leaving the EU through the Brexit Economic Contingency Group. • Provided weekly economic monitoring reports related to the Covid-19 outbreak to inform the • Commissioned research on trade: mapping the Economic Impact Group. current trade relationships of the region, the potential threats from Brexit and the opportunities • Produced the State of the Region report, aligned to of the transition which will feed into the transition the UN’s Sustainable Development goals. phase negotiations.
• Developed proposals for a regional architecture to provide strengthened business support and a regional response to economic shocks.
• Responded to the initial impact of the Covid-19 economic shock through strong analysis and intelligence and links with government to ensure emergency support reaches businesses quickly.
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Launch Local Industrial LIS launched in May 2019 jointly with government – the first in the country to Strategy (LIS) be published.
Identify key strategic Priority projects and programmes identified and are feeding into Spending projects and programmes Review discussions with government, in line with major market opportunities, for LIS delivery foundations of productivity, and sector action plans.
Page 52 Review of the annual plan 2019 - 2020 23
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Establish new LIS delivery LIS implementation group (LEP, WMGC and CA officers) in place, supporting infrastructure existing portfolio governance. Delivery plans and initial progress dashboard approved at the November Strategic Economic Development Board. Some delivery already underway through existing resource, though extended funding uncertainty is constraining the ability to make longer term plans. The next step is to agree pipeline and funding requirement for Spending Review 2020 and SPF decisions.
Develop proposals for Investment Programme proposals agreed and resource of £2.96m secured in West Midlands Innovation January 2020 to support the first phase of Innovation Programme development Programme and delivery. This has included development of a virtual innovation team, with initial specialist posts on the low carbon and creative sectors.
Inform development Single Assurance Framework in development. Future funding discussions of funding framework linked to the Shared Prosperity Fund delayed to the next Comprehensive resource to support Spending Review. shared strategic economic objectives
Deploy Brexit Contingency Funding pool held up as best practice nationally. The funds have supported: Pooled fund · Region wide Brexit Health Check
· Additional support for growth hubs
· Automotive supply chain research
· Local authority key suppliers research
· Recruitment of shared Environmental Health and Trading Standards officers to support businesses with new systems.
Develop programme of Annual State of the Region Report (SOTR) published June 2019. Statistical economic intelligence release briefing programme in place, aligned to SOTR priority indicators. reporting
Deliver Creative scale Creative Scale up pilot launched in November 2019 with cohorts across the 3 LEP up pilot Geographies. Business and Investor workshops commenced in December 2019 and March 2020 respectively.
Page 53 Review of the annual plan 2019 - 2020 24
New links between West Midlands and India raise the region’s profile Dr Jason Wouhra, one of the founders of East End Foods and the new Chair of the West Midlands India Partnership, is excited to “raise awareness of the West Midlands and its success stories in India.” Dr Wouhra’s company has sites in Smethwick, Aston, Birmingham and West Bromwich, and he was looking forward to new opportunities for trade, influence, tourism, and market insight. The Partnership opens new links between India and the West Midlands, capitalising on the country’s status as the second highest creator of Foreign Direct Investment jobs in the region. Dr Wouhra is keen to utilise everything that the region has to offer, including Coventry City of Culture 2021 and the Commonwealth Games in 2022.
Page 54 Review of the annual plan 2019 - 2020 25 Environment & Energy, HS2
Page 55 Review of the annual plan 2019 - 2020 26
Portfolio Lead Member: HS2 Councillor Ian Courts, Leader of Solihull Metropolitan Borough Council • Work with partners to continue advocating for HS2 as a fundamental building block on which Lead WMCA Director: the region’s economic growth, transport and Julia Goldsworthy, Director of Strategy & Economy sustainable/inclusive/green growth strategies Laura Shoaf, Managing Director of TfWM/Ed Cox, are based. Director of Public Service Reform • Work with partners and the HS2 Growth Overall aim: Delivery Board to ensure the scheme is delivered To make a significant positive impact on our in conjunction with wider strategic regeneration environment and deliver clean growth that improves schemes. the quality of life for everyone in the region. • Challenge and support partners and stakeholders to ensure the region mitigates against adverse Focus of delivery in 2019/20 impacts of the building of the scheme and ensure the overall delivery of the growth strategy benefits Environment the whole region. • Support the development of a regional carbon reduction target. Progress Summary • Develop a low emission strategy and action plan – Environment working with local authorities, TfWM and partners. • Declared a climate emergency in response to • Build and deliver on priorities within UK’s first calls from Youth Strike 4 Climate. clean growth Local Industrial Strategy. • Worked with the Tyndall Centre to establish • Focus on greenspaces and waterways – by 2041 as the date by which we could reach net developing a natural environment infrastructure zero emissions, with two interim targets of 36% investment plan. reduction by 2022 and 67% reduction by 2027 against a 2018 baseline. Energy • Produced a climate ‘green paper’ to understand • Ensure the energy infrastructure of the region the actions that we think will be necessary to reach supports a competitive industrial base, clean net zero carbon emissions. growth and social inclusion. • Completed a consultation on our draft plan with • Institutionalise Energy Capital within the CA as the 830 responses from both the public, business and delivery body for the Regional Energy Strategy. the third sector and started work on a revised plan.
• Support further development of implementation of • Established a ‘virtual forest’ platform to join a new Regional Energy Strategy by Energy Capital. tree planting activity up in a strategic way and monitor progress.
• Established a Low Carbon Officers Working Group across Local Authorities in the West Midlands.
Page 56 Review of the annual plan 2019 - 2020 27
Energy • Developed the evidence base to inform an Ultra-Low Emission Vehicles strategy for the • Supported three Energy Innovation Zones in region, working closely with TfWM. the West Midlands, in partnership with LEPs, to address specific energy issues and enable • Designed a cross departmental, person centric, us to overcome barriers to affordable energy West Midlands Fuel Poverty programme with the infrastructure provision. West Midlands Fuel Poverty Task Force for which we are seeking investment. This programme will • Leveraged £150K additional funding from BEIS to support vulnerable people living in the West define Energy Innovation Zones to ensure ongoing Midlands and ensure a strong local supply chain support to these areas. survives to deliver energy efficiency measures and retrofit properties across the region. • Established a permanent Energy Capital team within the WMCA, including a director and an energy infrastructure lead, focusing on Fuel HS2 Poverty and Ultra Low Emission Vehicles. • Played a lead role nationally in continuing support • Secured over £500k worth of direct additional for the delivery of the HS2 project, through the funding to support the delivery of the Regional Mayor and members of the TfWM HS2 team. Energy Strategy, through three Innovate UK funded projects to enable the region to ‘Prosper from • Addressed key regional challenges to delivering the Energy Revolution’ (totalling around £9million the wider economic growth of HS2 through the worth of investment into smart energy systems in HS2 Growth Delivery Board. the region). • Ensured that operational issues that impact on individual projects and schemes are addressed with partners through the HS2 Operational Board.
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Publish a WMCA We have set a target for net zero carbon emissions, working with the Tyndall environment action Centre, of 2041 for the WMCA area. Following this, a climate action plan plan (including carbon (#WM2041) has been developed to identify the ways by which we will reach this reduction targets and target. This has been through a consultation process during the first part of 2020. a pipeline of potential investments to support clean growth) and internal environmental improvement plan
Regional review of air Action plan drafted, WMCA regional co-ordination role delivered through co- quality, Action Plan and ordination of funding bids for cleaner buses, development of a regional ultra Delivery Unit launched low emission vehicle strategy and related new West Midlands Low Emission – including regional Bus Delivery Plan. This is alongside support for local authorities plans to reduce approach to electric NO2 and local measures such as Healthy Streets and promotion of sustainable vehicle charging transport use.
Page 57 Review of the annual plan 2019 - 2020 28
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Launch of Natural Capital The first stage of the Natural Capital Investment Plan has been completed and Investment Strategy and a draft report has been prepared. Delivery Programme – including key local site for funding and ‘greening’ existing and planned TfWM and partners infrastructure
Set out new green Local Industrial Strategy priorities under development. business growth targets as part of the Local Industrial Strategy implementation
Clean growth challenge The Clean Growth Challenge is an action that appears in the WM2041 plan and has been identified as an early win that we could get up and running quickly.
Progress discussions Positive meetings and discussions have been had with civil servants, following a with central government regional visit by the BEIS Permanent Secretary. BEIS officials attended the March about Energy and Power 2020 Energy Capital Board and outlined ways to progress WMCA proposals. devolution
Page 58 Review of the annual plan 2019 - 2020 29
Young People welcome plans for a greener future for the region Lily Eaves, a member of the Young Combined Authority who lives in Coventry, explained that she “was incredibly impressed to see the Combined Authority’s plans for the region and hope we can use them to work together to make a big difference both now and in the future.” With energy and the environment becoming an increasingly pressing and important issue for many of the region’s citizens, the WMCA’s report, #WM2041, on how to reach next zero carbon emissions is ambitious and practical. #WM2041 includes actions like planting a tree for every resident of the West Midlands and retrofitting all rented properties to make them more energy efficient.
Page 59 Review of the annual plan 2019 - 2020 30 Public Service Reform & Social Economy
Page 60 Review of the annual plan 2019 - 2020 31
Portfolio Lead Member: • Continuing a joint programme of work in Yvonne Davies, Leader of Sandwell Metropolitan partnership with the PCC which focuses on Borough Council vulnerable young people within the justice system, which we will be using to develop a platform Lead WMCA Director: for better regional collaboration to support Ed Cox, Director of Public Service Reform violence prevention.
Overall aim: • Collaboration to Support Radical Prevention To deliver on the promise of more inclusive growth, including substantial work supporting evolving with the confidence to more deliberately shape partnership arrangements with police and fire investment, infrastructure and services around social service partners, and building shared Public as well as economic goals. Service Reform commitments around prevention, addressing vulnerability and supporting greater • To deliver inclusive growth: a model of economic place-based collaboration. growth which addresses the social and environmental issues and aspirations held by the West Midlands. Progress Summary • To help build the resilience and capability of our Inclusive Growth citizens – through innovative public services and deep public service collaboration that uses • Created supporting structures and tools to enable the potential of devolution to shape investment, any policymaker or decision-maker to do ‘inclusive infrastructure and services before an issue growth in practice’, including the Inclusive Growth becomes a crisis and helps to get better outcomes Unit, Inclusive Growth definition, Inclusive Growth from service investment. Framework, the Population Health Intelligence Hub, Inclusive Growth Decision-Making Toolkit, and Inclusive Growth tests. Focus of delivery in 2019/20 • Worked with local authority partners to apply the • Inclusive Growth – providing the tools and Inclusive Growth architecture to local and regional capability to create a more deliberate and socially investments and strategies, focussing on the East purposeful model of economic growth. Birmingham / North Solihull Corridor and the #WM2041 climate emergency strategy in the • To support public service and whole-system first instance. collaboration across the West Midlands that delivers better outcomes for citizens, supports • Supported WMCA through the process of more inclusive development and inclusive becoming an accredited Real Living Wage infrastructure, and helps to close the region’s employer, and supported Birmingham in its fiscal gap over the long term. ambitions to achieve Living Wage City status.
• Inclusive Growth Unit - continue to deliver several • Worked with Barrow Cadbury Trust and selected programmes of work including an inclusive growth VCSE organisations to build a citizen involvement investment toolkit, an inclusive growth framework, element to the inclusive growth work in investment and population health intelligence function. corridors.
• Working with the Homelessness Taskforce to • Launched the final report from the independent, develop its objectives in support of statutory VCSE sector-led Social Economy Taskforce, and authorities – including the £9.6m Housing First now developing a business plan which will deliver pilot across the region. the goal of doubling the size of the social economy in 10 years.
Page 61 Review of the annual plan 2019 - 2020 32
Homelessness Justice System
• Continued to deliver the regional Housing First • Formed the Violence Reduction Unit – a pilot which has enabled over 170 vulnerable collaborative place based, public health approach homeless people to move into accommodation to preventing and reducing violence. with wrap-around support across our boroughs. • Developed a regionally agreed definition and • Secured an additional £100,000 of Cold Weather strategy for preventing and reducing violence Funding, which supplements the grants already and vulnerability, an interactive strategic needs made to local authority partners, and a further assessment, a community asset-based mapping and £500,000 of Rough Sleeper Initiative Funding. capacity building exercise led by the VCSE sector, and a further 17 programmes targeted across the • Launched a report on the nature of the spectrum to prevent and reduce violence. homelessness challenges for veterans, which has been warmly welcomed by regional partners and Armed Forces organisations.
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Launch of Inclusive Worked with Inclusive Growth Unit partners MetroDynamics, Joseph Rowntree Growth Decision-Making Foundation and Centre for Progressive Policy to publish the Inclusive Growth Toolkit and Civil Society Decision-Making Toolkit. This has since been iterated in partnership with PHE Engagement Report West Midlands and the regional ADPH Network. The Decision-Making Toolkit and the wider Inclusive Growth architecture is being tested in the East Birmingham - North Solihull Inclusive Growth Corridor.
The Civil Society engagement work – which aimed to capture the sector’s expectations of inclusive growth – was led by Localise West Midlands and presented to WMCA Board in 2019. This helped to inform the development of the Inclusive Growth architecture, and is informing both the Social Economy business plan and the approach to citizen engagement.
Adoption of Inclusive Inclusive Growth Unit team now working with partners in Wolverhampton to Growth toolkit and Walsall corridor; East Birmingham North Solihull corridor and commencing work approach within at least with Wednesbury/Brierley Hill corridor. three pilot initiatives within the region
Launch of regional The WMCA led the development and initiation of the Violence Reduction Unit violence prevention unit (VRU) which was launched in October 2019 and reflects a public health approach (with WMCA supporting to reducing violence, vulnerability and exploitation. It is a collaborative approach partners), strategic reform which delivers a substantive program of activity as well as system change with a of regional support comprehensive evaluation ongoing. The VRU is led by the PCC with the WMCA a for vulnerability and strategic partner on the executive group and regional Board. publication of criminal justice reform and vulnerability evidence base
Page 62 Review of the annual plan 2019 - 2020 33
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Commence veteran's Recruitment of lead officer completed. This work has been divided into mental health and three phases, scoping (now complete), forming better pathways and sharing homelessness work best practice. In February 2020 we held an event on Designing out Veterans programmes Homelessness and will take forward actions in the next 6 months of the project.
Completed Year 1 Programme is ongoing and reported through the Housing First Board and delivery of Housing First homelessness taskforce members advisory group. At the time of writing 172 people experiencing homelessness had been housed.
Launch of the Social Report approved by WMCA board in July, with six recommendations that Economy Taskforce Report would ensure that the West Midlands could double the size of its social economy by 2030.
The recommendations were launched to the sector in January 2020. The ten-year business plan will be sector-led and created in partnership with other institutions that are keen to do this well, notably Black Country LEP, which is leading its own work in this space. The tender for this business plan is being amended to reflect the current context for the social economy.
Creation of a number of First use case for WM5G was the ‘5G connected ambulance’ – a world first tested public service use cases at UHB and covered by CNN, BBC and other media outlets. In September 2019, through the 5G and we hosted a series of exciting 5G demonstrations in partnership with Birmingham Digital public services City University and Ericsson. Guests witnessed superimposed images through programme 5G-enabled augmented reality, a 360° visualisation of proposed developments within an existing cityscape, cloud-enabled robots, a 5G-enabled homecare assistance system and a day-to-day life virtual reality experience – again covered by regional and national media outlets.
Page 63 Review of the annual plan 2019 - 2020 34
Prevention is always better Jean Templeton, CEO of St Basil’s charity for young homeless people and independent Chair of the West Midlands Homelessness Taskforce said: “Homelessness creates misery for the people involved, their families and local communities. The taskforce has brought together people from different sectors, who have shown a tremendous amount of goodwill and generosity with their time, ideas and contributions. We now have an opportunity to design homelessness prevention into the WMCA’s work programmes as these take shape.” Plans to tackle the various causes of homelessness have been given the go ahead, with preventative measures being included in all new and emerging WMCA work.
Page 64 Review of the annual plan 2019 - 2020 35 Culture & Digital
Page 65 Review of the annual plan 2019 - 2020 36
Portfolio Lead Member: Progress Summary Councillor Patrick Harley, Leader of Dudley Metropolitan Borough Council Culture
Lead WMCA Director: • The West Midlands Combined Authority Cultural Julia Goldsworthy, Director of Strategy and Economy Leadership Board had its inaugural meeting in February 2020, gathering 21 of the region’s cultural Overall aim: practitioners into one strategic Board. The goal of To provide a focus on the opportunity that digital the Board is to provide an industry voice to inform transformation provides for our economy, public Cultural Policy in the CA. services and wider society, and also reflect the intent to develop a more strategic approach to culture across • The Board currently has three working groups: the region. Maximising the cultural impact of existing WMCA programmes, developing new funding opportunities and enabling resilience in the Focus of delivery in 2019/20 cultural sector, and supporting diverse leadership and participation in culture. Other working groups This newly configured portfolio focuses on increasing will be established as necessary. the social and economic benefits from cultural activities and digital transformation in the region, including for • The Government has offered the WMCA £21.3m our public services and wider society. It also reflects the for a Commonwealth Games Trade, Tourism, and intent to develop a more strategic approach to culture Investment Programme which will help maximise across the region. Activity includes: the impact of the Birmingham 2022 Commonwealth Games as a major opportunity for local firms and • West Midlands 5G (WM5G): The 5G programme communities. It is expected that the investment will includes early test-beds focused on health and help secure £210m of increased GVA, capitalise on public service applications, mobility and advanced the 5G pilot, and provide additional infrastructure for manufacturing and citizen connectivity. the region like the new Sandwell Aquatics Centre. • Digital Growth & PSR: continue to develop our capacity to support digital public services across Digital the region, supporting local authorities and public service partners to realise benefits of new • Worked with mobile network operators and local digital service models, and build readiness to take authorities to accelerate the rollout of 5G, enabling advantage of 5G. over 20 towns and cities to access 5G.
• Develop a Strategic Approach to Culture: Including • Worked with Local Authorities to identify and map a new Cultural Leadership Board promoting wider suitable assets and infrastructure they own that leadership and involvement in our region’s diverse could be made available for digital infrastructure. range of culture. • Launched the UK’s first 5G accelerator in • Supporting the Commonwealth Games and Birmingham, with hubs in Coventry and Coventry City of Culture - Working with partners Wolverhampton set to follow. The accelerators will to maximise the impact of the Birmingham 2022 provide a private, cutting edge 5G network that is Commonwealth Games and 2021 Coventry City of not yet commercially available for organisations Culture as major opportunities for local firms and to experiment with 5G to test and deliver tangible communities, a showcase of the region to investors 5G products and services - driving opportunities at and visitors, and a lasting legacy for people living scale across the whole of the West Midlands. in the West Midlands. • Rolled out WM5G’s mobility programme with three areas of focus: a sensor trial to help reduce road congestion and pollution; a series of short-term innovation and experimentation trials including a 5G enabled vehicle to detect kerbside availability in real-time and 5G enabled live HD CCTV from inside a Tram; and a mobility competition with up to £2.5 million for projects that improve road and rail operational efficiency, provide better-connected transport or improve passenger experience.
Page 66 Review of the annual plan 2019 - 2020 37
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Launch of WM5G delivery In June, the 5G Connected Ambulance health trial. This was followed by a 5G programme – including Demonstrator Event in September to showcase possible uses of 5G. Mobility ‘quick wins’ establishing trials and competitions began in Spring, and the Application Accelerator 5G connectivity within launched in March. regional centres.
Develop and deliver Digital Strategy delayed, in order to focus on delivery of ‘quick win’ WM5G WMCA Digital Strategy projects and establishment of 5G across the region. to support public service collaboration and leverage 5G
Establish new Cultural The Board first met in February 2020, gathering cultural practitioners from Leadership Board. around the WMCA geography. Three working groups have been established, and they will, alongside the main Board, prepare goals for the first year. The Board is also planning a launch event to take place late Summer 2020 following a digital launch in Spring.
Support the impact of the The 2020 Budget secured £21.3m to develop a Trade, Tourism, and Investment Commonwealth Games Programme surrounding the Commonwealth Games to encourage further 2022 investment and economic benefits for the region, alongside enabling infrastructure developments to be utilized by the communities in which they sit after the games.
Page 67 Review of the annual plan 2019 - 2020 38
Training offered to budding screen creatives Neil Duncanson, CEO of North One, whose Birmingham base produces top shows like The Gadget Show, said: “It’s great for Create Central to partner with the WMCA to develop these bootcamps, so the indie TV sector can get the right talent into our businesses to meet our immediate needs. Create Central members are really supportive of an industry-led approach, so that further education colleges can provide as real-to-work training as possible. We are looking forward to hosting the first work placements in the next few months.” Create Central, the industry led body for the region’s TV, film, and games industries have partnered with the WMCA and Solihull College and University Centre to deliver skills training and real- to-life experience in top TV companies.
Page 68 Review of the annual plan 2019 - 2020 39 Wellbeing
Page 69 Review of the annual plan 2019 - 2020 40
Portfolio Lead Member: Progress Summary Cllr Izzi Secombe, Leader Warwickshire County Council Mental Health
Lead WMCA Director: • Delivered the Thrive into Work IPS Trial, with Ed Cox, Director of Public Service Reform 3682 individuals randomised into the trial across Wolverhampton, Sandwell, Birmingham and Overall aim: Dudley (out of 6,492 referrals). To create a region in which positive, proactive and preventative approaches to citizen wellbeing are • Supported 500 participants into employment as normalised, giving our young and diverse population of February 2020, a total of 27% of those receiving a better chance to thrive in life and work. employment support. • Developed the IPS Academy, bringing together a Focus of delivery in 2019/20 strategic model and vision that supports people with a Mental Health, disability or Long-Term • Thrive West Midlands: Ongoing delivery of the Conditions into work, supports people in danger successful West Midlands Thrive programme, of falling out of work, and supports businesses to which continues to grow and support a culture of create healthier work places for their employees. support and awareness for mental health issues across the region. • Registered over 400 businesses onto the Thrive at Work Awards programme, positively impacting • Childhood Obesity: Development and delivery of a nearly 235,000 employees. childhood obesity strategy for the West Midlands, designed in partnership with local authorities and • Secured funding from Midlands Engine to expand Public Health England. Thrive in the East and West Midlands until Mar 2022, with the ambition to recruit nearly 1700 • West Midlands on the Move: continue to roll businesses onto the programme. out our West Midlands on the Move strategy which promotes physical activity and wellbeing • Trained 46,000 individuals in Mental Health First - including the expansion of ‘Good Gym West Aid across the region. Midlands’, a work programme on disability and sport. • Launched Every Mind Matters in October 2019 and amplified across the region with an ambition to • ‘Radical Prevention’ Fund: Development and reach 1 million people across the Midlands Engine delivery of an innovative new funding mechanism by June 2022. (developed in partnership with central government, PHE, NHS and local government partners) which brings together our regional ambitions around digital and prevention.
• Population Health Intelligence: Working closely with Public Health England to continue to host a population intelligence hub within the Inclusive Growth Unit.
• Supporting place-based health and care: Continue to support our regional health and care partnerships, with a place on the West Midlands STP executive, and through the development of our population hub and preventative activities.
Page 70 Review of the annual plan 2019 - 2020 41
Physical Activity and Health • Commenced work to align the existing PHE analyst team, Population intelligence Hub and Population • Convened over 30 organisations on a collaborative Health Management programme. engagement programme led by the Leadership Centre at the University of Birmingham, focusing • Developed a wellbeing dashboard to drive future on developing the common priorities and decision making, in line with tools and analyses conditions to shift the dial in the number of people developed to measure and benchmark the impact who are active (joint funded by the WMCA and of inclusive growth policies. Sport England).
• Funding a £500k programme of prioritized Veterans work stream collaborative projects to reduce inequalities and • Developing the Veterans Task Force, which address barriers and create the conditions for will soon migrate into a Civilian and Military physical health, including the Black Country Placed Partnership Board aligning both sectors and Based Fund. broader partners to focus on improving Health • Supporting improved access to sport for Disabled and Work outcomes in the region for the Armed individuals, signed 31 organisations up to the forces community. ‘Include me’ pledge. • Gained accreditation as a bronze recipient within • Recruited a consultant in Public Health and the Armed Forces Covenant. a public health analyst in late August 2019.
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Launch of prevention Prevention fund launched within the Government’s prevention green paper – funding mechanism in work now being undertaken to secure central government funding towards the partnership with PHE and Comprehensive Spending Review in Summer 2020 local partners
Completed Year 2 delivery Trial recruitment period at an end, now working towards achievement of Job of Thrive into Work IPS Trial Outcomes by October 2020.
Doubling of business Thrive at work now has 404 businesses engaged and has a total reach of 235,000 (to c200) and employee employees across the region. First awards event planned later this year. engagement through Thrive at Work programme
Commence Veterans IPS worker for Veterans recruited. Task Force established and is now moving mental health work towards a Stronger Civilian and Military Partnership. WMCA accredited as a programmes bronze recipient within the Armed Forces Covenant.
Launch of WM Childhood A healthy weight strategy was presented to the Wellbeing Board on 24th October Obesity Action Plan, 2019 and is being revised in line with the Health Inequality approach for including specific the region. early deliverables
Page 71 Review of the annual plan 2019 - 2020 42
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Roll out of Good Gym As well as Birmingham, Good Gym now active in Coventry, Solihull, Warwick with across the whole West 215 runners delivering 126 group community deeds & 15 older people supported. Midlands constituent geography
Roll out the Mental Every Mind Matters campaign restarted in 2019 with ministerial launch and is Health Literacy and being amplified across the Midlands Engine through the Mental Health and Mental Health First aid Productivity Pilot. MHFA training continuing and now has reached 46,000 people programmes across the whole West Midlands
Page 72 Review of the annual plan 2019 - 2020 43
Teenager takes top Mental health award Sophia Badhan, aged 18, from Sutton Coldfield, who was named the West Midlands Thrive Mental Health Superstar for 2020 for sharing her story of her battle with anorexia, shared that “winning this award means everything to me. If I could have seen myself here four years ago, I wouldn’t have believed it.” She was one of 13 winners at the Thrive awards, which celebrate the people, teams or organisations who have made a significant contribution to improving mental health in their area. More than 200 people – most of whom have professional or personal experience of mental health issues – celebrated the achievements of all the nominees at the Thrive awards ceremony for their amazing work in supporting and promoting good mental health among citizens of the West Midlands.
Page 73 Review of the annual plan 2019 - 2020 44 Inclusive Communities
Page 74 Review of the annual plan 2019 - 2020 45
Portfolio Lead Member: Progress Summary Councillor Brigid Jones, Deputy Leader, Birmingham City Council Young Combined Authority (YCA)
Lead WMCA Director: • Recruited a diverse board of 33 young people Deborah Cadman, Lead WMCA Officer, (aged 16 to 25) from across the West Midlands to Chief Executive of the WMCA the YCA, launching in September 2019.
Overall aim: • Supported YCA to develop a draft ‘manifesto’ To enable and support growth that is measured not only of their asks and expectations of the region – by how fast or aggressive it is, but also by the social and informed by early discussions with stakeholders environmental outcomes it realises for people in our and youth councils. most vulnerable and marginalised communities. • Enabled YCA members to contribute to WMCA Board discussions and provided development Focus of delivery in 2019/20 opportunities such as speaking at the launch of #WM2041, joining WM5G Board meetings This was a new portfolio for 2019/20 and has a strong and working with WMCA’s Overview and emphasis on challenging, enabling and supporting Scrutiny Committee. other portfolios to embed inclusivity, equalities and diversity into their policy and delivery. Working with business The portfolio will also drive the delivery of recommendations set by WMCA’s Leadership • Launched an awareness campaign and online Commission, including: toolkit of advice for the Inclusive Leadership Pledge campaign. The Pledge celebrated its • Establish a diverse Young Combined Authority anniversary in February 2020 with around 250 (YCA) to influence and constructively challenge organisations and senior leaders committed to WMCA policy, better connecting the organisation make change. to the communities it serves and building future political leadership capability in the West Midlands. • Developed a new phase of activity with business, building on a roundtable event held in • Inclusive Leadership Pledge – encouraging leaders January 2020 in collaboration with University of and employers across the region to commit to Birmingham’s WE LEAD Centre, which will see realising greater inclusivity within their organisations; senior leaders co-design interventions to promote promoting the business case for diversity, enabling inclusion in the West Midlands. positive action and celebrating success.
• Supporting and enabling HR best practice across sectors.
Page 75 Review of the annual plan 2019 - 2020 46
Supporting and enabling the organisation • Delivery of a Women’s Concessionary Fares scheme to deliver inclusive growth (July 2019) that has supported 9,000 women affected by changes to the State Pension Age. This portfolio has encouraged the WMCA and its portfolios to capitalise on opportunities to embed • Ongoing work across transport and skills to ensure inclusive growth into policy and delivery. Notable local communities can connect to and benefit examples from across the organisation include: from the delivery and legacy of the Birmingham Commonwealth Games 2022. • Clear commitment to inclusive growth within the region’s Local Industrial Strategy (May 2019 and • Gained Living Wage Employer accreditation for the ongoing implementation). WMCA (March 2020), by working with the Living Wage Foundation to create a timeline for the roll • Implementation of the Single Commissioning out of Real Living Wage across all of the WMCA’s Framework (April 2019) and launch of a Design third party contracts. Charter (January 2020) to set out key principles for developers to meet, such as their contribution to local employment, affordable housing and enhanced quality.
Progress against delivery milestones and indicators:
Key Performance Progress / Position Measure/Indicator
Develop our toolkit for Delivered during the summer and presented at the Mayor’s Business Advisory Inclusive Leadership Group in September 2019. The toolkit offers basic signposting to advice and guidance around becoming an inclusive workplace.
Establishment of the Recruited during the summer and launched in September 2019. The YCA has Young Combined met regularly since with the support of WMCA officers and our delivery partner Authority Beatfreeks, and YCA representatives have spoken at WMCA Board in their capacity as an observer organisation.
Convene a cross-sector Delivered in January 2020, meeting the reviewed target set out in the half HR roundtable event year update. The initiative has been co-designed with WE-LEAD (University of Birmingham). Focus shifted from the original proposal to host a best practice forum for HR professionals towards a more action-orientated approach of convening business leaders.
Increase number of Delivered – with 250 pledges made by the project’s one-year milestone of organisations signing February 2020. Increased uptake has been supported by the launch of an up to the Inclusive awareness campaign, online toolkit and a pledge which senior leaders Leadership Pledge (as well as organisations) can sign.
Review of WMCA WMCA has begun its internal review of the approach for delivering the contribution to Inclusive Young Combined Authority. This will consider the YCA’s interface with WMCA Leadership decision-making, engagement with youth councils and member development.
Page 76 Review of the annual plan 2019 - 2020 47
Making leadership inclusivity everyone’s business Prof. Kiran Trehan, who led the research for the Leadership Commission as Director of WE LEAD (University of Birmingham) and has recently been appointed Pro-Vice-Chancellor at York University, said: “the importance of leadership inclusivity and our commitment to diversity has never been more important than now. As we grapple with the challenges ahead, our actions in tackling the leadership diversity gap have illuminated our passion, commitment and collective strength to make a difference when it matters most. Leaders from across the West Midlands have demonstrated that, by working together, we have made leadership inclusivity everyone’s business. We are launching phase two to further embed the recommendations from the Leadership Commission post Covid-19 to ensure we have inclusive and sustainable businesses and communities.”
Page 77 Review of the annual plan 2019 - 2020 48 Enabling Delivery: Our budget, resources and investments
Page 78 Review of the annual plan 2019 - 2020 49
Investment Programme Corporate Assurance and Business Continuity In 2019/20 the WMCA made funding approvals of £140.8 million from the WMCA Investment We have progressed with our review of the Programme, bringing the total cumulative funding assurance process, with feedback collected on the approvals to £775 million as at 31 March 2020. former process and proposals agreed by the Senior The approvals were made in 2019/20 as projects Leadership Team. Proposals are now completing their progressed from initial feasibility and design stages way through the Governance process of the CA. towards delivery stages. The aim of the revised process will be to provide Particularly significant approvals within smoother and more efficient decision-making with 2019/20 include: an emphasis on Directorates being responsible for assuring the early stages of projects. The Framework • A452 Over-Trace Roundabout Full Business will provide a clearer route to decision-making with Case – The final business case for the design and robust challenge and assurance before final funding construction of an enhanced, signalised four-lane decisions are made. As a result of the establishment roundabout to carry the A452 over the new HS2 of the Strategic Hub, Corporate Assurance will be railway track was approved. The roundabout is a moving from Governance Services to join the PMO key point of access to the HS2 Interchange site, team in the Strategic Hub. and is integral to ensuring the regions maximises the benefits of HS2. Procurement • UK City of Culture 2021 Regeneration Full Business Case - A comprehensive package of infrastructure The WMCA continue to embed Social Value into and urban realm improvements throughout procurement exercises. Since the implementation Coventry city centre was approved to capitalise on of the Social Value Policy in 2017, we have secured the economic and social benefits derived from the over £2,500,000 of social value commitment within Coventry City of Culture 2021 programme. contracts awarded, with over £2,000,000 social value commitments delivered to date. Highlights delivered • Sprint Bus A45 to Airport & Solihull and A34 back to the local community include: 48 local people Walsall to Birmingham Full Business Cases – employed, 4,951hrs of career support sessions £65,302 Integral to the HS2 Connectivity package and local supply chain spend, £16,727 supporting the the Commonwealth Games hosted in Birmingham community, and 6 weeks of apprenticeships. in 2022. This year the team have also supported the wider • Rail Walsall to Willenhall and Camp Hill organisation in becoming an accredited Living Wage Enhancements Outline Business Cases – Projects Employer. Real Living Wage questions now form geared around improving local transport links and part of our tender process and demonstrate our opportunities for residents. commitment to paying a fair wage throughout the • WM5G Limited Outline Business Case – A project supply chain. to support pioneering work to drive innovation We have made internal improvements across the team and ensure the region is able to capitalise on the to promote efficiencies, including the development of benefits of fifth generation technology. paperless processes and the creations of user guides As of 29 February 2020, total Investment Programme and manuals. project expenditure of £352 million was incurred, £138 million of which was funded by the WMCA Investment Programme.
Construction is well under way for the Metro programme. The 2019/20 year saw the opening of the Centenary Square Extension. Construction work is also ongoing on various Brownfield land reclamation and remediation schemes throughout the Black Country.
Page 79 Review of the annual plan 2019 - 2020 50
Overview and Scrutiny Employee Inclusion, Wellbeing, and Development The Overview and Scrutiny Committee continues to play an active role in the governance of the Combined The WMCA featured on the 2019/20 Inclusive Top 50 Authority. The committee meets every other month UK Employers list (33rd in the list) and at number 24 and considers issues that arise out of the work of the in the National Centre for Diversity Grand Awards Top Combined Authority Board and other committees, 100 Index 2002. We are a disability confident employer hearing evidence from Officers of the CA and Portfolio and are currently working towards attaining disability lead Members. The committee also undertake leader’s recognition through a range of internal specific targeted studies resulting in reports and initiatives. Our ‘Building our Future Workforce’ strategy recommendations. This year they have carried out in is designed to provide under-represented groups with depth work on Transport Governance and the CA’s a range of skills and opportunities. Since the scheme Governance. These recommendations are fed through was launched the proportion of employees who are to the CA Board where the Chair of Overview and apprenticeships has increased to 6.2%, exceeding best Scrutiny can address the meetings. The Committee practice benchmarks. The WMCA is also now a Living have also held three Mayor’s Question Time events, Wage accredited employer. on Policy Development, the Budget proposals and Connectivity. The Mayor and Deputy Mayor We are working towards Thrive at Work accreditation attend these events to answer questions put by the and have implemented a number of wellbeing committee. A particular feature of this year has been initiatives, such as mental Health First Aider the involvement of members of the Young Combined schemes, procuring an effective Employee Assistance Authority in all the activities of the committee which Programme and incorporating wellbeing within our has brought the voice of young people to the table. management development programmes. A fuller annual report from the Committee will be presented to a forthcoming Board meeting. We agreed a Coaching and Mentoring strategy, further strengthening our Learning and Development strategy agreed in 18/19. We have launched an approach to Constitution Management development that continues to grow and is aligned to core activities such as equalities, The principle activity this year on the Constitution well-being and policy. An established ‘BiteSize’ has been around the assurance framework and the learning programme is in place to support learning and resulting changes that will flow from that. Proposals organisational updates. We launched a new Learning were accepted to change the way Programme Board Management System (LMS) - one space to co-ordinate is undertaken and since the recent Covid19 outbreak all organisational learning and development activity. it is proposed that Programme Board will also act as the Recovery Group to start planning for and working on recovery across the region. The proposals from Scrutiny regarding Transport governance are also being worked on for implementation. The unprecedented nature of the current public health situation has led to the postponement of the mayoral elections and the suspension of the need for an AGM for the Authority. As such, appointments will continue for another year and the governance team are working on ensuring that continuity can be maintained. Regulations have now provided that meeting of public authorities may take place through remote attendance. Our arrangements to allow this to happen are still being improved however we have made a confident start to facilitating remote attendance and ensuring that decisions that must be made by elected members can take place.
Page 80 Review of the annual plan 2019 - 2020 51
Finance Communications We have focussed on a year of business process A Strategic Communications Plan has been developed, improvement leading up to the introduction of our aligned to our business plan objectives, ensuring a refreshed finance system. The monitoring of our key consistent approach to communications across all transactional performance indicators has enabled us portfolios and teams. In delivering the plan we have: to work to improve business processes inside Finance and with colleagues throughout the business. The proof • Continued to grow our digital channels and online of the improvement has been in our rapid response to presence - the WMCA website is being redeveloped dramatically reducing payment terms with suppliers and a new ‘In My Area’ section has been launched in during the COVID crisis to support businesses. conjunction with Local Authorities. • Re-branded the West Midlands Network website Investment and Commercial Activities and rebuilt in conjunction with TfWM colleagues. The Investment and Commercial Activities Directorate • Developed a number of significant campaigns was formed in 2019/2020 and its Director was including Brexit preparedness, the Metro extension appointed. The team is being assembled with 3 of the and most recently COVID-19 and delivered a 4 positions filled, including support. The Directorate number consultation exercises. supports the Investment Programme and other • Delivered significant events and projects including Commercial Activities of the WMCA to consider a tram naming for TfWM; Empowering English creative funding solutions and advise on methods to Cities - media launch for the Mayor’s Office; Create achieve best value for money. Central – a media launch for Strategy; Mayors In 2019/20 the team advised on existing and new Mentors – a conference for Productivity and Skills investments that now total £775m. Creative structuring and Conservative & Labour Party conferences. of investments saw the first completely recoverable • Developed a new Internal Communications and allocation being made with an £18m loan to facilitate Engagement Strategy that ensures our internal and the UK Battery Industrialisation Centre delivering a external audiences are equally informed and that total leveraged investment of £126m. our staff continue to be advocates of all that we do. The team also work with colleagues and the wholly • Launched a new Public Affairs function taking on owned West Midlands Development Capital on a loan two new members of staff. The team has written book which has approvals for £89m. our first engagement policy, supported SLT in their Alongside other Directorates and Local Authority engagement with senior stakeholders in the region, colleagues, we are working towards other innovative introduced the WMCA to all new and returning solutions. These include supporting the West MPs following the election and co-ordinated Midlands strategy for Electric Vehicle Infrastructure engagement on the Budget. through commercial advice and the production of a • Introduced a Stakeholder Engagement Strategy recoverable investment model. Such initiatives remain enabling us to manage our relationships more subject to central Government support. effectively.
• Continued to evolve our brand proposition and regularly track overall awareness, alongside perceptions of WMCA effectiveness.
Page 81 Page 82 Page 83 This page is intentionally left blank Agenda Item 8
WMCA Board
Date 5 June 2020
Report title Application from Warwick District Council to Become ‘Observer’ Members of the WMCA
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7200
Accountable Tim Martin, Head of Governance, Clerk and Employee Monitoring Officer email: [email protected] tel: (0121) 214 7435
Report has been Programme Board - 6 March 2020 considered by
Recommendation(s) for action or decision:
The WMCA Board is recommended to:
(1) Consider the request from Warwick District Council to seek WMCA Observer member status with immediate effect.
(2) Note that Warwick District Council intends to review its position by the end of 2020 and either withdraw future participation or request formal Non-Constituent member status.
Page 85 1. Purpose
1.1 To consider a request from Warwick District Council to become ‘Observer’ members of the WMCA with immediate effect.
2. Background
2.1 The WMCA effectively has two tiers of membership: Constituent and Non-Constituent. The powers and influence of the WMCA and Mayor largely depend on which membership a local authority has. Non-Constituent authorities are located within the shire areas surrounding the metropolitan West Midlands and are comprised of councils within Shropshire, Staffordshire, Warwickshire and Worcestershire. Currently, there are 10 Non- Constituent authorities:
Cannock Chase District Council North Warwickshire Borough Council Nuneaton & Bedworth Borough Council Redditch Borough Council Rugby Borough Council Shropshire Council Stratford-on-Avon District Council Tamworth Borough Council Telford & Wrekin Council Warwickshire County Council
2.2 The last tranche of local authorities admitted to Non-Constituent membership was in May 2017 when North Warwickshire, Rugby, Shropshire, Stratford-on-Avon and Warwickshire joined. However, the WMCA cannot itself legally appoint a local authority to either Constituent or Non-Constituent membership, which can only be done through delegated legislation in Parliament by means of statutory instrument.
3. Warwick District Council
3.1 At its meeting on 12 February 2020, Warwick District Council formally resolved to seek Observer status of the WMCA for the remainder of this year, and then to determine whether it should request formal Non-Constituent member status from January 2021. Warwick DC is currently the only one of Warwickshire’s five borough/district councils not to be a Non-Constituent member of the WMCA.
3.2 Observer status is an informal arrangement whereby local authorities have effectively been given the same standing by the WMCA as Non-Constituent authorities, without this being reflected within legislation. Observer councils pay the same annual contribution fee as Non-Constituent members (£25,000) and participate in formal WMCA Board meetings (but not its committees), with the exception of not being able to vote on formal resolutions. Currently, Herefordshire Council, Marches LEP, West Midlands Police & Crime Commissioner and West Midlands Fire & Rescue Authority are WMCA Observer members.
3.2 The Midlands Trades Union Congress and the Young Combined Authority are Co-opted members of the WMCA Board, meaning that they participate in a manner similar to Observer members but do not pay an annual contribution fee.
Page 86 4. Future Changes to WMCA Membership
4.1 It should be noted that Warwick District Council has indicated in its recent request that it may itself seek Non-Constituent membership in early 2021. However, informal discussions with civil servants have indicated that HM Government is unlikely to table the required legislation to formally appoint new authorities (Constituent or Non-Constituent) unless it could be included within more substantial legislation directly related to the WMCA. Until such time as this may occur, it was therefore unlikely that any changes could be made to the formal membership of the WMCA.
5. Financial Implications
Observer members pay and annual subscription fee of £25,000 for participation in WMCA matters.
6. Legal Implications
The status of Observer member does not come with any voting rights on any matter under consideration at the WMCA Board, although Observer members are encouraged to participate in debates, particularly where the matter under discussion has particular relevance to that member.
7. Equalities Implications
There are no direct equalities implications arising out of the recommendations contained within the report.
8. Inclusive Growth Implications
There are no direct inclusive growth implications arising out of the recommendations contained within the report.
9. Geographical Area of Report’s Implications
The report relates to the geographical area that falls within the administrative boundaries of Warwick District Council.
10. Other Implications
There are no other significant implications arising out of the recommendations contained within the report.
11. Schedule of Background Papers
West Midlands Combined Authority Order 2016 (SI 2016/653) West Midlands Combined Authority (Functions & Amendment) Order 2017 (SI 2017/510) Report to Warwick District Council Executive - 12 February 2020
Page 87 This page is intentionally left blank Agenda Item 9
WMCA Board
Date 5 June 2020
Report title Overview & Scrutiny Committee - Annual Report
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7552
Accountable Tim Martin, Head of Governance, Clerk and Employee Monitoring Officer email: [email protected] tel: (0121) 214 7435
Report has been Strategic Leadership Team – 13 May 2020 considered by
Recommendation(s) for action or decision:
The WMCA Board is recommended to:
(1) Note the Overview & Scrutiny Committee 2019/20 annual report, attached as appendix A.
Page 89 1. Purpose
1.1 The purpose of this scrutiny annual report is to highlight the work programme and key achievements of the Overview & Scrutiny Committee during 2019/20.
2. Background
2.1 Overview & Scrutiny is a statutory requirement for the West Midlands Combined Authority to undertake. The committee has the responsibility to review the work of the Mayor and the WMCA, to make recommendations to the WMCA Board and its committees and call-in decisions that have already been made for further scrutiny.
2.2 The committee performs two functions: ‘overview’ and ‘scrutiny’. ‘Overview’ focuses on the development of policy and ‘scrutiny’ looks at decisions that have been made or are about to be made.
2.3 The Overview & Scrutiny Committee has constitutional authority to require the Mayor, members and officers to attend its meetings to answer questions or provide further information. However, equally important is the need for the committee to build trust with the members of the WMCA Board, Strategic Leadership Team and Transport for West Midlands to work collaboratively to achieve the objectives of the WMCA.
2.4 This is the second time the Overview & Scrutiny Committee has produced an annual report, which is intended to set out clearly and succinctly the work of the committee over the last 12 months. The annual report helps demonstrate the WMCA’s commitment to critical self-assessment and transparency in its decision making.
3. Wider WMCA Implications
3.1 There are no specific wider WMCA implications arising from this report.
4. Financial Implications
4.1 There are no specific financial implications arising from this report.
5. Legal Implications
5.1 There are no legal implications arising from this report.
6. Equalities Implications
6.1 There are no equalities implications arising from this report.
7. Inclusive Growth Implications
7.1 There are no specific inclusive growth implications arising from this report.
8. Geographical Area of Report’s Implications
8.1 The Overview & Scrutiny Committee comprises 12 members appointed by constituent authorities and seven members appointed by non-constituent authorities.
Page 90 9. Other Implications
None
Page 91 This page is intentionally left blank West Midlands Combined Authority Overview & Scrutiny Committee Annual Report 2019/20
Page 93 Contents
Foreword – Councillor Lisa Trickett 1
Committee Members 2019/20 2
A Year of Overview & Scrutiny in Numbers 4
Introduction 5
Overview & Scrutiny Holding Decision Makers to Account 7
Mayoral Q&A Sessions – Key Findings 8
The Impact of Scrutiny & Effectiveness 9
Spotlight Sessions 11
Training & Development 12
Communications Activity 14
Looking Forward 15
Page 94 1
Foreword
Chair – Councillor Lisa Trickett Can I welcome you to the annual review of the West Midlands Combined Authority’s Overview & Scrutiny Committee for 2019/20, my first as its Chair. Whilst we all entered the year without any sense of the unprecedented challenges the WMCA, the wider West Midlands region or indeed the whole country would be facing by the time 12 months was out, the members of the committee were clear in the key role they were tasked with in holding the Mayor, Portfolio Leads and the combined authority’s wider political leadership to account.
The themes the committee identified at the start of the year as running throughout its workplan - accountability, connectivity, investment – set out clearly its focus on how the WMCA would make a difference to the communities across the region, how investment decisions would actually improve people’s lives, and ensuring that aspirational ideas were followed up with identifiable actions. I hope the annual review gives a sense of the work undertaken to do this.
I would like to thank the Mayor, Portfolio Leads, officers of the WMCA and others who willingly gave their time to meet with the committee in an open and reflective way, and who acknowledged the constructive challenge of scrutiny members in the spirit it was offered. Can I also thank those officers who supported and facilitated the work of committee, much of it behind the scenes but of no lesser importance.
The significance of the work undertaken by the WMCA during the next 12 months cannot be overstated. The post-Covid-19 recovery plan, as it seeks to address the economic and social impact of this awful pandemic, must ensure investments and interventions are targeted at closing the region’s inequalities and fulfilling the WMCA’s ambition of inclusive growth and tackling climate change. The Overview & Scrutiny Committee stands ready to play its part in these endeavours.
Can I finish by thanking all the members of the Overview & Scrutiny Committee for their countless hours of hard work during the last year. They have much to be proud of, and I look forward to working with them again in the coming year to further build on the vital role the committee undertakes.
Page 95 2
Committee Members 2019/20
Councillor Lisa Trickett Councillor Dean Carroll Birmingham Shropshire Committee Chair and Scrutiny Champion for Public Service Reform & Social Economy
Councillor Cathy Bayton Councillor Mike Chalk Dudley Redditch Committee Vice-Chair Scrutiny Champion for Productivity & Skills
Councillor Lynnette Kelly Councillor Brian Douglas-Maul Coventry Walsall Committee Vice-Chair
Councillor Richard Brown Councillor Peter Fowler Coventry Birmingham Scrutiny Champion for Culture & Scrutiny Champion for Digital Environment, Energy & HS2
Paul Brown Councillor Angus Lees Black Country LEP Dudley Scrutiny Champion for Transport
Councillor Chris Cade Mike Lyons Rugby Greater Birmingham & Solihull LEP
Page 96 3
Committee Members 2019/20
Councillor Simon Peaple Councillor Paul Sweet Tamworth Wolverhampton Scrutiny Champion for Housing & Land
Councillor Lucy Seymour-Smith Councillor Kate Wild Birmingham Solihull
Councillor Stephen Simkins Sarah Windrum Wolverhampton Coventry & Warwickshire LEP Scrutiny Champion for Economy & Innovation and Inclusive Communities
Page 97 4
A Year of Overview & Scrutiny in Numbers
1 19 8
Overview & Members Scrutiny Scrutiny Champions Committee
2 3 7
Task & Finish Mayoral Q&A Scrutiny Training Groups Sessions with Events Scrutiny
6 3
Committee Spotlight Meetings Sessions
Page 98 5
Introduction
Overview & Scrutiny is a statutory function within the West Midlands Combined Authority, undertaken by the Overview & Scrutiny Committee that has responsibility to review the work of the Mayor and the WMCA and hold decision makers to account.
It may make recommendations to the WMCA Board Overview & Scrutiny’s Key Themes and other committees, and call in decisions for further scrutiny and challenge that have already Underpinning this core objective, the Overview been made. The committee acts as an advocate for & Scrutiny Committee’s work programme had a residents of the West Midlands by investigating issues particular focus on three key themes: that are important to local people and by looking further into matters brought to its attention by the • Accountability public. From improving the economy to tackling The committee wished to see that high standards of mental health inequality, from delivering new modes governance underpinned how the WMCA made its of public transport to enabling the construction of decisions. This scrutiny area sought to ensure that new housing, the Overview & Scrutiny Committee, those governance structures were fit for purpose, comprising the region’s local councillors, is the body effective, encouraged transparent decision making that scrutinises how all this is done. and had adapted to new responsibilities for the While the committee’s membership includes local WMCA. Wider public engagement was also looked councillors nominated by the WMCA’s 18 member at to ensure that the WMCA was hearing views of councils, it also has three representatives from the marginalised voices as well as those of experts. An region’s local enterprise partnerships. This brings a appropriate understanding of the relative areas of private sector perspective to discussions and ensures responsibility of the Overview & Scrutiny Committee that the views of the region’s local industries are heard and the Audit, Risk & Assurance Committee was of at the highest levels of decision making. relevance to this theme.
The committee performs two functions: ‘overview’ • Connectivity and ‘scrutiny’. ‘Overview’ focuses on the development The committee wished to see how the WMCA’s of policy and ‘scrutiny’ that looks at decisions that services provided improved connectivity which have been made or are about to be made. benefited all areas across the region to ensure Inclusive growth targets were met. This covered not Overview & Scrutiny Committee just traditional transport issues but new and emerging types of connectivity and the environment/energy The committee has continued to build on the work and HS2 initiatives. This scrutiny area challenged of previous years in developing a programme that the strength of these connections, as well as how gives broad oversight to the policies of the WMCA the WMCA was addressing the digital divide within and reviews the effectiveness of its key decisions. It the region and making sure new technologies were has an important role in reviewing and scrutinising delivered in a timely and inclusive way. the Mayor, portfolio lead members and the wider WMCA about plans, priorities, corporate governance • Investment arrangements and financial affairs. Inclusive growth was at the heart of what the WMCA Overview & Scrutiny’s Core Objective sought to do, and the WMCA was responsible for, or had influence over, significant funding streams. The Overview & Scrutiny Committee had identified its Its value as an organisation relied on the effective core objective for 2019/20 as: targeting of this funding. This scrutiny area sought to establish whether the ambitions and policies of “Commissioning and undertaking an effective, clear the WMCA were realistic to the levels of funding it and accountable programme of scrutiny reviews had, whether funding streams were being effectively that improve the outcomes for residents of the targeted, and whether communities could feel the West Midlands, ensuring that the committee and its benefit of the WMCA’s involvement. members engage fully with the region’s constituent and non-constituent authorities and its local enterprise partnerships” Page 99 6
Young Combined Authority Board This year representatives from the newly established Young Combined Authority Board have joined the Overview & Scrutiny Committee to challenge and scrutinise the Mayor, portfolio lead members and the WMCA on matters relating to the delivery and impact of the WMCA’s policies, financial affairs, transport, digital initiatives and the developing agenda to address climate change from a young person’s perspective.
It is important that the voices of the young people are brought to the forefront and issues and concerns are brought to light at the ultimate decision-making board of the West Midlands.
The world around us continues to change rapidly As one of my personal highlights, the governance and decisions that are made, the policies that are review really demonstrated scrutiny’s strengths in passed through - whether existing or new - impacts permitting young people to take on valued roles and transforms many aspects of our daily lives. As and influencing real outcomes. Through this review, a generation, we are passionate to support causes I followed up on a connection with the Greater we believe in and to be able to make a positive Manchester Youth Combined Authority and as a difference, not just for ourselves but the people we result, it has led to further engagements with officers represent. It is then, when given the opportunity and at the GMYCA and positive dialogue has begun. This flexibility, that young people can effectively offer has been extremely worthwhile as it provides the unique insight on a broad range of issues. YCA a chance to learn and adopt methods that have worked well for our older like establishment and As a Young Combined Authority (YCA), when we vice versa. were presented with the opportunity to be part of the committee, we embraced it with open arms. The I am keen to harness the connections made and WMCA’s Overview & Scrutiny Committee serves as a engage in positive collaborative ideas going forward. platform to challenge and question the Mayor of the It’s not rocket science that young people are more West Midlands on policies and decision-making on likely to act on decisions if they have been involved a range of different topics. It has allowed members, in making them, and though some may be skeptical, serving as representatives of the YCA, to directly there are clear benefits in having them involved. address the Mayor on the decisions and actions that affect our community and issues that are A younger generation brings a fresh eye and important to us. innovative approaches to the mix and with that being said, I’m certain that the Young Combined Authority Scrutiny’s willingness to include the YCA and let will only continue to add value. I would like to take us play an active role in partaking with in-depth this opportunity to express my heartfelt gratitude reviews on specific issues has allowed for a more to the Chair and Vice Chairs, as well as members of diverse perspective and valuable new insights they the scrutiny committee, for their warm welcome and may not have received otherwise. It is these diverse embracing us wholeheartedly. To be part of such an perspectives that are needed in any board room important and integral function of the West Midlands to pursue its fundamental purpose, to add value. Combined Authority has been remarkable and it Ultimately, as young representatives we are best has genuinely been rewarding both professionally placed to express and address matters that affect and personally. us and ensure decisions are more appropriate and relevant. Aisha Masood, Young Combined Authority Board
As a member of the YCA, whilst serving on the Overview & Scrutiny Committee, I was also offered the opportunity to be a part of the WMCA governance review. I felt empowered, and by having access to decision making processes it further motivated me to participate in sessions and offer my contribution.
Page 100 7
Overview & Scrutiny Holding Decision Makers to Account
The committee has undertaken a number of public Mayoral Q&A sessions. These were structured around the committee’s three core themes (accountability, connectivity and investment) with questions focusing on the key challenges for the WMCA.
In October, the committee questioned Andy Street The Mayor was also joined by the Portfolio Lead for on the delivery and impact of the WMCA policies in Finance, Councillor Bob Sleigh, who was questioned areas including: on matters relating to the Investment Programme.
• Affordable housing For the first time this year in February, the committee held a third Q&A session with the Mayor, the • Skills Managing Director of Transport for West Midlands • Economic development and the Managing Director of WM5G Ltd that had a specific focus on connectivity issues. The lines of • WM5G enquiry covered not just transport issues but new and In December, the committee held its second Q&A emerging types of connectivity and the environment/ with the Mayor and questioned him on financial energy and HS2 initiatives. Members challenged the matters relating to the developing budget for 2020/21, strength of these connections, as well as how the with a particular focus on: WMCA was addressing the digital divide within the region and making sure that new technologies were • financial transparency between proposed and delivered in a timely and inclusive way. actual spend Scrutiny members felt that these public Q&A • measures to achieve inclusive growth outcomes sessions were an important part of providing public • targeting investments and outcome-based accountability and transparency of decision-making funding for the WMCA’s only directly-elected politician. • the future funding arrangements for the Young Combined Authority, • future intentions for a mayoral precept and a WMCA business rate supplement; and • the outcomes that the WMCA had achieved. Page 101 8
Mayoral Q&A Sessions Key Findings
Question Time One: Delivery and Question Time Two: WMCA’s Draft Impact of the WMCA’s Policies Budget 2020/21 The conclusions and recommendations of the The following matters were submitted for Overview & Scrutiny Committee have led to: consideration by the WMCA Board as part of its approval of the 2020/21 budget: • A scrutiny review that looked at whether the WMCA was appropriately structured from a • The development of a mechanism for assessing governance perspective to discharge its functions the impact of the WMCA’s Investment and responsibilities, given the rapid growth of its Programme on new projects coming forward, remit and influence. which was to include an evaluation of carbon counting, social impact and value-added • Clarification on the housing funding available to assessments. non-constituent members of the WMCA and how to apply. • The consideration of an environmental impact assessment to be undertaken before any new • A deeper understanding of the support available WMCA policy was introduced so that its direct to young people with disabilities beyond the age impact on the environment was assessed as part of 25. of wider policy considerations. • The development of a set of questions for • The continued promotion of an approach to future Mayoral Q&A sessions that enabled the addressing current skills needs that actively committee to look deeper at the extent the engaged employers and skills providers in WMCA’s policies were reaching marginalised understanding and responding to the future and communities and the impact on their lives. projected skills needs of the region. • An additional Q&A session held in February 2020 • The development of new practices and reporting that focussed specifically on connectivity-related to strengthen and consolidate performance matters. information.
Question Time Three: Connectivity • Consideration to be given to the wider benefits of making the 16-18 photocard travel pass available The committee had reached a number of conclusions for use at any time, including the funding arising out of the responses it had received from the implications that this would have. Mayor, and had a clear sense that public transport • An acknowledgement of the tensions created by provision needed to respond to and reflect modern the use of different funding streams relating to travel needs, recognising that existing transport capital and revenue expenditure. planning might not always be addressing these needs. The conclusions reached included: • Transport for West Midlands should continue to be minded of the impact that affordability had on • Further consideration on how public transport passengers’ ability and willingness to use public connected with communities across the West transport. Midlands. Were ‘old’ solutions still being applied to 21st century problems? • The full range of regulatory powers available to the Mayor/WMCA to give greater control • Further clarification from the Government and oversight over the public transport network regarding its announcement of £5bn of funding should be more fully considered to address for bus services. How much funding would be market failings. allocated to the West Midlands?
Page 102 9
The Impact of Scrutiny & Effectiveness
The committee has made a total of WMCA Governance Arrangements 17 recommendations to the WMCA Scrutiny Review Board, all of which were accepted, Overview & Scrutiny Committee has reviewed the in relation to: WMCA’s governance arrangements to determine whether they were currently appropriate to deliver • WMCA’s budget for 2020/21 its aims and policy objectives, given the growth of its remit and influence. • Connectivity within the region The review group sought a range of written and • Transport governance verbal evidence to help inform its conclusions and • Adult Education Budget recommendations. Face-to-face interviews were held with: Transport Governance Scrutiny Review • Andy Street, Mayor of the West Midlands • Deborah Cadman, Chief Executive, WMCA Overview & Scrutiny Committee has recommended the strengthening of the Authority’s Transport • David Lane, Independent Chair, Audit, Risk & Delivery Committee and the wider transport Assurance Committee governance arrangements within the West Midlands • Julie Connor, Assistant Director Governance & Combined Authority and across the region. Scrutiny, Greater Manchester CA The acceptance of the recommendations by the • Linda Horne, Director of Finance, WMCA Portfolio Lead for Transport and the WMCA Board • Martin Reeves, Chief Executive, Coventry City led to a clear understanding of where transport Council policy, delivery and scrutiny should sit. The WMCA is therefore developing a mechanism: • Councillor Ian Brookfield, Leader, City of Wolverhampton Council • to improve the development of transport policy within the region. • Tim Martin, Head of Governance, Clerk and Monitoring Officer, WMCA • to provide a solution to strengthen transport scrutiny that would hold those charged with The committee is producing a briefing note based on policy making and delivery responsibilities its findings that will be shared with the Mayor and the to account, and helped to align the transport Strategic Leadership Team in due course. scrutiny work undertaken within the constituent authorities together with the WMCA; and • to commit to undertake a regular ‘health check’ of its governance within each mayoral cycle.
The committee will review how effective its recommendations have been in January 2021. Page 103 10
Adult Education Budget Scrutiny • the commissioning of an independent four-year evaluation of the impact of the Adult Education Review Budget and the impact of devolution. Overview & Scrutiny Committee has undertaken a • funding training and education that leads to jobs review of the Adult Education Budget in conjunction and to improvements in employment and income with Portfolio Leads for Productivity & Skills from for individuals. each of the constituent authorities. • improvements in ensuring that all Adult Education The adoption of the recommendations by the Skills Budget employability courses added value to an Advisory Board and the WMCA Board has led to: individual’s journey into employment.
• the development of a method for tracking learner • the development of a discussion paper to destinations to demonstrate the impact of understand the potential role of the Adult devolution. Education Budget in supporting learners with learning difficulties and disabilities aged post-19 • work to establish a set of impact measures for the Adult Education Budget to include wider social outcomes such as improved confidence and improved health.
Overview & Scrutiny Committee’s recommendations have really helped us to drive a different approach with AEB Director of Productivity & Skills, WMCA
Page 104 11
Spotlight Sessions An agile and lighter touch approach to scrutiny reviews
WM5G #WM2041: Actions to Meet the In the autumn of 2019, the committee held its Climate Challenge first spotlight session with WM5G to discuss In the summer of 2019, the WMCA Board declared a and challenge the delivery of the programme, its climate emergency. objectives and impact. A spotlight session was held with the Director The committee questioned Andy Welch, Technical of Public Sector Reform on the proposals of the Director, WM5G Ltd on areas as varied as: WMCA’s Carbon Reduction Action Plan that was • investments (real, secured and guaranteed used to inform the #WM2041 climate green paper. money) The committee asked questions that focused on: • measures and metrics used to seek the outcomes and achievement of the programme within three • the robustness of the transition plan years • timescales for delivery • the projection of jobs created across the region, • the need for additional investment to deliver such for both private and public sectors, as a result of a crucial agenda by 2041 5G • affordability for those already marginalised • barriers to delivery • the delivery of eco-friendly housing • alleged health concerns and data security • transport initiatives to help reduce car use and implications. encourage the use of public transport • Implications of Brexit to the delivery programme
In the spring of 2020, a further session was held with Robert Franks, Managing Director, WM5G Ltd. Questions focused on:
• how 5G could benefit SMEs • the role 5G would play in delivering innovative new projects • funding structures that underpinned the trial • the need to establish awareness of the difference between 5G consumer and 5G core. • investments • the need to ensure that all communities should be able to benefit from the delivery of 5G
Page 105 12
Training & Development
Members Induction Session Role of the WMCA’s Overview & In the summer of 2019, a Members induction session Scrutiny Committee was held to welcome new members that had Members of the Overview & Scrutiny Committee been appointed onto the WMCA Board and/or its received further training and material that highlighted committees. the core role the scrutiny committee played in the The purpose of the session was to help members WMCA, its value and the outcomes it could deliver, to better understand the role and remit of the West the powers it had, its membership and the role Midlands Combined Authority, and to meet the Chief and purpose of the committee. The WMCA had Executive, the Mayor and Deputy Mayor and key developed a suite of information to help communicate senior officers. scrutiny’s role and purpose to members and officers including:
Statutory Guidance on Overview New Scrutiny Protocol & Scrutiny in Local and Combined A new scrutiny protocol was developed during year Authorities that helped to develop a collective understanding of the committee’s core role and purpose and a common In the summer of 2019, the Overview & Scrutiny understanding about the way it operated. The Committee received an update on the new statutory protocol outlined cultural aspects such as behaviours, guidance on Overview & Scrutiny in Local and officer support, expectations and engagement, Combined Authorities, and what this meant for the together with ways of working and important committee, which had been published by the Ministry administrative aspects. of Housing & Communities Local Government in May 2019. Overview & Scrutiny Member Role Profile The WMCA had developed a role profile for members that helped to give them an indication of what would be expected of them as a member of the Overview & Scrutiny Committee.
Page 106 13
Member Development Plan 2019/20 Centre for Public Scrutiny Training Events A development plan for members of the Overview & In addition to internal training, officers of the WMCA Scrutiny Committee had been produced for 2019/20. and members of the committee were informed of The plan ensured that members were provided with training and events that are led by the Centre for the skills and knowledge to help them to effectively Public Scrutiny, as appropriate. fulfil their role as a scrutiny member within the West Centre for Public Scrutiny Annual Conference: Midlands Combined Authority. A number of training Driving Smarter Scrutiny - 3 December, London sessions were held throughout the year including: The Centre for Public Scrutiny held its Annual WMCA Finance Training Conference on 3 December in London. The During October and November 2019, members conference was attended by Statutory Scrutiny participated in two training sessions in relation to Officer and Governance Services Manager. The the WMCA’s finances 2019/20 and the draft budget event consisted of practical workshops with expert 2020/21. The training sessions focused on the: speakers on the latest news and trends. There were opportunities to share best practice, challenges and • WMCA’s financial position for 2019/20 learn from others.
• draft budgets for the respective portfolios Combined Authority Governance Network Group – 2020/21 ‘A Collective of the Combined Authorities’ • draft capital budgets The Combined Authority Governance Network • Investment Programme Group is a collective of combined authorities across the country that meet on a regular basis and share • options for funding future transport services best practice and learn from others on governance • additional funding devolved from Government to matters, including overview and scrutiny issues. the WMCA to deliver its priorities through The West Midlands Combined Authority is a regular two devolution deals, a housing deal and a skills participant of the network group, which is facilitated deal. by the Centre for Public Scrutiny on behalf of the • timetable for the development of the Medium Local Government Association. Term Financial Plan 2020
Page 107 14
Communications Activity
Overview & Scrutiny Committee End of Year Evaluation Survey Communications Plan An end of year self-evaluation survey was undertaken The WMCA has developed a communications plan to this year that provided members with an opportunity help to: to reflect on the strengths and weaknesses of the WMCA’s current arrangements for Overview & • raise the level of awareness of the work of the Scrutiny Committee, and to put in place practical committee amongst members of the public, local steps for improvement. Key findings included: authorities and other stakeholders. • More engagement sought with portfolio leads • Increase citizen engagement, particularly and their areas of responsibility. amongst harder to reach communities. • Greater use to be made of the knowledge and • Highlight best practice within governance and expertise of LEP representatives. scrutiny. • Focussed topics of discussion for each of the Mayoral Q&A sessions. • Greater flexibility around scheduling of meetings required to help member participation. Twitter Account - @WMCA_Scrutiny In February 2020, the WMCA had introduced a dedicated twitter account @WMCA_Scrutiny for its Overview & Scrutiny Committee.
Scrutiny Bulletin A bulletin summarising the work of the committee was circulated after each meeting to members and officers within the West Midlands Combined Authority and constituent and non-constituent authorities.
Page 108 15
Looking Forward
Overview & Scrutiny is a statutory function within the West Midlands Combined Authority, undertaken by the Overview & Scrutiny Committee that has responsibility to review the work of the Mayor and the WMCA and hold decision makers to account.
Earlier and Regular Engagement Social Media between the Executive and Scrutiny In conjunction with the WMCA’s Communications For 2020/21, the committee want to work closely with Team, the Overview & Scrutiny Committee has the Strategic Leadership Team to develop its annual created a communications plan that has already work programme. Whilst recognising their distinct seen the introduction of a dedicated Twitter account roles, the committee wishes to engage with senior @WMCA_Scrutiny. For the forthcoming year, the officers on the key challenges for the WMCA, which committee would look to work with the WMCA to had helped to form its lines of enquiry in previous produce more multi-media content (video, animation, years and can continue to assist in the development statistics as well as key messages), to engage in online of committee’s work programme going forward. conversations with the public relevant to the work of the committee, post short videos of key participants offering comments and views relating to scrutiny Performance Monitoring and work and enhance live stream facilities to broadcast Pre-Development/Pre-Decision Scrutiny committee meetings. For the forthcoming year, the committee would like to continue to engage with the Strategic Leadership Team specifically to develop the committee’s role in relation to performance monitoring and delivery, and to embed a culture of pre-development and pre-decision scrutiny as an integrated part of the WMCA’s business culture.
Mayoral Question Spotlight Sessions Time Sessions Task & Finish Reviews Overview & Scrutiny Committee: 2020/21 Public Engagement in Summary Pre-Development Scrutiny Twitter, Facebook, Videos, Online Pre-Decision Scrutiny conversations Performance Monitoring
Page 109 Page 110 Agenda Item 10
WMCA Board
Date 5 June 2020
Report title Economic Recovery - Emerging Employment and Skills Proposals Adult Education Budget 2019/20 and 2020/21 Portfolio Lead Skills & Productivity - Councillor George Duggins
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7200 Accountable Employee Dr Julie Nugent, Director of Productivity & Skills email: [email protected] tel: (0121) 214 7592 Report has been Local Authority and LEP Employment considered by and Skills Officers
Recommendation(s) for action or decision:
WMCA Board is recommended to:
(1) Note the ongoing work, across WMCA, Local Authorities, and LEPs, to develop clear proposals for enhanced employment and skills activities to support local and regional recovery plans.
(2) Delegate authority to develop proposals and businesses cases, as part of the wider regional recovery work, to the Director of Productivity and Skills, in consultation with the Portfolio Lead and the WMCA Director of Finance and Monitoring Officer.
(3) Note that in view of the need to move at pace and in line with delegated authority, a further progress report will be brought at the appropriate time to inform Board of activity.
Page 111 1. Purpose
1.1. This paper provides early sight of emerging proposals on employment and skills related activities, to support and enhance existing local and regional recovery activities. Proposals have been developed with Local Authority and LEP officers, and set out where further activity and resource is needed, to build on existing infrastructure. Critically, the proposals begin to articulate our ask of government – in particular, the Department for Work and Pensions (DWP) and the Department for Education (DfE) – where we are keen that any new funding or resources complement existing local offers and respond to clear local needs.
1.2. The work is being overseen by Councillor Duggins, the Portfolio Lead for Productivity and Skills. Proposals for Young People will also be shared with Cllr Brookfield, Chair of the Youth Unemployment Taskforce (and Portfolio lead for Economy and Innovation), and Cllr Jones, Portfolio Lead for Inclusive Communities.
2. Context - The social and economic impact of Covid-19 in the West Midlands
2.1. Nationally and regionally, the number of people claiming unemployment benefits in April 2020 has increased exponentially and is now at the highest level seen in recent years. (Details set out in Annex A.) The West Midlands is predicted to be one of the hardest hit economies, reflecting the region’s high dependency on the automotive and education sectors.
2.2. The labour market which emerges from this crisis will likely be the toughest for generations, with the current hibernation of thousands of businesses potentially followed by a longer period where companies are reluctant to return to their pre- crisis recruitment and training behaviour. The characteristics of our unemployed cohort may well look different to pre-crisis, with a much higher number who have medium- and high-skills and a track record of employment in sectors which may have shrunk significantly.
2.3. At the same time, rising unemployment is expected to impact most adversely on groups already at a disadvantage in the labour market – including young people, people from black and minority ethnic communities, and those lacking qualifications.
2.4. The West Midlands has a younger than average population, and an already high youth unemployment count, lower than average levels of qualifications, and a higher proportion of residents from BME communities. As such, our region is further exposed to the social, economic and health impacts of rising and sustained unemployment.
2.5. Any new support will need to deliver what the economy needs and be targeted at those who will be hardest hit. It should give those without work the ability to maintain their work readiness and gain new skills to get a better job and help to deliver a workforce for the future high-skilled economy.
Page 112 3. Response to Date
3.1. West Midlands partners – including WMCA, LAs, LEPs, JobCentre Plus and the FE sector – have been working collaboratively, to respond to immediate needs. This has included:
Introducing a Rapid Recruitment Response, with local authorities and training providers, to share information on vacancies and promote opportunities to individuals looking for work. Flexing local training to meet immediate skills and recruitment needs – for example, in health care and warehousing – to move people into jobs. Moving training provision online, supporting existing students and reaching out to new students. Establishing a Youth Unemployment Taskforce, led by Cllr Brookfield, to identify and respond to the needs of young people.
4. Emerging employment and skills proposals
4.1. Work is underway across the region, drawing on the expertise of LA and LEP Employment and Skills officers, as well as the views of employers, voluntary sector, TUC and the FE sector. This report provides an update on the work and invites members of the Board to comment and/or feed in further views.
4.2. Proposals also build on the West Midlands Employment Support Framework, which was developed with local partners and practitioners, and which sets out the key features of good employment support. The Framework focuses on how best to enhance and complement existing local activity – for example, Wolves at Work, Walsall Works, Coventry Job Shop etc. - by aligning with other training and employment activity (for example, through the Adult Education Budget (AEB)) and working jointly with JobCentre Plus, the voluntary sector and local and regional employers. Our intention is to have a shared view of priorities, to avoid duplication and ensure we meet the needs of those who are newly unemployed as well as those who have longer-term issues. Given the scale of the challenge ahead, the need to align resources will be critical.
4.3. The proposals are also intended to inform and influence DfE and DWP thinking where, again, we are keen to align all national, regional and local funding so that we have a more comprehensive offer, that maximises all available resources, avoids gaps in and/or duplication of activity, and tries to ensure that no one gets left behind.
4.4. There are three broad groupings of proposals:
Supporting Young People (16-29) Getting the West Midlands Back to Work Future Skills, Future Jobs
Page 113 4.5. Supporting Young People (aged 16-29)
Issues
4.5.1. We know that young people will be hardest hit as a result of the crisis. Many have had their education disrupted and may already be disengaged from learning. The number of entry level jobs, apprenticeships and graduate jobs will reduce dramatically meaning far fewer opportunities open to young people.
4.5.2. Those leaving education will have less work experience and will enter a jobs market with high unemployment and few vacancies. Leaving education during a recession can have a large and long-lasting effect on employment and earnings. Low attainers are worst affected, but graduates suffer too.
4.5.3. The region already suffers from above average youth unemployment. There is a risk that the young unemployed will be even further disadvantaged, particularly those from BME communities, with low skills, and with mental health issues. New interventions are needed to help them ‘wait out’ the worst of the labour market crisis and so avoid the scarring effects of becoming long-term unemployed.
Proposals
4.5.4. Tracking and engaging all young people at risk - it will be critically important to engage all young people who have left education and are at risk of dropping out. This will build on existing local activity, and will require additional government resource to enable us to reach out and engage with young people at risk. In addition, we will also seek to develop a regional clearing system to link young people more effectively to local opportunities.
4.5.5. Current careers programmes do not focus on those young people who are not in education, employment or training (NEET). We are seeking greater influence over national careers programmes to enable us to target those at risk.
4.5.6. Young people will require a new suite of courses to support their long- term education, training and careers needs – this will include the ability to complete courses which were disrupted, more courses related to areas of labour market need and, given the expected reduction in apprenticeships, more work-related courses that provide young people with critical work-ready skills. Whilst we have the flexibility to develop and fund these for those aged 19+ (through the devolved AEB budget), we need more flexible and work-related programmes for 16-18 year olds, including alternative provision for those whose apprenticeships are terminated.
4.5.7. Encourage and incentivise employers to take on young people – it will be important to encourage and incentivise employers to take on young people, in to jobs and apprenticeships – we are lobbying DfE for wage subsidies for employers taking on young people who are unemployed. This would build on the experience of similar local schemes.
Page 114 4.6. Getting the West Midlands Back to Work
Issues
4.6.1. Currently, employment and skills support is commissioned in silos, reflecting investment from a range of government departments (DWP, DFE, MHCLG, DCMS, HO etc). This leads to a fragmented regional and local offer, with duplication in some areas (eg lots of low-level training) but a lack of funding and focus in others (eg access to transport, child care). There is a risk that this will be exacerbated as government responds with a range of national programmes that don’t accurately reflect existing support and/or local and regional needs.
4.6.2. There is a risk that those already out of work are further disadvantaged as services become more stretched and recently redundant candidates enter the jobs market, better able to compete for fewer opportunities.
4.6.3. As the labour market shifts, we will see new opportunities emerge, with the need for high level technical and technological skills. Currently, there is limited training available to support re-entry to technical roles, particularly at Level 3 and above. The West Midlands has successfully piloted the Digital and Construction Gateway Retraining schemes – with demand from employers and learners exceeding the funding available. In recent weeks, there has been a significant increase in demand for higher level digital skills training.
4.6.4. Support for those in work is limited. Career coaching, training and other employment support services are often restricted to daytime, face to face access and focused on those who are currently unemployed. We need more flexible provision to support those in vulnerable areas of the workforce, including those currently furloughed, at risk of further automation, or working in areas (hospitality, retail etc.) which are likely to be further impacted by Covid- 19.
Proposals
4.6.5. Accelerate employer-led training to retrain people quickly and get them back into work - there will be a need to focus resource carefully and have a differentiated offer – supporting those who can return quickly (e.g. recently unemployed) and those who may require further support (long-term unemployed, low-skilled etc). We will work with colleges and providers to refocus a proportion of AEB funding to develop and deliver more job-specific training. We are seeking increased levels of funding for AEB and additional National Retraining Funds to support higher level training. Similarly, we will lobby DWP for greater flexibility to allow more people on Universal Credit to access training and support.
Page 115 4.6.6. Increase support and training for longer term unemployed – We will use the West Midlands Employment Support Framework to align existing support across the WMCA, local authorities, jobcentres and other agencies to ensure that all residents can access the employment support they need. Where there are gaps in provision – for example, in removing barrier to employment – we will lobby DWP and DfE for additional and complementary resource.
4.7. Future Skills, Future Jobs
Issues
4.7.1. We know that the region’s employment structure is likely to change as a result of Covid-19. Some industries will flourish, whilst others decline. There will be a shift in the occupational mix, with many predicting an increasing need for digital skills. The continued adoption of technology and increasing use of artificial intelligence along with new and emerging green technologies will provider good employment opportunities for residents.
4.7.2. The West Midlands has above average levels of low-skilled low-paid workers – with many employees struggling to access training and support. Previous national skills policies have reduced the levels of adult learning (‘night school) which has made it harder for West Midlands workers to access training that will help them develop their careers and earnings potential.
4.7.3. There has been a lack of accessible training provision in key growth areas. For example, in 2017/18, less than 1% of the region’s adult education budget was spent on digital training, with critical gaps in cyber security, informatics and software development.
Proposals
4.7.4. Expand the West Midlands Digital Retraining Scheme – the West Midlands has successfully piloted a digital retraining scheme, which deployed £5m of National Retraining Funds to upskill employees and unemployed in higher level digital skills. This programme was committed quickly – with demand (from employers and learners) exceeding funding. We are lobbying DfE for further funding to enable us to expand the digital offer further.
4.7.5. Expand retraining schemes to other key regional sectors - In addition, we are calling on DfE to extend this pilot to support other critical regional sectors – for example, advanced manufacturing, low carbon etc.
5. Financial Implications
5.1. All proposals will be subject to detailed business cases which will be developed in conjunction with the appropriate Finance Directors.
Page 116 6. Legal and Governance Implications
6.1. The Combined Authority already has devolved powers in relation to Adult Education and control of the AEB budget. The Authority may rely on those powers to implement many of the proposals in this report and the Director of Productivity and Skills has delegated powers to manage that budget.
6.2. Time is of the essence in responding to this crisis, particularly where urgent interventions are needed to mitigate the risks of young people and others experiencing the impact of the current jobs market without support. Some of the proposals outlined in this report may involve additional activities or programmes for the Combined Authority and delegated authority is sought for the Director of Productivity and Skills to progress initiatives and proposals in consultation with the Portfolio Lead and with the advice of the Director of Finance and the Monitoring Officer. Where proposals result in new programmes and responsibilities or alter the exposure of the Authority to risk, the Director will report back to the Combined Authority Board on progress at the appropriate time.
6.3. Any changes in the statutory functions of the Authority would be subject to the provisions set out in the Constitution and the consent of all Members of the Authority. New provision may require open and competitive tendering to award funds and this will be undertaken whilst seeking to ensure that any delays due to necessary processes are minimised.
7. Equalities Implications
7.1. Proposals will be reflected in the WMCA Equalities Scheme.
8. Geographical Area of Report’s Implications
8.1 Proposals are being developed for consideration across the wider West Midlands geography although, where these are reliant on devolved AEB funding, they will be restricted to the constituent areas only.
Page 117 Annex A Update on Unemployment Statistics, May 2020
Summary
Nationally, the number of people claiming unemployment benefits, in April 2020, has increased by 66.9% and is at its highest level in 24 years. The WMCA (3 LEP) area has seen a lower increase of (45.9%), an increase of 53,950 claimants since March 2020, as levels have spiked in more affluent areas, including those unused to high unemployment. This is the lowest increase of all regions. The number of vacancies in the job market has slumped – with hospitality job openings dropping the most. The data just covers the first few weeks of the pandemic. Similarly, furloughing is protecting approximately 8 million workers - so the picture will get worse as the overall impact on employment levels becomes more evident. Young people and people from black and minority ethnic communities are more likely to be unemployed, and at further disadvantage in the labour market. Work is underway – across WMCA, LAs, LEPs, JCP and FE – to provide targeted support to the unemployed and develop agile responses to new training and employment needs.
National employment statistics:
The UK employment rate in the three months to March 2020 was estimated at a joint-record high of 76.6%, 0.6 percentage points higher than a year earlier and 0.2 percentage points up on the previous quarter. However, between March and April there was a 66.9% increase in claimant count data, reflecting 846,740 new claims, and taking the total of claimants to 2.1 million. This is the highest level since July 1996 when Britain was still recovering from a deep recession. Furloughing support is still helping 8 million workers (approximately 1 in 4 of all employees). There were an estimated 637,000 vacancies between February to April 2020 - 170,000 fewer than the previous quarter and 210,000 fewer than a year earlier. This is the largest quarterly decrease to the vacancies total since the current time series started in 2001, eclipsing the decrease of 106,000 vacancies in the three months to January 2009. A recent IFS study also found that o Ethnic minorities are more economically vulnerable to the current crisis than white ethnic groups. o Men from minority groups are more likely to be affected by the shutdown – for example, Bangladeshi men are four times as likely as white British men to have jobs in shut-down industries. Similarly, black African and black Caribbean men are both 50% more likely than white British men to be in shut-down sectors. In Class of 2020, the Resolution Foundation reports that young people are more likely to be adversely impacted than other age group. They indicate that around 800,000 18-24-year-olds are expected to leave education this year, with two- thirds at risk of becoming unemployed.
Page 118 Furthermore, Class of 2020 finds that those leaving education this year are likely to face reduced pay and employment prospects even after the economy has recovered.
Regional position:
The total claimant count in the West Midlands (3 LEP) area now stands at 171,540, having increased by 53,950. This corresponds to an increase of 45.9%, compared to a UK-wide increase of 66.9%. The greatest increase was seen in the Coventry and Warwickshire LEP area (65.6%), with lower increases seen in the Black Country (43.9%) and Greater Birmingham and Solihull (42.2%). Across the West Midlands, the number of claimants as percentage of residents aged 16 years and over is 5.2% in April 2020 compared to 3.9% for the UK. In terms of youth (16-24) claimants, the figures are 6.6% and 5.4% respectively.
Page 119 This page is intentionally left blank Agenda Item 11
WMCA Board
Date 5 June 2020
Report title Financial Monitoring Report 2019/20
Portfolio Lead Finance - Councillor Bob Sleigh
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7552
Accountable Linda Horne, Director of Finance Employee email: [email protected] tel: (0121) 214 7508
This report has been Senior Leadership Team considered by Programme Board
Recommendation(s) for action or decision:
WMCA Board is recommended to:
(1) Note the financial outturn position as at the end of March 2020.
Page 121
1.0 Purpose
1.1 To provide an update on West Midlands Combined Authority finances as at the end of March 2020, subject to external audit.
2.0 Background - Financial Monitoring
2.1 A summary of final outturn of both the revenue and capital spend against the approved budget and forecast are attached as appendices 1-5. A summary of the Investment Programme along with current commitments is included in appendices 6 and 7. The balance sheet is included in appendix 8.
2.2 Also reported for noting is the 2019/20 Treasury Management outturn as set out in appendix 9.
2.3 Appendix 1 shows the overall consolidated revenue position for the West Midlands Combined Authority.
2.4 The overall outturn position at the end of March shows a minor £0.018m favourable variance from budget. This consists of a favourable variance within the Delivery budget of £0.038m offset by a minor adverse variance of (£0.020m) within the Transport budget.
2.5 Planned transfers to reserves to support the 2020/21 budget amounted to £3.3m overall and transfers to reserves to set aside available funding to protect against the impact of Covid-19 in 2020/21 amounted to £1.3m overall.
2.6 Before transfers to reserves, the outturn position on the Transport budget was a favourable variance of £1.274m against forecast and £3.839m against budget, primarily due to reduced expenditure on concessionary travel, driven by lower patronage.
2.7 Before transfers to reserves, the outturn position on the Delivery budget was £0.558m, primarily as a result of additional grants awarded in year and the timing of recruitment activity, partly offset by investment income which is lower than budgeted as a result of the need to prudently provide for potential defaults against loans made through the CIF scheme.
2.8 It should be noted that the final outturn position set out in this report is subject to external audit which will commence in May 2020 with the audit findings to be reported to Audit, Risk and Assurance Committee on 26th June when the Committee will also approve the final audited accounts.
Table1: WMCA Final Outturn 2019/20 compared with Forecast Outturn
£ million January 2020 Forecast Final Outturn
Transport Delivery 2.6 3.8 WMCA Delivery Budget 0.5 0.6 Mayor’s Office 0.0 0.0 Investment Programme 0.0 0.0 Total 3.1 4.4 Transfer to Efficiency Reserves (3.1) (3.1) Transfer to Covid-19 Reserves 0.0 (1.3) Total Page 1220.0 0.0 3.0 Transport
3.1 Appendix 2 sets out the full year outturn position on the Transport revenue budget as at the end of March 2020, showing a minor adverse variance of £0.020m from budget.
3.2 Excluding transfers to reserves, the full year Transport outturn represented a £1.274m favourable variance against forecast and a £3.839m favourable position against budget. This favourable variance is primarily as a result of savings on concessionary travel as a result of lower patronage.
3.3 Further savings arose as a result of the timing of recruitment activity and lower infrastructure and capital financing costs.
3.4 These savings are partly offset by higher costs incurred within Subsidised Bus Services as a result of increased costs pressures on contracts following the closure of Accessible Transport Group (ATG).
3.5 Towards the end of the financial year the impact of Covid-19 led to reduced departure charge income and income from digital advertising. Metro also began to see significant losses in fares income as a result of reductions in patronage.
4.0 West Midlands Combined Authority Delivery Budget
4.1 Appendix 3 sets out the full year outturn position on the West Midlands Combined Authority Delivery Budget as at the end of March 2020, showing a minor favourable variance of £0.038m from budget.
4.2 Prior to transfers to reserves, the full year Delivery outturn shows a £0.558m favourable variance to budget, primarily as a result of additional grant income received in the year, partially offset by a reduction in investment income from general balances. The variance to forecast shows a minor £0.046m favourable variance.
4.3 The Housing and Land portfolio has moved towards being fully grant funded with work continuing to ensure the portfolio can remain self-sufficient once the initial grant funding has been fully utilised. The grant funding is now expected to last into 2021/22.
4.4 As a result of lower borrowing requirements throughout the year there have been significant loan interest savings, thus delivering savings against Business Support.
4.5 There are further favourable movements within the remaining portfolios driven by the awarding of new grants to fund already commissioned work, alongside changes in the timetable of programmes and the timing of recruitment activity.
4.6 These savings are partly offset by investment income being lower than budgeted as a result of the need to prudently provide for potential defaults against loans made through the CIF scheme.
5.0 Mayoral Office
5.1 The Mayoral Office final outturn is largely in line with budget.
Page 123
6.0 Transport Delivery Capital Programme
6.1 Appendix 5 sets out the position on the Capital Programme as at the end of March 2020. Actual costs totalled £189.7m, resulting in a favourable variance of £123.1m against a budget of £312.8m. The Annual Forecast totalled £195.4m, resulting in a favourable variance of £5.7m against actual costs.
6.2 The budget variance is contained primarily within Transport £72.0m, Grants to Local Authorities Investment Programme £25.9m and Housing £25.2m. The favourable forecast variance was much smaller, primarily contained within Transport (£4.0m) and Housing (£2.7m).
6.3 The Transport Programme was categorised into five sub programmes. The largest of these is the Investment Programme with a budget of £139.6m, including all of the Rail/Sprint & Metro extension schemes. At the end of March, actual costs totalled £94.5m, which was £45.1m below the budget of £139.6m. The main variances at the end of March were contained within the Metro Programme totalling £38.2m.
6.4 The variance against the Metro Wednesbury to Brierley Hill of £20.2m was reflective of the latest programme for design and advance construction costs informed by the Midland Metro Alliance. The target cost originally envisaged in April 2019, was approved in October 2019, which pushed back design and advance utility diversion works, but are now progressing, as well as work to acquire the railway corridor with completion imminent. Despite the in year variance, works are still on track to achieve the delivery date of December 2023. 6.5 The Birmingham Eastside extension variance of £14.5m reflects the timing of a pending Transport and Works Act Order approval from DfT. Successful discussions with DfT to secure shorter term funding recently allowed works to progress to a revised profile. DfT approved the final business case in March 2020, allowing the release of funding, which should see the pace of the scheme pick up significantly in Q1 20/21.
6.6 The Sprint Hagley Road scheme was £4.1m favourable to budget owing to utility works that have not been able to commence due to the ongoing finalisation of land agreements which are now largely resolved. It is not anticipated this will have any impact on the delivery timescales for the scheme.
6.7 The MML life cycle project was £2.2m below budget owing to a re-profiling of track stress assessments, overhead line maintenance and gas tension replacements and re-phasing of works, due to resource availability.
6.8 The Metro East Birmingham to Solihull extension was £1.9m favourable to budget, as it is currently on hold pending the identification of a suitable budget to progress the scheme to the next stage. Discussions are ongoing with DfT in this regard.
6.9 The Rail–Camp Hill Line Local Enhancements (Package 2) was £1.5m favourable to budget largely due to land acquisition budgeted in first half of 19/20. Negotiations with land owners and concurrent Compulsory Purchase Offer process are still ongoing.
Page 124
6.10 The Commonwealth Games Programme includes all of the schemes (SPRINT, Perry Barr & University Rail Stations, and Games) scheduled to be delivered in advance of the Games in July and August 2022. At the end of March 2020, actual costs totalled £13.5m, which was £12.4m below the budget of £26.0m. The main variance of note related to the Sprint A45 Birmingham Airport and Solihull which was £6.6m below budget due to a re-profiling of utility diversion works. The Sprint A34 Walsall to Birmingham was also below budget (£5.3m), owing to the re-profiling of utility diversion works. Both projects have received approval to commence phase one works, and WMCA Board approval to submission of Final Business Case to DfT in March 2020.
6.11 In addition, the RTCC-Design & Layout (£1.6m), for the new control centre has a favourable variance due to a pending approval of a revised solution. The scheduled work has been paused pending approval of the revised solution, which may require a rescheduling of IT system work and workstation hardware and software into 20/21.
6.12 Offsetting the favourable variances, the University Station is ahead of budget by £1.9m mainly due to the acceleration of GRIP 4 (single option solution) design activities that were anticipated later in the programme. A detailed review has helped to establish a higher degree of accuracy. Perry Barr Rail Station was £1.5m ahead of budget due to additional feasibility and design costs. These increases are expected to be contained within the overall budget for the respective schemes at this stage.
6.13 Other Major schemes include construction of the decked car park within the Longbridge Connectivity Package and the Snow Hill Third Access. At the end of March 2020, actual costs totalled £15.9m, which was £6.9m below the budget of £22.8m. The main variance relates to Clean Bus Technology Fund 2017-2019 (£1.8m), where the programme allocated to bus operators has fallen behind schedule in 19/20. In the main, the majority of the shortfall will be recovered in 20/21, subject to relaxation of Coronavirus measures implemented in March. In addition the Key Route Network Safety programme (£1.4m) relating to congestion and road safety measures have been rescheduled into 20/21. The Snow Hill 3rd Access (£1.1m) was paused in February 2020, following the emergence of a wider redevelopment and regeneration opportunity, led by Birmingham City Council and the WMCA Housing Directorate in the vicinity. Work to GRIP 5 (single option solution) has almost concluded in March 2020, and a review of final costings is under way. 6.14 The Connected and Autonomous Vehicles TestBed (CAV) project was £0.7m favourable, pending construction supplier selection for the remaining works, which will now be completed in 2021.
6.15 The Minor Works Programme includes a large number of small schemes. At the end of March 2020, actual costs totalled £6.5m, which was £4.1m below the budget of £10.6m. The main variance was attributable to the ADEPT Live Lab project (£0.9m) where early start pilots to analyse congestion patterns on the regions busiest roads have been revised in line with a new programme in 20/21. In addition, the Real Time Information Upgrades programme (£0.9m) was under spent due to a re-profiling of a new back office system selection review, expected to be concluded in 20/21. The DfT Tackling Nitrogen Dioxide allocated to Wolverhampton MBC (£0.8m) was also underspent owing to bus operator supplier installation delays, expected to be recovered in 20/21, subject to the relaxation of Coronavirus measures put into place in March.
Page 125
6.16 The Grants to Local Authorities Budget of £3.5m relates primarily to the schemes funded within the Transforming Cities Fund which are in the early stages of development. At the end of March 2020, actual costs totalled £15k, which was £3.5m below the budget of £3.5m. The main variances have arisen owing to the finalisation of funding agreements with respect to two Coventry schemes, and as a consequence, the schemes expenditure have been rescheduled to commence in Q1 20/21.
6.17 The Grants to Local Authorities Investment Programme details those schemes delivered by Local Authorities as part of the Investment Programme grant arrangements. At the end of March 2020, actual costs totalled £27.5m, which was £25.9m below the budget of £53.4m. The main favourable variance related to the Coventry Station Masterplan (£10.3m) where the first draw down on WMCA funding was anticipated to be in October 2019, on exhaustion of Coventry City funding, however this has not yet been required as expenditure on the scheme has been low. The Compulsory Purchase Orders (CPO) for land acquisition is ongoing, and likely to be a dependency on draw down of WMCA funding in 20/21. Other significant variations within the Coventry schemes, notably Coventry UKC and Very Light Rail (£6.3m) where several work streams (Track Development, Transport Works Act order and Operations) were reduced or suspended pending a change request, the latest submitted in January 2020, which has led to a re- profiling of costs into 20/21.
6.18 In addition the Coventry City of Culture (£6.0m) is under budget, as local government and other public sector funding has been drawn down ahead of WMCA funds. Also within the HS2 UK Central Interchange (£1.5m) the favourable variance is primarily due to the HS2 Parallel designs project. Expenditure of £1.8m originally budgeted for September has now been re-profiled into early 20/21.
6.19 The Housing Programme with an annual budget of £56.8m includes the WMCA Land Fund, WMCA land remediation funds including the BCLEP managed Land and Property Investment Fund (LPIF). At the end of March 2020, actual costs totalled £31.6m, which was £25.2m below the budget of £56.8m. The variance is primarily contained within the WMCA Brownfield Land & Property Development Fund (£21.7m) , where the drawdown of funding for Commonwealth Games (£15.5m),Telford and Wrekin Council (£2.3m), and Redsun Development (£1.4m) have been rescheduled to early 20/21 following the conclusion of legal agreements in March 2020, with the exception being Telford and Wrekin Council, which is pending further review.
6.20 Overall the actual costs to the end of March 2020 of £189.7m were closely aligned to the forecast of £195.4m, resulting in only a minor favourable variance of £5.7m. The main reductions are contained within the WMCA Investment Programme (£4.0m), Housing Programme (£2.7m), offset by the Commonwealth Games Programme (£1.0m), which are further explained below.
Page 126
6.21 On the WMCA Investment Programme for Transport, actual costs of £94.5m were £4.0m below the forecast £98.5m. The main variances were contained within the Metro Programme (£2.0m), and the SPRINT Programme (£2.0m). Within the Metro Programme, the main variations are as a result of minor re-profiling on the Metro Wednesbury to Brierley Hill Extension (£2.0m) and Metro Birmingham Eastside extension (£1.1m), offset by Metro Westside extension (£2.2m) where some additional works requested by BCC combined with the accelerated construction works on Phase 2 of the Westside extension due to advantageous weather conditions allowing acceleration of works during Q4 2019-20. The overall Westside extension to Edgbaston remains on target to be delivered in December 2021. On the SPRINT Programme, the £2.0m primarily related to SPRINT – Hagley Road Phase 1 (£1.4m), and was due to a continuation of the budget variance explained previously.
6.22 Within the Commonwealth Games Programme, actual costs of £13.5m were £1.0m above the forecast of £12.5m. The main variances related to the Perry Barr Rail Station (£0.9m), and the University Station (£0.4m), and a continuation of the budget variance explained previously.
6.23 On the Other Major Schemes Programme, actual costs of £15.9m were £0.6m below the forecast of £16.5m. The only variance of note related to the Clean Bus Technology Fund 2017-2019 (£0.5m), where it was envisaged a further bus operator payment would have been made in March 2020, deferred into 20/21.
6.24 Within the Minor Works Programme, actual costs of £6.6m were £0.4m below the forecast of £7.0m. The main variance related to the DfT Tackling Nitrogen Dioxide allocated to Wolverhampton MBC (£0.6m) where further payments envisaged in March 2020 were deferred into 20/21.
6.25 On the Grants to Local Authorities Programme in Transport, actual costs of £0.015m matched the forecast.
6.26 Within the Investment Programme Grants to Local Authorities, actual costs of £27.5m were £1.0m above the forecast of £26.5m, primarily due to minor acceleration of the Coventry schemes, notably Coventry City of Culture Regeneration (£0.8m).
6.27 On the Housing Programme, actual costs of £31.6m were £2.7m below the forecast of £34.3m. The main variance is primarily contained within the Brownfield Land & Property Development Fund.
7.0 Investment Programme 7.1 The financial results for the Investment Programme run one month behind the regular management accounts due to the requirement to consolidate outputs across the Metropolitan area. The February results are shown at Appendix 6, showing the gross delivery totals for programmes delivered by both WMCA and Local Authorities.
7.2 The year to date cash spend to February 2020 is £175.5m behind the rebased 2019/20 forecast, mainly as a result of the current Metro, Land Reclamation and Remediation and Collective Investment Fund programmes.
7.3 The Metro programme is rated as red status due to the East Birmingham to Solihull project, where discussions to confirm a funding package for the scheme are continuing.
7.4 The cost to completion against UK Central Interchange remains red status due to the funding gap of circa £131 million Page against 127 the Birmingham International Station redevelopment project.
7.5 The Sprint programme is amber status because of the A34 Walsall to Birmingham and A45 Birmingham to Airport and Solihull projects. Phase 1 of these projects were approved by WMCA Board on 14th February 2020. Discussions to confirm the funding package for the second delivery phase of these projects are continuing.
7.6 In November 2019, WMCA Board agreed to hold Investment Programme approvals within an affordable limit as determined by WMCA Finance Directors at £801m whilst arrangements to secure additional funding into WMCA are developed and delivered. As such, a number of programmes for which the full extent of the funding required is not yet secure are amber status whilst these issues are being resolved. Specifically, these programmes include Coventry UKC Plus, Sprint Programme; Rail Programme, UK Central Infrastructure Package, Innovation Programme, Land Reclamation and Remediation and Employment, Education and Skills.
7.7 Appendix 7 details the commitments made against the Investment Programme which totalled £775.0m to the end of March 2020 (£774.2m February 2020) with the remaining £26.0m within the affordable limit currently progressing through the assurance framework.
7.8 The commitments against Metro cash-flow funding for the East Birmingham to Solihull and Birmingham Eastside Extension project is reported while the project secures permanent funding.
7.9 In addition to the projects listed at Appendix 7, an application for repayable funding for the UK Battery Industrialisation Centre was approved on 13 September 2019 by WMCA Board.
Investment Programme Funding
7.10 At the meeting in November 2019, the WMCA Board agreed to hold current Investment Programme approvals at £801m following the funding required to support the overall programme being lower than anticipated. WMCA Finance Directors are continuing to work to help resolve these matters.
Independent Evaluation of Local Growth Interventions (‘Gateway Review’)
7.11 Five-yearly gateway review periods formed part of the Devolution Deal agreement in 2016. The 2020/21 financial year is the fifth and final year of the first gateway review period.
7.12 A meeting was held between WMCA Finance directors and SQW on 20th February 2020 to discuss the draft evaluation plan for the West Midlands.
7.13 The schemes subject to the assessment were discussed, as well as a plan to conclude the review. A baseline report is expected in Spring 2020, with the ultimate aim of providing a recommendation in November 2020.
8.0 Balance Sheet
8.1 Appendix 8 presents the West Midlands Combined Authority Balance Sheet which shows a healthy financial position as at 31 March 2020. The main changes reflect Transport for West Midlands capital spend and work-in-progress mainly funded by grants in advance. Page 128
8.2 Payments under the Capital Programme (including Metro extension schemes), AEB grant payments to providers and the purchase of the Abberley Street site as part of the Land Fund offset by grants received, contributed to the net decrease in cash and short- term deposits. They have also resulted in lower grants receipts in advance, earmarked reserves and debtors.
8.3 The increase in short-term creditors/accruals is due to a surge in spending as capital projects within the Investment Programme head towards detailed development and construction, including the Commonwealth Games schemes, UK Central Infrastructure and HS2 Interchange and Coventry UKC Plus. This increase has also contributed to the decrease in the earmarked reserves and unusable reserves.
8.4 Table 2: WMCA Earmarked Reserves as at 31 March 2020
£ million Investment Revenue General Budget Total Programme Grants Earmarked Support Reserves 2020/21 1 April 2019 Opening 73.848 2.622 20.172 0 96.642 Balance Transfer between 0 0 (0.320) 0.320 0 reserves Movements in the year 24.373 16.172 3.414 3.053 47.012 31 March 2020 98.221 18.794 23.266 3.373 143.654 Closing Balance
8.5 Expenditure plans exist for all of the above funds.
8.6 The final General Fund Balance reflects the deficit in year as follows: Table 3: WMCA General Fund Balance as at 31 March 2020 £ million Total
1 April 2019 Opening Balance 2.284 Surplus in the year 0.018 31 March 2020 Closing Balance 2.302
8.7 This remains below what would normally be expected to be held by an Authority of this size, however in light of the statutory underwrite by the 7 Metropolitan councils a lower level of general funds is considered acceptable.
Page 129
9.0 Administered Funds
2019/20 2019/20 Latest Spend to Forecast date Funding Stream Grant Award Purpose £'000 £'000 Midlands Connect 7,817 6,431 Work is continuing on delivering the Midlands Engine 'Vision for Growth'. Housing First Pilot 9,600 9,600 WMCA are the accountable body for this grant award that has now been paid to Birmingham City Council to develop work streams to help rough sleepers off the streets One Public Estate 926 926 It was agreed by WMCA Board that WMCA would assume accountable body status for this grant award, that is delivering various projects that secure more from public sector assets through collective action. Sandwell MBC are in the process of transferring the funds to WMCA. Highways Maintenance Block 13,112 13,112 Distributed to the 7 Mets. excluding Birmingham City Council which has separate PFI arrangements, to deliver programmed highways maintenance works in line with the conditions of the grant award Integrated Transport Block 17,618 17,618 Supporting delivery of the 7 Mets. Capital Programmes & WMCA's Minor Works Capital Programme
Total 49,073 47,687
Page 130
10.0 Financial Implications
10.1 The Financial Implications are set out in the report.
11.0 Legal implications
11.1 There are no legal implications.
12.0 Equalities implications
12.1 There are no equalities implications.
13.0 Inclusive Growth Implications
13.1 The WMCA budget includes implications of inclusive growth in the region.
14.0 Geographical Area of Report’s Implications
14.1 The report encompasses the West Midlands region.
15.0 Other Implications
15.1 There are no other implications
16.0 Appendices
• Appendix 1 – WMCA Consolidated Summary – March 2020 • Appendix 2 – WMCA Transport Revenue Summary - March 2020 • Appendix 3 – WMCA Operational Revenue Summary – March 2020 • Appendix 4 – WMCA Mayor Revenue Summary – March 2020 • Appendix 5 – WMCA Capital Transport Delivery Programme – March 2020 • Appendix 6 – WMCA Investment Programme Summary – February 2020 • Appendix 7 – WMCA Investment Programme Commitments – March 2020 • Appendix 8 – WMCA Balance Sheet – March 2020 • Appendix 9 – Treasury Management Strategy – March 2020
Page 131
Appendix 1
WMCA Consolidated Summary – March 2020
Year to Date Full Year £000's Actual Budget Variance Actual Forecast Variance Transport Levy 114,720 114,720 0 114,720 114,720 0 Devolution Deal Grants 11,481 12,745 (1,264) 11,481 13,437 (1,956) Adult Education Funding 71,515 78,713 (7,198) 71,515 79,195 (7,680) Share of Business Rates 6,000 6,000 0 6,000 6,000 0 Constituent Membership 4,644 4,644 0 4,644 4,644 0 Non Constituent Members 425 425 0 425 425 0 Investment Programme 36,500 36,500 0 36,500 36,500 0 Investment Income 1,252 1,694 (442) 1,252 1,255 (3) 3rd Party / Other Grant Income 1,919 0 1,919 1,919 2,292 (373) Use of Reserves 1,000 1,000 0 1,000 1,000 0 Total Funding 249,456 256,441 (6,985) 249,456 259,468 (10,012) Transport for West Midlands 111,881 115,720 3,839 111,881 113,155 1,274 Economy & Innovation 1,761 1,684 (77) 1,761 2,875 1,114 Environment, Energy & HS2 255 243 (12) 255 324 69 Housing and Land 2,071 2,351 280 2,071 2,172 101 Wellbeing 2,141 1,651 (490) 2,141 2,209 68 PSR & Social Economy 466 876 410 466 492 26 Culture and Digital 438 110 (328) 438 750 312 Productivity & Skills 79,617 87,159 7,542 79,617 88,145 8,528 Inclusive Communities 72 0 (72) 72 0 (72) Business Support 2,984 3,343 359 2,984 2,892 (92) Investment Programme 42,569 42,500 (69) 42,569 42,573 4 Mayoral Office 804 804 0 804 804 0 Total Expenditure 245,059 256,441 11,381 245,059 256,391 11,332
Net Expenditure (before transfer to reserves) 4,397 0 4,397 4,397 3,077 1,320 Transfer to Efficiency Reserve 3,053 3,053 Transfer to Covid-19 Reserve 1,326 1,326 Gross Expenditure (after transfer to reserves) 18 0 4,397 18 3,077 1,320
Transport 3,839 0 3,839 3,839 2,565 1,274 Operational 627 0 627 627 512 115 Investment Programme (69) 0 (69) (69) 0 (69) Mayoral Office 0 0 0 0 0 0 Total 4,397 0 4,397 4,397 3,077 1,320 Transfer to Efficiency Reserve 3,053 0 3,053 3,053 0 3,053 Transfer to Covid-19 Reserve 1,326 0 1,326 1,326 0 1,326 Net Total 18 0 18 18 3,077 (3,059)
The full year outturn position at the end of March shows a £0.018m favourable variance from budget.
Excluding the transfer to reserves there is a £4.397m favourable variance to budget. This is made up of £3.839m within Transport primarily as a result of lower patronage volumes and the timing of recruitment activity. The remainder of the variance is due to £0.558m within the Delivery Portfolios as a result of lower borrowing requirements alongside the awarding of additional grants since the budget was set, partly offset by lower investment income than budgeted as a result of setting aside a statutory provision for debt. The variation in AEB grant income and expenditure reflects reduced delivery in the year by independent training providers (£6.4m) and grant providers (£1m). A new procurement round is currently underway to allocate the funding in the new financial year.
Within the Investment Programme operational spend is ahead of budget to date. This is offset by a favourable variance against financing costs as a result of a lower transfer to the Investment Programme reserve which is in place to meet the costs of future Investment Programme borrowing. Page 132
Appendix 2
Transport for West Midlands year to date revenue position – March 2020
FULL YEAR 2019/20 VARIANCE EXPLANATION(S) ACTUAL TO BUDGET
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
INCOME Specific resources:
Transport Levy 114,720 114,720 () 0% 114,720 114,720 ()
Use of Reserves 1,000 1,000 0% 1,000 1,000 0% TOTAL INCOME 115,720 115,720 () 115,720 115,720 () 0%
EXPENDITURE Concessions
National Bus Concession 49,498 51,184 1,686 3% 49,498 50,531 1,033 Lower bus patronage volumes than anticipated
Metro / Rail 4,532 4,578 46 1% 4,532 4,542 10
Child Concession 6,320 7,643 1,323 6,320 6,796 476 Lower child patronage than anticipated 17%
60,349 63,404 3,055 60,349 61,868 1,519 Bus Services Departure charges and digital advertising revenue less than anticipated, partly as a result of
Bus Stations / Infrastructure 4,200 3,994 (206) 5% 4,200 3,840 (360) Covid-19
Subsidised Network 9,917 9,379 (537) 6% 9,917 9,813 (104) Increased costs coupled with the impact of Covid-19 on the network
Tendering / Monitoring 582 788 206 582 552 (29) 26%
Accessible Transport 7,068 7,259 190 3% 7,068 7,209 141 Lower costs resulting from the new contractual arrangements
21,766 21,419 (347) 21,766 21,414 (353) Rail and Metro Services
Metro Services 1,591 1,609 18 1% 1,591 1,580 (11)
Higher maintenance and enforcement costs than anticipated as well as lower car parking
Rail Services 2,269 2,267 (3) 0% 2,269 2,154 (115) income at park and ride sites 3,860 3,875 15 3,860 3,734 (126) Integration
Safety and Security 585 1,031 446 585 544 (41) 43%
Largely due to reductions in fixed costs being achieved through effective contract
Passenger Information 4,896 5,062 166 3% 4,896 5,468 572 management of cleaning contracts
Sustainable Travel 346 378 33 9% 346 347 1
5,827 6,471 645 5,827 6,359 532
Network Resilience 1,288 1,788 501 1,288 1,437 149 Lower than expected spend on external advice 28%
Business and Democratic Support 3,673 3,789 116 3% 3,673 3,657 (16)
Strategic Development 2,518 2,412 (106) 4% 2,518 2,661 143 Lower than expected spend on external advice
Transport Governance 130 136 6 5% 130 130 ()
Reflects prudent provision in respect of the potential impact of Covid-19 offset by lower than
Capital Finance Charges 12,470 12,425 (46) 0% 12,470 11,896 (575)
expected charges reflecting no new borrowing undertaken in year 3% TOTAL EXPENDITURE 111,881 115,720 3,839 111,881 113,155 1,274 1%
NET (before transfer to reserves) 3,839 () 3,839 3,839 2,565 1,274 23%
Transfer to Efficiency Reserves 2,633 (2,633) 0% 2,633 (2,633) Reflects planned transfer to reserves to support the 2020/21 budget
Transfer to Covid-19 Reserves 1,226 (1,226) 0% 1,226 (1,226) Reflects transfer to reserves to mitigate the impact of Covid-19 in 2020/21
NET contribution to / (from) General (20) () (20) (20) 2,565 (2,585) Fund
Page 133
Appendix 3 West Midlands Combined Authority Delivery Budget – March 2020
FINANCIAL SUMMARY AS AT MARCH 2020 MARCH 2020 YEAR TO DATE FULL YEAR 2019/20
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Operational Income Investment Interest Income (1) 1,185 1,694 (509) 1,185 1,185 0
Contribution - 7 Met Council's 4,644 4,644 0 4,644 4,644 0 (1) Adverse variance to budget is driven by lower investment income as a result Contribution - Non constituent members 425 425 0 425 425 0 of the need to provide for risk on the commercial loan fund as previously Total Income 6,254 6,763 (509) 6,254 6,254 0 reported.
(2) Driven by loan interest savings as a result of lower borrowing requirements. Business Support (2) (2,984) (3,343) 359 (2,984) (2,892) (92) Total Expenditure (2,984) (3,343) 359 (2,984) (2,892) (92)
Operational Income Net Total 3,270 3,420 (150) 3,270 3,362 (92)
Economy & Innovation Other Industrial Stategy Income (1) 197 296 (99) 197 77 120 Office of Data Analytics (2) 187 284 (97) 187 193 (6) (1) There are a number of key posts that were not filled this financial year. External advice is also below budget as this was contingent on additional new MHCLG - Brexit Support Preparations (3) 384 0 384 384 1,518 (1,134) income being secured. Total Income 768 580 188 768 1,788 (1,020) West Midland Growth Company (700) (700) 0 (700) (720) 20 (2) Staffing variations have delivered savings that can be utilised in the final year Industrial Strategy (1) (197) (298) 101 (197) (77) (120) of the grant. Office of Data Analytics (2) (187) (284) 97 (187) (193) 6 (3) Further funding and expenditure has been committed for Brexit preparation Economic Intelligence (4) (126) (240) 114 (126) (201) 75 work and impact assessments. MHCLG - Brexit Support Preparations (3) (384) 0 (384) (384) (1,518) 1,134 (4) Lower Economic Intelligence activity as forecasted expenditure was scaled Director of Strategy (167) (162) (5) (167) (166) (1) back in order to deliver required efficiency savings. Total Expenditure (1,761) (1,684) (77) (1,761) (2,875) 1,114
Economy & Innovation Net Total (993) (1,104) 111 (993) (1,087) 94
Environment & Energy, HS2
Energy Capital (1) 76 0 76 76 150 (74) (1) A new BEIS grant has been secured to support the unlocking of Energy Total Income 76 0 76 76 150 (74) Innovation Zones. The funding will be fully utilised to commission delivery of a Environment (2) (180) (242) 62 (180) (174) (6) standard definition and development process template. Energy Capital (1) (75) 0 (75) (75) (150) 75 (2) Staffing variations HS2 Growth Strategy 0 (1) 1 0 0 0 Total Expenditure (255) (243) (12) (255) (324) 69
Environment & Energy, HS2 Net Total (179) (243) 64 (179) (174) (5)
Housing and Land Housing and Land Commission 2,071 2,201 (130) 2,071 2,172 (101) All expenditure within Housing & Land is now grant funded with work continuing Total Income 2,071 2,201 (130) 2,071 2,172 (101) to ensure the portfolio remains self-sufficient. Housing and Land Commission (2,071) (2,351) 280 (2,071) (2,172) 101 Total Expenditure (2,071) (2,351) 280 (2,071) (2,172) 101
Housing and Land Net Total 0 (150) 150 0 0 0
Wellbeing Other Mental Health Income 25 0 25 25 25 0
Well Being (1) 258 0 258 258 238 20 (1) Following the setting of the budget an additional grant was awarded to deliver IPS Programme 299 144 155 299 249 50 targeted work to understand the barriers and motivations to getting more people Fiscal Incentive Programme 1,014 820 194 1,014 1,156 (142) active within the West Midlands. Total Income 1,596 964 632 1,596 1,668 (72) Mental Health Commission (2) (420) (499) 79 (420) (420) 0 (2) Expenditure is lower than budget due to the rescheduling of activity and Well Being (1) (409) (160) (249) (409) (388) (21) staffing variations. IPS Programme (299) (144) (155) (299) (249) (50) Fiscal Incentive Programme (1,013) (848) (165) (1,013) (1,156) 143 Total Expenditure (2,141) (1,651) (490) (2,141) (2,213) 72
Wellbeing Net Total (545) (687) 142 (545) (545) 0
Page 134
FINANCIAL SUMMARY AS AT MARCH 2020 MARCH 2020 YEAR TO DATE FULL YEAR 2019/20
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Public Service Reform & Social Economy Mayoral Capacity Funding (1) 0 100 (100) 0 0 0 (1) As a result of changes to the programme of activities the Mayoral Capacity Other PSR Income (2) 49 215 (166) 49 26 23 Funding has been utilised on alternative applicable workstreams. Total Income 49 315 (266) 49 26 23 Public Sector Reform (2) (454) (816) 362 (454) (479) 25 (2) The programme of activities has been revised to reflect secured funding. Inclusive growth (12) (60) 48 (12) (13) 1 Total Expenditure (466) (876) 410 (466) (492) 26
Public Service Reform & Social Economy Net Total (417) (561) 144 (417) (466) 49
Skills and Productivity Productivity and Skills 105 0 105 105 89 16
Employment Support Pilot Skills (1) 1,458 2,278 (820) 1,458 1,530 (72) (1) Changes in the timing of activity have reduced income and associated Investment Programme (Skills) 255 206 49 255 278 (23) expenditure over the full year. An extension to the pilot has been approved by Technical Education 84 100 (16) 84 84 0 the DWP. Construction Skills (2) 4,854 3,556 1,298 4,854 5,342 (488) (2) Reflects changes in the timing of activity as well as additional funding from Adult Education (3) 71,515 78,713 (7,198) 71,515 79,195 (7,680) the Construction Industry Training Board. Careers 2 0 2 2 2 0
Digital Skills (4) 866 1,741 (875) 866 1,147 (281) (3) The full year outturn variance is driven by the timing of payments in line with Total Income 79,139 86,594 (7,455) 79,139 87,667 (8,528) ESFA phasing and contract delivery plans. Further changes to delivery required Productivity and Skills (641) (565) (76) (641) (625) (16) lower grant drawdown which will now be utilised in 2020/21 instead. Employment Support Pilot Skills (1) (1,458) (2,278) 820 (1,458) (1,530) 72 Investment Programme (Skills) (234) (206) (28) (234) (257) 23 (4) Variance driven by the rephasing of the programme. Technical Education (84) (100) 16 (84) (84) 0 Construction Skills (2) (4,854) (3,556) (1,298) (4,854) (5,342) 488 Adult Education (3) (71,479) (78,713) 7,234 (71,479) (79,159) 7,680 Careers (2) 0 (2) (2) (2) 0 Digital Skills (4) (865) (1,741) 876 (865) (1,146) 281 Total Expenditure (79,617) (87,159) 7,542 (79,617) (88,145) 8,528
Skills and Productivity Net Total (478) (565) 87 (478) (478) 0
Culture and Digital (1) The Creative Scale Up grant is a new two year grant awarded. This will deliver: DDCMS - Creative Scale Up (1) 342 0 342 342 650 (308) -A business support programme to improve the investibility of scaling creative Total Income 342 0 342 342 650 (308) industry businesses Culture and Tourism Commission (96) (110) 14 (96) (100) 4 -Targeted work with investors to increase interest and capacity in supporting creative industry businesses. DDCMS - Creative Scale Up (1) (342) 0 (342) (342) (650) 308 -Contribute to a centralised rigorous evidence base that tests the impact of Total Expenditure (438) (110) (328) (438) (750) 312 sector specific investment readiness support for creative businesses.
Culture and Digital Net Total (96) (110) 14 (96) (100) 4
Inclusive Communities Veterans Mental Health & Homelessness 68 0 68 68 0 68 Funding and expenditure has been committed to support programmes aiming to Total Income 68 0 68 68 0 68 combat mental health and homelessness among veterans. Veterans Mental Health & Homelessness (72) 0 (72) (72) 0 (72) Total Expenditure (72) 0 (72) (72) 0 (72)
Inclusive Communities Net Total (4) 0 (4) (4) 0 (4)
Operational Income Total (before transfer to reserves) 558 0 558 558 512 46
Transfer to Efficiency Reserves (420) 0 (420) (420) 0 (420) Transfer to Covid-19 Reserves (100) 0 (100) (100) 0 (100)
Operational Income Total (after transfer to reserves) 38 0 38 38 512 (474)
Page 135
Appendix 4
West Midlands Combined Authority Mayoral Budget – March 2020
MARCH 2020 YEAR TO DATE FULL YEAR 2019/20
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
MAYORAL OFFICE
Other Grants 804 804 0 804 804 0
0% 0%
TOTAL INCOME 804 804 0 804 804 0
6% 6%
Staff Costs (674) (751) 77 (674) (688) 14
2% 10%
IT (12) (10) (2) (12) (10) (2)
20% 20%
Travel & Subsistence (17) (41) 24 (17) (41) 24
59% 59% Page 136 Page
Other Running Costs (101) (2) (99) (101) (65) (36)
25% 2350%
TOTAL EXPENDITURE (804) (804) 0 (804) (804) 0
6% 6%
NET 0 0 0 0 0 0
0% 0%
Appendix 5
West Midlands Combined Authority Transport Delivery Capital Programme – March 2020
Transport Capital Programme
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Metro 88,009 126,230 38,221 88,009 90,002 1,993
Rail 3,930 6,214 2,284 3,930 3,986 56
Sprint 2,594 7,172 4,578 2,594 4,546 1,952
TRANSPORT - INVESTMENT PROGRAMME 94,533 139,616 45,083 94,533 98,534 4,001
ACTUAL V BUDGET VARIANCE COMMENTARY
At the end of March 2020, actual expenditure was £45.083m lower than budget (£32.482m Feb 20). The main variances are contained within the Metro Programme, and relate to the following;
Metro Wednesbury to Brierley Hill Extension £20.151m (£115.073 Feb) reflects latest programme for design and advance construction costs following agreement to the Target Price.
Metro Birmingham Eastside £14.545m (£12.436 mFeb) variance reflects the pending decision from Government on powers following Transport and Works Act Order (TWAO) submission in Quater 1 2020/21.
SPRINT - Hagley Road £4.063m (£4.590m Feb) Utility and construction works have been reprofiled in line with the latest schedule.
MML Life Cycle Projects £2.153m (£1.401m) owing to track stress assessments being aligned to the latest delivery schedules.
Metro East Birmingham to Solihull Extension £1.859m (£1.804m Feb) activity has been paused until further funding is secured.
Rail - Camp Hill Line Local Enhancements (Package 2) £1.514m (£0.770m Feb) largely due to land acquisition budgeted in first half of 19/20, however negotiations with land owners and concurrent CPO process are still ongoing.
ACTUAL V FORECAST VARIANCE COMMENTARY
At the end of March 2020, the Annual variance was £4.0m below Forecast. The main variances to Forecast are as follows;
Metro Wednesbury to Brierley Hill Extension £1.955m due to the rescheduling of the Programme owing to the funding release, however work is ongoing to ensure there is no impact on delivery date December 2023.
Sprint - Hagley Road Phase 1 £1.413m owing to utility and construction works being reprofiled.
Metro Birmingham Eastside £1.076m due to minor end of year re-profiling.
Offsetting the underspends is
Metro Centenary Square / Edgbaston Extension £2.178m higher than forecast due to additional works requested by BCC combined with the accelerated construction works on Phase 2 Westside extension due to advantageous weather conditions.
Appendix 5 Continued: Transport Capital Programme
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Highway 2,172 5,969 3,797 2,172 2,650 478
Other 45 98 53 45 45 0
Rail 6,012 2,622 (3,390) 6,012 4,787 (1,225)
Sprint 5,306 17,275 11,969 5,306 5,038 (268)
TRANSPORT - COMMONWEALTH GAMES 13,535 25,964 12,429 13,535 12,520 (1,015)
ACTUAL v BUDGET VARIANCE COMMENTARY
At the end of March 2020, actual expenditure was £12.429m lower than budget (£7.177m Feb). The main variances are as follows;
SPRINT A45 £6.646m (£4.349m Feb ) due to the reprofiling of utility diversion costs to Q1 20/22; the overall delivery target remains unchanged.
SPRINT-A34 Walsall to Birmingham £5.323m (£3.275m Feb) due to the reprofiling of utility diversion costs whch have now commenced in Q4 19/20.
RTCC - Design & Layout £1.640m (£1.134m Feb) Activity paused pending approval of an alternative solution to refit a new data room on 6th floor Summer Lane, completion due in 20/21.
RTCC - Customer Interface £0.887m. Works with respect to a Journey planner and Website re-profiled into 20/21
The above variances are offset by
University Station Improvements £1.860m (£1.357m Feb) for acceleration of GRIP 4 (single solution design) ahead of schedule.
Perry Barr Rail Station £1.544m (£0.720m Feb) due to revisions to the design brief and detailed studies.
ACTUAL V FORECAST VARIANCE COMMENTARY
At the end of March 2020, the Annual variance was £1.017m above budget . The main variances are as follows;
Perry Barr Rail Station £0.851m due to the acceleration of the enabling works and additional project support in relation to procurement strategy activities and funding agreements.
University Station improvements £0.375m higher costs primarily due to complexity of design option and underestimation of original Budget.
SPRINT A45 £0.305m where the activity in utility diversions was higher than originally envisaged.
Offset by
RTCC - Design & Layout £0.550m where the approval for the revised solution was anticipated to have been made in Q4 19/20, but has not yet been presented.
Page 137
Appendix 5 (continued) West Midlands Combined Authority Transport Delivery Capital Programme – March 2020
Appendix 5 Continued: Transport Capital Programme
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Bus 4,193 5,769 1,576 4,193 4,862 669 Highway 801 3,247 2,446 801 1,032 231 Other 5,457 6,421 964 5,457 5,472 15 Rail 5,491 7,396 1,905 5,491 5,150 (341) TRANSPORT - OTHER MAJOR PROGRAMMES 15,942 22,833 6,891 15,942 16,516 574
ACTUAL V BUDGET VARIANCE COMMENTARY
At the end of March 2020, actual expenditure was £6.891m lower than budget (£5.986m Feb). The main variances are as follows;
Clean Bus Technology Fund £1.764m (£0.538 Feb) largely due to one bus operator falling 40 units behind scheduled works over the winter period. This has contributed to the overall slippage of the programme into 20/21..
Key Route Network £1.413m (£1.435m Feb) owing to a reprofiling of the Congestion & Road Safety works into 20/21.
Snow Hill 3rd Access £1.069m (£1.220m Feb) The emergence of a wider redevelopment and regeneration opportunity in the vicinity of the Project has led to the current project being placed on hold. Work to GRIP 5 (detailed design) has being progressing to completion, including discussions with the supplier to establish the final costs.
Connected and Autonomous Vehicles Testbed (CAV) £0.725m (£0.534m Feb) due to an extended period of the construction procurement, some costs will be incurred in 2020/21.
Longbridge Connectivity Package £0.685m (£1.176m Feb) Construction works are progressing to completion in May 2020, subject to Coronavirus restrictions.
NPIF 2 (National Productivity Invvestment Fund £0.544m due to a revised scheme for bus priority interventions along the A435 Alcester Road was submitted in September 2019 (OBC & FBC) and is pending approval, thus works are expected to complete in 20/21. .
ACTUAL V FORECAST VARIANCE COMMENTARY
At the end of March 2020 the Annual variance was £0.574m below budget.The main variance is as follows;
Clean Bus Technology Fund £0.553m below Forecast because of issues with bus companies taking part. in addition to the above, the procurement of more buses to take part in the scheme, expected completion is unknown due to the COVID-19 circumstances.
Offsetting the above:
5G £0.121m over Forecast. The overspend relates to WMCA Sensory Infrastructure costs which are to be reclaimed from DCMS, pending finalisation of a Grant agreement with 5G.
Appendix 5 Continued: Transport Capital Programme
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Minor Work Programme 6,564 10,644 4,080 6,564 7,013 449
TRANSPORT - MINOR WORKS 6,564 10,644 4,080 6,564 7,013 449
ACTUAL V BUDGET VARIANCE COMMENTARY
At the end of March 2020, actual expenditure was £4.080m lower than budget (£2.361m Feb). The main variances are as follows;
ADEPT Live Lab £0.911mm (£1.125m Feb) below budget. Early pilot work to analyse congestion patterns revised in line with a new profile.
Real Time Information Upgrades £0.908m works on the new back office system have been reprofiled for completion in Q1 20/21.
DfT Tackling Nitrogen Dioxide (Wolverhampton MBC) £0.792 below budget.due to supplier installation delays which have seen the delivery programme be re-profiled for later in 20/21. Unable to give a revised date, due to the current COVID-19 circumstances.
Network Wide Bus Station Refurbishment £0.550m (£0.427m Feb) subject to successful completion of a revised lease at Coventry Pool Meadow, works to support the new requirements of this facility will take place in 20/21 along with extensive auto door replacements at West Bromwich and Wednesbury bus stations.
Better Streets Community Fund £0.356m due to prolonged legal discussions on finalising Funding Agreements with Local Authorities, which have pushed back the commencement of the schemes within this project
Bradley Lane Park and Ride £0.239m (£0.241m Feb) the site opened in February 2020. A revisit to site in Spring / Summer 2020 will be required to complete improvement works required to the playing fields.
Offset by
Digital Advertising Panels (£0.228m) above budget. A capital budget was not originally envisaged, however costs emerged in March, fully funded by Advertising income.
ACTUAL V FORECAST VARIANCE COMMENTARY
DfT Tackling Nitrogen Dioxide (Wolverhampton MBC) £0.609 below forecast. It was envisaged further payments would have been made in March 20, however COVID-19 measures put in to place prevented the work from being completed.
Digital Advertising Panels (£0.228m above budget as previously explained Appendix 5 Continued: Transport Capital Programme Grants to Local Authorities
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Grants to Local Authorities 15 3,546 3,531 15 15 0
Total Grants to Local Authorities 15 3,546 3,531 15 15 0
ACTUAL V BUDGET VARIANCE COMMENTARY
At the end of March 2020, actual expenditure was £3.531m below budget (£2.136m Feb), primarily due to the finalisation of Funding Agreements with Local Authorities, as a consequence the commencement of the schemes has been rescheduled to commence in Q1 20/21..
ACTUAL V FORECAST VARIANCE COMMENTARY
There were no variances to Forecast .
GRAND TOTAL TRANSPORT PROGRAMME 130,589 202,603 72,014 130,589 134,598 4,009
Page 138
Appendix 5 (continued) West Midlands Combined Authority Transport Delivery Capital Programme – March 2020
Appendix 5 Continued: Capital Programme Investment Programme Grants to Local Authorities
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Investment Programme (Grants to Local Authorities) 27,501 53,423 25,922 27,501 26,470 (1,031)
Total Investment Programme Grants to Local Authorities 27,501 53,423 25,922 27,501 26,470 (1,031)
ACTUAL V BUDGET VARIANCE COMMENTARY At the end of March 2020, actual expenditure was £25.922m (£25.362m Feb) below budget . The main variances are as follows; Coventry Station Masterplan £10.346m (£7.364m Feb) Compulsary Purchase Order (CPO) process to conclude land acquisition not finalised, requiring WMCA drawdown.
Coventry UKC and Very Light Rail £6.306m (£6.257m Feb) some workstreams have slipped owing to completion of a change request to secure more funding, subsequently approved in Q4 19/20.
Coventry City of Culture Regeneration £6.016m (£5.980m Feb) Local Government and other public funding sources have been drawn down first. The funding agreement was finalised with Coventry City Council allowing draw down of WMCA funds to commence. This is not expected to impact on the long term completion date of the project.
Coventry City Centre South Regeneration £1.931m (£2.219m Feb) CPO promotion costs have not been incurred and planning fees have only started in October since the Development Agreement has been in place.
HS2 - UK Central Interchange £1.479m (£2.004m Feb) below budget relating to HS2 Parallel designs originally budgeted for September 2019 has been reprofiled to 2020/21. This is not expected to have an impact on overall programme/project delivery.
ACTUAL V FORECAST VARIANCE COMMENTARY
At the end of March 2020, actual costs were £1.031m above budget. The main variances were as follows;
Coventry City of Culture Regeneration £0.839m Acceleration of activity higher than envisaged following completion of the funding agreement in March 20.
Coventry City Centre South Regeneration £0.505m Acceleration of demolition costs at Coventry point, envisaged to take place in Q1 20/21.
Appendix 5 Continued: Housing Capital Programme
YEAR TO DATE FULL YEAR
ACTUAL BUDGET VARIANCE ACTUAL FORECAST VARIANCE £000 £000 £000 £000 £000 £000
Housing 31,607 56,772 25,165 31,607 34,285 2,678
Total Housing 31,607 56,772 25,165 31,607 34,285 2,678
TOTAL OTHER PORTFOLIOS 59,108 110,195 51,087 59,108 60,755 1,647
ACTUAL V BUDGET VARIANCE COMMENTARY
At the end of March 2020, actual expenditure was £25.165m below budget (£28.747m Feb) . The main variances are as follows;
Brownfield Land & Property Development Fund £21.745m (£23.545m Feb) primarily due to a rescheduling of draw down of Commonwealth Games (£15.5m) partly deferred to April 2020, Telford & Wrekin Council (£2.25m) deferred to April 2020, and Redsuns Project (£1.4m) deferred to April 2020.
Black Country Land and Property Investment Fund £7.459m (£4.985m Feb) is largely due to Phoenix 10 legal agreements being reviewed by all parties and the Portersfield demolition being removed from the project.
ACTUAL V FORECAST VARIANCE COMMENTARY
At the end of March 2020, actual costs were £2.678m below forecast below budget, primarily due to a rescheduling of schemes within Brownfield Land & Property Development Fund, as above.
Page 139
Appendix 6 WMCA Investment Programme Financial Summary period ending 29th February 2020
WMCA Investment Programme Financial Summary Period Ending 29th February 2020
2019 / 2020 YEAR TO DATE 2019 / 2020 FULL YEAR COST TO COMPLETION PRIOR PERIOD 2019/20 FUTURE YEARS TOTAL ACTUAL BUDGET VARIANCE BUDGET FORECAST VARIANCE VARIANCE SPEND FORECAST FORECAST FORECAST TOTAL BUDGET PROGRAMME OUTTURN £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 COVENTRY UKC PLUS 28,106 54,468 26,362 64,073 40,509 23,564 23,425 40,509 649,747 713,682 700,787 (12,894) SPRINT PROGRAMME 7,050 20,847 13,796 24,627 7,405 17,222 4,385 7,405 322,725 334,515 297,449 (37,066) RAIL PROGRAMME 3,749 8,223 4,474 9,207 3,922 5,285 4,129 3,922 180,581 188,631 185,727 (2,904) METRO PROGRAMME 75,385 107,996 32,612 128,275 83,822 44,453 190,447 83,822 1,317,547 1,591,816 1,589,610 (2,207) UK CENTRAL INFRASTRUCTURE PACKAGE 7,108 11,251 4,143 14,241 14,204 36 9,330 14,204 1,363,094 1,386,629 1,386,756 128 UK CENTRAL HS2 INTERCHANGE 4,846 6,845 1,999 7,932 6,497 1,435 12,305 6,497 510,758 529,560 604,416 74,856 CURZON STREET STATION MASTERPLAN 2,622 2,622 - 3,904 3,904 - 3,155 3,904 546,789 553,848 553,848 - NATIONAL COLLEGE FOR HIGH SPEED RAIL ------25,553 - - 25,553 25,553 - HIGH SPEED SUPPLY CHAIN & BUSINESS SUPPORT ------11,270 - 338,730 350,000 350,000 - HS2 GROWTH STRATEGY TOTAL 128,866 212,252 83,386 252,258 160,263 91,996 284,000 160,263 5,229,970 5,674,233 5,694,146 19,913
COVENTRY CITY CENTRE SOUTH REGENERATION 3,432 5,225 1,793 6,207 4,724 1,483 23,046 4,724 314,850 342,620 373,675 31,055 INNOVATION PROGRAMME 8,453 21,934 13,481 23,929 11,916 12,013 2,660 11,916 180,423 194,999 195,000 0 LAND RECLAMATION AND REMEDIATION 12,222 41,805 29,583 49,138 19,935 29,204 7,194 19,935 172,871 200,000 200,000 - Page 140 Page COMMONWEALTH GAMES 2022 - 9,167 9,167 10,000 - 10,000 - - 25,000 25,000 25,000 - EMPLOYMENT, EDUCATION & SKILLS 193 1,939 1,747 2,116 234 1,881 48 234 19,717 20,000 20,000 0 COLLECTIVE INVESTMENT FUND 7,466 43,849 36,383 52,708 8,320 44,388 39,147 8,320 952,533 1,000,000 1,000,000 0 DEVOLVED TRANSPORT INVESTMENT ------1,299,000 1,299,000 1,299,000 - EZ EXPANSION EXCLUDING CURZON STREET ------20,000 20,000 20,000 - OTHER INVESTMENT PROGRAMME SCHEMES 31,766 123,919 92,154 144,098 45,129 98,969 72,096 45,129 2,984,394 3,101,619 3,132,675 31,056
GRAND TOTAL 160,632 336,172 175,540 396,356 205,392 190,964 356,096 205,392 8,214,365 8,775,852 8,826,821 50,969
Appendix 6 (Continued) WMCA Investment Programme Financial Commentary for the period ending 29th February 2020
In respect of full project costs to completion, the financial summary has been adjusted to reflect the revised budget based on the 2019/20 programme baseline. The project budget for the Wednesbury to Brierley Hill Metro Extension has been revised, as approved by the WMCA Board on 22 March 2019. In quarter 1 of 2019/20, the UK Central HS2 Interchange programme was revised in respect of the HS2 Parallel Design process. A change request was submitted through the WMCA assurance framework and approved in July 2019. The budget has been adjusted to reflect the revised UK Central HS2 Interchange programme.
The Rail programme budget reflects the Package 1 (Willenhall & Darlaston), Package 2 (Moseley, Kings Heath & Hazelwell), Snow Hill Lines and Sutton Coldfield Interchange and City Link schemes only.
The Metro programme is red status due to the East Birmingham to Solihull project, where discussions to confirm a funding package for the scheme are continuing. The cost to completion against UK Central Interchange remains red status due to the reduced funding gap of circa £131 million against the Birmingham International Station redevelopment project.
The Sprint programme is red status because of the A34 Walsall to Birmingham and A45 Birmingham to Airport & Solihull projects. Revised outturn costs for these projects presented in the full business cases were approved by WMCA Board on 14 February 2020. The variance for cost to completion for the Sprint programme reflects the revised project costs. Discussions to confirm the funding package for the second delivery phase of these projects are continuing.
The Coventry UKC Plus programme is showing a variance of £12.9 million between total forecast outturn and budgeted outturn. This is because of changes to estimated delivery costs for the A46 Stoneleigh Junction project within the Coventry South Package.
At the WMCA Board meeting on 8th November 2019, the WMCA Board agreed to hold Investment Programme approvals at the current affordable limit of £801 million. As a consequence, programmes that are funded from the Investment Programme beyond the current affordable limit are amber status.
Page 141 Page For 2019/20, the year to date variance of £175.5 million compared with the 2019/20 programme baseline primarily comprises: *Coventry UKC Plus variance of £26.4 million, including Coventry Station Masterplan (£15.7 million); *Metro programme variance of £32.6 million, including Birmingham Eastside Extension (£15.3 million) and Wednesbury to Brierley Hill (£16.0 million); *Land Reclamation and Remediation variance of £29.6 million, including Brownfield Land Property and Development Fund (BLPDF) (£24.1 million); and *Collective Investment Fund variance of £36.4 million.
The 2019/20 full year forecast variance of £92.0 million compared with the 2019/20 programme baseline for the HS2 Growth Strategy primarily comprises: *Coventry UKC Plus variance of £23.6 million, including Coventry Station Masterplan (£14.9 million), Coventry South Package (£7.1 million) and Coventry Very Light Rail (£6.3 million), offset by forecast spend for UK City of Culture 2021 Regeneration (£5.7 million). *Sprint programme variance of £17.2 million, including A34 Walsall to Birmingham (£5.1 million) and A45 Birmingham to Airport and Solihull (£6.5 million); and *Metro programme variance of £44.5 million, including Edgbaston Extension (£7.3 million), Birmingham Eastside Extension (£16.3 million) and Wednesbury to Brierley Hill Extension (£19.1 million).
The CPO process to finalise the required land acquisition for the Coventry Station Masterplan project is ongoing. Within the Coventry South Package, legal and planning work is being undertaken on the A46 Stoneleigh Junction project with Highways England and DfT. Land acquisition values are being agreed with land owners. Formal confirmation of DfT funding for the A46 Stoneleigh Junction project is pending.
The Metro Birmingham Eastside Extension spend reflects the timing of approval of the Full Business Case, approved by WMCA Board on 14 February 2020.
The above variances are not considered to have an impact on the overall delivery of the projects.
The other significant full year variances in forecast spend compared with the 2019/20 programme baseline are: *A variance of £29.2 million in respect of Land Reclamation and Remediation; and *A variance of £44.4 million in respect of the Collective Investment Fund.
The Land Reclamation and Remediation programme variance is due to planning permission issues, complications on site and legal issues with solicitors. As with the variances for the HS2 Growth Strategy, the above variances are not considered to have an impact on the overall delivery of the projects.
Appendix 7 WMCA Investment Programme Commitment Profile as at 31st March 2020
Total Expected Approved Actual Spend £m Approvals Commitments
UK Central HS2 Interchange 398.0 51.9 16.2 UK Central Infrastructure Package 288.0 31.6 10.2 Sprint Programme 217.4 47.0 7.1 Rail Programme 146.7 18.8 7.7 Metro Programme 136.0 136.0 53.9 Coventry City Centre First incl. Coventry Station Masterplan 43.4 43.4 0.8 Coventry UKC Plus - Very Light Rail: 'Transforming Connectivity' 55.0 12.2 3.6 Coventry North Package 21.6 0.2 0.0 Coventry South Package 136.5 7.4 0.3 Wednesbury to Brierley Hill Metro Extension 103.0 103.0 - Coventry UKC Plus - UK City of Culture 2021 Regeneration 31.6 31.6 1.9 SUB TOTAL HS2 GROWTH STRATEGY 1,577.2 483.2 101.7 Coventry City Centre South Regeneration 150.0 150.0 10.5 Innovation Programme 50.0 12.5 6.2 Land Reclamation and Remediation 200.0 103.0 19.4 Commonwealth Games 2022 25.0 25.0 - Employment, Education & Skills 20.0 1.3 0.2 OTHER INVESTMENT PROGRAMME 445.0 291.8 36.3
TOTAL 2,022.2 775.0 138.1
Page 142
Appendix 8
WMCA Balance Sheet as at 31 March 2020
31 March 2020 29 February 2020 Movement £'000 £'000 £'000
Property, plant and equipment 423,566 422,150 1,416 Investments 13,088 14,315 (1,227) Long-term assets 436,654 436,465 189
Debtors 42,716 54,381 (11,665) Short-term deposits 78,450 97,615 (19,165) Cash and bank 343 339 4 Current assets 121,509 152,335 (30,826)
Loans - interest due (1,679) (1,715) 36 Short-term creditors/accruals (67,611) (52,274) (15,337) Current liabilities (69,290) (53,989) (15,301)
Net current assets 52,219 98,346 (46,127)
Provisions (2,744) (3,500) 756 PWLB (113,778) (113,778) - Other loans - Barclays (10,000) (10,000) - Dudley MBC (6,427) (7,185) 758 Grants receipts in advance (111,454) (121,361) 9,907 Long-term liabilities (244,403) (255,824) 11,421
Net assets 244,470 278,986 (34,516)
General fund balance 2,302 6,070 (3,768) Earmarked reserves 143,654 156,203 (12,549) Capital grants unapplied reserve 247 247 - Usable reserves 146,203 162,520 (16,317)
Revaluation reserve 6,531 6,725 (194) Deferred capital grants account 435,911 434,301 1,610 Capital financing account (343,808) (324,193) (19,615) Accumulated absences account (367) (367) 0 Unusable reserves 98,267 116,466 (18,199)
Total reserves 244,470 278,986 (34,516) The WMCA Balance Sheet reflects a healthy financial position. The main changes since February reflect TfWM capital spend and work-in-progress funded mainly by grants in advance, resulting in an increase of £1.4m net of depreciation in property, plant and equipment.
The net decrease in cash and short-term deposits is largely due to capital programme (including Metro extension schemes) payments, grant payments for the Adult Education Budget and the Land Fund purchase of the Abberley Street site, offset by grants received. These transactions have also resulted in the reduction in grants receipts in advance, earmarked reserves and debtors.
Short-term creditors/accruals have increased mainly due to a surge in spending as capital projects within the Investment Programme head towards detailed development and construction, including the Commonwealth Games schemes, UK Central Infrastructure and HS2 Interchange and Coventry UKC Plus. This increase contributed to the decrease in the earmarked reserves and unusable reserves.
Page 143
Appendix 9
Treasury Management Strategy – March 2020
1. Introduction
1.1 The report provides an update on the West Midlands Combined Authority Treasury Management Outturn 2019/20 and is a being submitted as a requirement under the CIPFA Treasury Management Code. 2. Treasury Management Outturn 2019/20
2.1 Table 1 shows WMCA borrowing and investments held at 1 April 2019 and 31 March 2020. It shows that net borrowing has decreased by £33.72m to £51.75m mostly as a result of a PWLB debt maturity of £5m in December 2019 and an increase in investment balances following the receipt of Government Grants during the year including, for the first time, the Adult Education and Land Fund grants.
3. Borrowing Activity 3.1 Effective cash flow management and the use of grants received in advance have minimised borrowing. As a result no new borrowing was undertaken in 2019/20 to meet financing requirements. Current forecasts suggest the WMCA will be required to borrow in 2020/21 as Investment Programme delivery intensifies. 4. Historic Borrowing 4.1 WMCA’s historic borrowing is from three sources, Public Works Loan Board (PWLB); essentially HM Treasury, Barclays Bank and inherited County Council Debt which is administered on behalf of the Constituent Local Authorities by Dudley MBC. 4.2 The majority or loans are maturity loans, where the principal is repayable at the maturity date, with the exception of two PWLB loans and the inherited debt which both incur payments against the principal annually. 4.3 During 2019/20 one PWLB loan matured in December 2019 at a cost of £5m and there were some modest repayments of principal against the two PWLB annuity loans. There was also a principal repayment of £0.757m against the West Midlands County Council debt, which has six more annual instalments to pay before being repaid in full. 4.4 It should be noted that the Treasurer of the Authority continues to review the opportunities to reschedule debt but throughout 2019/20, the premium applied to early repayment have been too onerous to be beneficial.
4.5 Table 2 shows borrowing held at 1 April 2019 and 31 March 2020. It shows that borrowing has decreased by £6m due principal repayments as previously detailed.
4.6 The cost of servicing WMCA debt was £6.82m as detailed in Table 3. This equates to an average annual interest rate of circa 5.07% when set against the average loan balance during the year of £134m.
Page 144
5. Future borrowing / capital programme 5.1 Table 4 details the future capital expenditure forecasts as included within the 2020/21 Treasury Management Strategy as agreed by WMCA Board in February 2020. 5.2 This shows it is expected there will be a need to fund projects from borrowing up to £307m in 2020/21 with that value increasing subject to WMCA being able to unlock additional income to support the Investment Programme. 5.3 Actual debt taken out will be wholly subject to the capital programme being delivered in line with the schedules used to inform the numbers below and the degree to which WMCA is in receipt of available cash resources, which are used in advance of borrowing in order to avoid un- necessary interest costs.
6. Long Term Debt Profile 6.1 Table 5 details the maturity profile of WMCA’s existing debt. These are the dates upon which loans are due to be repaid and the most common, best practice approach within Local Authorities is to ensure a relatively even spread of maturities across the horizon to ensure the Authority is not exposed to the risk of refinancing a large amount of debt in any one particular financial year. 6.2 The table shows that following the £5m due in 2020/21, no significant debt maturities are due until 2030/31 (£10m) and then 2035/36 (£14m). Of the £130m outstanding, £78m falls due in the eight years commencing 2052. New borrowings taken out by WMCA will therefore be likely to avoid this period when selecting a maturity point.
7 Investment Activity
7.1 For the 12 month ending 31 March, all short term investments (excluding loans made under the Commercial and Residential Investment Portfolios) made a return of £1.06m at an average rate of approximately 0.75%. 7.2 All treasury management activities undertaken during 2019/20 complied fully with the CIPFA Code of Practice and the Authority’s approved Treasury Management Strategy. Investments are placed directly with finacial institutes, or using various brokers: ICAP, Tradition, Prebon, Martin Brokers, BGC and King & Shaxson. Investments held as at the 31st March 2020 were as set in Table 7 below:
Page 145
8 Performance measurement and Prudential Indicators
8.1 The WMCA treasury management function participates in a local benchmarking group which compares WMCA’s treasury management performance with other local authorities, to ensure that relative to other local authorities the Authority is achieving a fair investment return without any undue risk. Performance is also regularly reviewed at the monthly Treasury Management Group. 8.2 One of the key requirements in the CIPFA Code of Practice on Treasury Management is the formal introduction of performance measurement relating to investments, debt and capital financing activities. All key prudential indicators are met or complied with.
9 Non Treasury Investments
9.1 The definition of investments in CIPFA’s revised Treasury Management Code covers all the financial assets of WMCA as well as other non- financial assets which an Authority may hold primarily for financial return. This is replicated in the Investment Guidance issued by Ministry of Housing, Communities and Local Government’s (MHCLG), in which the definition of investments is further broadened to also include all such assets held partially for financial return.
9.2 Whilst WMCA does make loans to developers under the Commercial and Residential Investment Funds, the core objective of such investments is not financial return, but economic regeneration.
9.3 As at 31 March 2020 WMCA had £14.8m on loan to developers. During the 2019/20 financial year and after accounting the for the costs of provisions under IFRS accounting standards, the investments were cost neutral to the overall income and expenditure statement of WMCA.
10 Compliance
10.1 The Finance Director reports that all treasury management activities undertaken during the year complied fully with the CIPFA Code of Practice and the Authority’s approved Treasury Management Strategy.
11 Treasury Management Strategy
11.1 The Treasury Management Strategy for 2020/21 has been underpinned by the adoption of the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practise on Treasury Management. Treasury Management is defined as:
“The management of local authority’s investment and cash flows, its banking, money market and capital transactions; effective control of risk associated with those activates; and the pursuit of optimum performance consistent with those risks.”
11.2 The Treasury Management Strategy is reviewed regularly and amended throughout the year to reflect changes in the financial markets and the economic climate.
Page 146 Agenda Item 12
WMCA Board
Date 5 June 2020
Report title Match Funding for the Tourism, Trade and Investment Programme Portfolio Lead Economy & Innovation - Councillor Ian Brookfield
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7200
Accountable Julia Goldsworthy, Director of Strategy Employee email: [email protected] tel: 07813 648227
Report has been Strategic Leadership Team considered by Programme Board
Recommendation(s) for action or decision:
The WMCA Board is recommended to:
(1) Approve £2.6m of match funding for the TTI programme to unlock £21.3m of Central Government funding.
Page 147 1. Purpose
The 2020 Commonwealth Games represents a once in a generation opportunity to transform the global reputation of the West Midlands and create the conditions for a sustained growth in investment and tourism to the region.
WMCA submitted a funding request to Central Government for £21.3m to support a Tourism, Trade and Investment (TTI) programme to maximise this opportunity. This was agreed in the March 2020 budget – subject to the region finding £2.6m as match funding. This paper seeks approval for that match funding.
2. Background
In 2019 WMCA identified an opportunity to secure Government funding for a regional TTI Programme on the back of the 2022 Commonwealth Games. The West Midlands Growth Company (WMGC) developed a bid on behalf of the Combined Authority and successfully secured a £21.3m commitment from the March Budget.
To secure Government funding, the region must provide £2.6m of match funding. This has been negotiated down from an original 50:50 programme split. Confirmation of match funding has to be provided to DCMS by June, ahead of their Finance Committee meeting on 13 July which is considering the Outline Business Case (OBC). This will release circa £500k of project development funding to WMCA. The Full Business Case (FBC) will be considered by DCMS in November, which will release the remainder of the funding to WMCA and the other delivery partners (Department for International Trade and Visit Britain). Both the OBC and FBC are being prepared by WMGC on behalf of WMCA.
The Programme is forecast to deliver the following additional outputs for the region beyond what is expected to be achieved for the Games themselves:
36 additional Foreign Direct Investment (FDI) projects Over 600 new jobs £43m Gross Value Added (GVA) uplift £21m additional leisure tourism expenditure £6.5m additional conference and sporting expenditure Up to £4m of private sector sponsorship
The TTI programme is planned to be managed by a TTI Programme Board, chaired by WMCA, which will sit within the Birmingham 2022 Games governance structure. This will comprise DCMS, WMCA, DIT and Visit Britain plus representatives from Birmingham City Council (BCC) and the Birmingham 2022 Organising Committee (OC).
3. Financial / Risk Implications
The repayments profile for the Investment Programme has been reviewed following the recent reduction in the UK interest rate. This has created headroom within the Programme, which means that the £2.6m match funding can be accommodated without impacting on any existing project within the programme.
Page 148 The project development funding is required to develop the FBC and begin initial work on the programme, which is essential to hitting programme milestones. If, for any reason, the FBC is rejected, DCMS will require WMCA to repay the project development funding. However, this risk is considered very low.
4. Legal Implications
Arrangements for the management of WMCA’s involvement in the TTI Programme will be encapsulated within a grant funding agreement with DCMS. If responsibility for delivery of the WMCA elements of the programme is ‘delegated’ to another body, such as WMGC, these will also be captured within a grant funding agreement.
5. Equalities Implications
None.
6. Inclusive Growth Implications
Inward investment and tourism delivers economic outputs (jobs, productivity gains) with a far better rate of return than other levers available for the public sector. Tourism, especially, creates a disproportionate number of ‘first-time’ jobs and opportunities predominantly focused on those currently not within the labour market.
7. Geographical Area of Report’s Implications
The TTI Programme will operate across the whole region.
8. Other Implications
Reputational – there may be negative implications for future funding bids to Central government if the region is unable to secure the relatively small level of match required to secure the £21.3m on offer.
9. Schedule of Background Papers
TTI Briefing Note TTI Detailed Presentation
Page 149 This page is intentionally left blank Agenda Item 13
WMCA Board
Date 5 June 2020
Report title WM2041: A Programme for Implementing an Environmental Recovery
Portfolio Lead Councillor Ian Courts - Environment, Energy & HS2
Accountable Chief Deborah Cadman, West Midlands Combined Executive Authority email: [email protected] tel: (0121) 214 7200
Accountable Ed Cox, Director of Public Service Reform Employee email: [email protected] tel: 07788 224179
Jackie Homan, Head of Environment Email: [email protected] Tel: 07584 449339
Report has been Programme Board considered by
Recommendation(s) for action or decision:
The WMCA Board is recommended to:
(1) Receive the summary of the consultation feedback on WM2041 set out in the appendix of the main report.
(2) Agree that the recovery from the COVID-19 pandemic should be one that supports the ambition for a fairer, greener, healthier West Midlands and builds on those aspects of the crisis that prefigure a low carbon economy.
Page 151 (3) Approve the programme of activity identified in the Appendix of this Board paper including key priorities to be developed in the coming 12 months, alongside the development of a 5-Year #WM2041 Delivery Plan.
(4) Agree the need for a coordinated approach around tackling climate change and an effective approach to governance as set out in 2.13.
Page 152 1. Purpose
1.1 This paper outlines the feedback that was received from the consultation on the WM2041 plan, as well as the next steps that we recommend should be taken in order to progress regional work responding to the climate emergency. Since the consultation the COVID- 19 crisis, and the lockdown in particular, has demonstrated to many people some of the environmental benefits that could be experienced in a lower carbon economy and the economic opportunities that might exist in the region if we plan now for clean, green recovery. The paper sets out a programme of short, medium and long-term priorities focusing on how this can be achieved, supported by the findings from the WM2041 consultation process.
2. Background
2.1 In June 2019, WMCA declared a climate emergency. In July 2019, the CA Board received a paper from the Tyndall Centre outlining the trajectory that would be necessary in order to reach net zero carbon emissions by 2041. This work includes two interim carbon budgets of 36% reduction by 2022 and 69% reduction by 2027. The focus is on rapid transition towards a zero-carbon future where action must be ‘front-loaded’. The report also indicated that if urgent action is not taken, the WMCA will use up its entire carbon budget within 6 years.
2.2 Following the production of the target, a ‘green paper’ was produced to indicate how the region could take action in order to reach net zero carbon emissions by 2041. The paper contained 73 actions of varying scale, complexity and investment requirement and was approved by the Combined Authority Board on 17th January 2020.
2.3 The WM2041 green paper was formally launched at an event on 23rd January 2020, which began the period of consultation. This ran until 12th March 2020 and, during this time, a significant amount was done to publicise the document and promote the opportunity to provide comment and input into it.
2.4 The consultation was run using four different routes: 1) An online questionnaire, run by the WMCA, that included both open and closed questions to gain an indication on people’s wider thoughts on climate change and what they would like to see in the region. Local authorities were provided with communications packs to support the awareness raising around the consultation. 2) Facebook Messenger chatbots were used, working with a company called Novoville, to widen the exposure to the WM2041 plan and to try and reach a different audience. These were mainly closed questions. 3) A more intensive engagement programme, mainly working with young people, to gain some input into the plan itself and how we might work with different groups of people on climate change going forward. 4) For businesses and organisations that wanted to provide more detailed feedback, a generic email address was established to receive this input.
2.5 As a result of the consultation, which is detailed in the attached report, we managed to reach 415 people through the questionnaire hosted on the WMCA’s website; 401 people through the Facebook Messenger chatbot; 16 people through The Democratic Society workshops; and, 31 businesses and organisations.
Page 153 2.6 The consultation responses were largely positive. However, the public consultation could not be considered representative of the West Midlands population and therefore should be treated as providing insight, rather than a definitive understanding or regional public opinion on climate change. There are, however, some important proposals that we are recommending could be taken forward as a result of this consultation work, particularly how we deliver some of the actions in WM2041.
2.7 The response from organisations and business provided both additional specific actions, as well as some of the more strategic issues relating to 2041. Some of the input from these responses was in relation to sectors or technologies and their potential in addressing climate change, but others related to how we should move forward from a high-level strategy to urgent and transparent actions and delivery. These included suggestions such as clear action plans and annual monitoring. These are therefore picked up in our delivery programme for WM2041 set out for the Board’s consideration in this paper.
2.8 Following the identification of some highlights from the consultation process, the attached document presents some of the short, medium and longer term work that is necessary to deliver the ambition in WM2041. In the short to medium term, these proposals represent a crucial element of the region’s economic recovery programme from COVID-19.
2.9 There are multiple pathways that we could take out of the current crisis and this paper indicates some of those that not only have benefits for the climate but will also be critical in creating jobs, increasing skills and seizing economic opportunities. There is a huge risk that economic recovery could entail a high carbon rebound, especially given the global low oil prices and fears about public transport. Such a scenario not only contravenes our legally-binding commitment to carbon reduction but also lurching from one crisis to another. Networks such as C40 and the COP26 Universities Network are urging city leaders and mayors to navigate a low carbon way out of COVID-19 on the basis that this will deliver economic advantage as well as supporting carbon reduction.
2.9 The actions presented in the paper, replicate the timetable set out in the Economic Recovery Prospectus: 1) Moving out of lockdown (0-4 months); 2) Consolidation (4-9 months); 3) Accelerating and embedding (9 months plus); and then add: 4) Five-year delivery plans (the first one will run from 2021-2026). The plans identified vary significantly in scale, from smaller scale initiatives (the Clean Growth Challenge) through to potentially region-wide and complex schemes, like a retrofit programme. These bring together input from the WM2041 consultation and actions already identified in the plan but now with the additional context of COVID-19 recovery and the central role these actions will play in contributing to that. The details of the key priorities and the delivery plan are set out in sections 4 and 5 of the Appendix.
2.10 Also emerging from the consultation was a clear steer that there needs to be action planning for longer-term delivery. These five-year plans will package up activity on WM2041 into programmes of work with clear milestones and, also responding to comments in the consultation, will provide the opportunity to measure progress towards the carbon reduction target.
2.11 The responses to the consultation drew attention to several cross-cutting issues around finance, engagement, behaviour change, communications, monitoring and reporting. These will be picked up in different ways, as highlighted in the paper. For example:
Page 154 The WMCA will explore options for financing green infrastructure projects through products like green bonds. Engagement and behaviour change considerations will be built into the programmes developed in the five-year plans. There also needs to be consideration of the channels we use for generic engagement and providing support and advice on what people can do to have a positive impact on climate change. This needs to be a collaborative effort working with local authorities, communities and national government. Communications campaigns will be a central part of the delivery of WM2041. This will consider regional-level initiatives as well as how the West Midlands can be represented at national and international events, for example COP26. Monitoring and reporting are key for transparency around emissions reduction. The WMCA has committed to disclosing carbon emissions through the Carbon Disclosure Project. This information will be publicly available.
2.12 Addressing climate change will need to be a collaborative effort; ensuring that we have the right governance and engagement in place for delivery will be critical for us to succeed. This will need to take place alongside local authority partners to ensure that full account is taken of plans and work happening locally and that regional plans are not replicating or confusing local activity but rather complimenting and enabling it.
2.13 Each of the main actions in the programme will have a working group/ taskforce established that brings together the necessary stakeholders for delivery. The governance proposed for this work is for the Environment and Energy Board to receive the updates on programme activity and progress, as well as to make decisions on the work on behalf of the CA Board. A Low Carbon Officers Group has been established, with membership of all the constituent local authorities, to support collaboration across the CA, co- development of proposals and subsequent implementation. An internal working group has also been established at the WMCA to ensure that there is collaboration across directorates on WM2041. The proposals on governance are set out in sections 5.4 – 5.8 of the Appendix.
3. Financial Implications
3.1 There will be no direct financial implications as a result of approving the recommendations within this report as each investment proposal associated with the WM2041 plan will be the subject of a separate and specific costed approval.
3.2 The scale of the challenge is significant. The high-level figure of investment required to take the region to net zero carbon emissions by 2041 is £40bn (this is based on the Committee on Climate Change’s estimate of a 1-2% of GDP spend). This is the figure that appears in the original green paper.
3.3 The next steps will be, through the five-year plans, to develop business cases and investible programmes of work that more accurately identify the funding associated with delivery. The work to develop the plan is funded within existing WMCA plans and budgets in 2020/21.
Page 155 3.4 Successful delivery of the wider agenda will require a blend of funding and financing from both public and private sector sources and as part of the investment proposals, the WMCA will assess the viability of available options. This may include funding options such as corporate sponsorship or specific asks of government and financing options such as the issue of a green bond where the income can be identified to underpin such arrangements.
4. Legal Implications
4.1 As a public authority the WMCA is affected by the implications of environmental legislation in all its activities. Furthermore, there are environmental implications in all the functional activities of the Combined Authority and many of those areas will be affected by specific environmental legislation and controls. The environmental portfolio demonstrates how the authority both responds to those requirements and contributes to regional leadership in partnership with constituent and non-constituent authorities in the authority’s area.
4.2 Where specific power is required to authorise actions which are not otherwise explicitly provided within the existing functions of the Authority, the WMCA has a functional power of competence under s113A of the Local Democracy, economic development and Construction Act 2009 to undertake actions which are related to or incidental to the performance of its functions.
5. Equalities Implications
5.1 The equalities implications of this paper – and the activities it proposes – should create net positive effects in terms of the impacts on citizens and communities. It demonstrates support for ‘just transition’ (deliberately mitigating the cost of changes for those least able to bear it) and seeks to embed environmental goals as part of an overall approach to economic growth that is more inclusive. The basis of the WM2041 plan is the United Nations Sustainable Development Goals, the aim of which is to create a fairer and more just future for people globally – the delivery of a net zero carbon future must be one that also delivers significant co-benefits.
6. Inclusive Growth Implications
6.1 There are many actions proposed in this paper that aim to support some of the most vulnerable people in terms of housing, access to employment and training and quality of neighbourhoods and places, for example. The work around climate change, and meeting the goals of 2041, will seek to be as inclusive as possible and, through engagement and consultation, we will aim to ensure that multiple voices are heard as we progress with implementing actions.
7. Geographical Area of Report’s Implications
7.1 The original Tyndall Centre work was based on the three LEPs that are part of the WMCA. This will not always be the geography used for implementation, which will vary according to the project or programme being taken forward at any given time. Understanding the most effective combination of stakeholders, including local authority partners, will be a critical part of developing work programmes and business plans.
Page 156 8. Other Implications
None.
9. Schedule of Background Papers
Appendix: ‘WM2041: a programme for implementing an environmental recovery’
Page 157 This page is intentionally left blank WM2041: a programme for implementing an environmental recovery 1. Purpose 1.1. The purpose of this paper is to set out the high-level response that was received through the consultation on the WM2041 plan and to outline some of the next steps we should take to move forward on addressing climate change. Clearly this now needs to be within the context of COVID-19 and the transition to a ‘healthier, greener’ West Midlands so the paper also covers actions that could be taken in this regard. This paper will cover: The feedback from the consultation on WM2041, pulling out priorities from the public, business and third sector responses. Outline the COVID-19 context for climate change and some of the actions that are in WM2041 and that can be taken forward immediately and over the next twelve months. The longer-term plans for delivery of WM2041, moving from strategy to delivery at scale. Recommendations for moving forward.
2. Recap on WM2041 1.2. In June 2019, the WMCA declared a climate emergency. In July 2019 the Combined Authority Board received a paper from the Tyndall Centre outlining the trajectory that would be necessary in order to reach net zero carbon emissions by 2041. This work includes two interim carbon budgets of 36% reduction by 2022 and 69% reduction by 2027. The focus in on rapid transition towards a zero-carbon future where action must be ‘front-loaded’ – we will need to meet year-on-year carbon emissions reductions of 13% to reach that target.
1.3. Following the production of the target, a ‘green paper’ was written to indicate how the region could take action in order to reach net zero carbon emissions by 2041. The paper contained 73 actions of varying scale, complexity and investment requirement and was approved by the Combined Authority Board on 17th January 2020. The green paper was formally launched at an event on 23rd January 2020, which began the period of consultation. This ran until 12th March 2020 and, during this time, a significant amount was done to publicise the document and the opportunity to provide comment and input into it.
1.4. The following section of this paper provides an overview of that consultation process before moving on to discuss the next steps for delivery.
3. Update on WM2041 consultation 1.5. The consultation on WM2041 was run through a number of different channels and invited responses from business and organisations, as well as from members of the public. The latter were consulted through three different routes:
1 Page 159 A WMCA-hosted survey, which we pushed out through our own communications channels and in partnership with communications teams in the local authorities. A Facebook Messenger questionnaire run using chatbots and coordinated for us by a company called Novoville who have done similar work for other local authorities on their climate change plans. Through in-depth workshops run by an organisation called The Democratic Society.
1.6. The following sections provide some high-level insight into the responses from the consultation. More detail can be found in Appendix 1 of this report.
The business and organisation response 1.7. These responses were received through email/ letter and the preparation of standalone documents to reflect on WM2041, the actions that were highlighted and the overall approach to taking action on climate change. We asked four questions as part of the consultation: Was anything missing? What are the barriers and challenges as well as the opportunities? What should accountability and governance look like? How should we involve citizens?
1.8. The following draws upon the responses that were made by more than one organisation.
Interim targets are needed on the route to taking emissions to net zero by 2041, split by priority area. Retrofit was used as the example: e.g. how many houses would we complete each year? What are the costs of doing so? What would the carbon savings be? Etc. Role of procurement: this needs to be strengthened through the report as it is an important way for the public sector to drive change Be more explicit about links with flagship infrastructure projects, particularly how we will work to influence projects like the Commonwealth Games, Coventry City of Culture and HS2. Need to build a partnership across ALL sectors this will require us to think carefully about the governance for delivery and what it should look like. Need annual reporting to understand how we are progressing against a range of measures – not just carbon. We should include Scope 1, 2 and 3 emissions in the plan Be clear on financing – how are we going to pay for the scale of the transition that will be required? Develop an action plan to set clear, time-bound targets, which will also provide clarity about powers and where they sit – for example, what sits with the WMCA and what powers sit with the local authorities.
2 Page 160 Public consultation 1.9. There was significant input into the consultation, across several platforms and involving different models of engagement: Questionnaire (hosted on WMCA’s website): 415 people responded Facebook Messenger chatbot: 401 people responded In-depth workshops (these were run in Dudley and Solihull). These were small, focused events that brought together 16 people in total. They also ran interviews with a selection of local authorities (Wolverhampton, Birmingham and Solihull) on their public engagement on climate change.
1.10. The breakdown from this consultation is provided in Appendix 1, but there are some key messages that we can take from the consultation process:
Reducing road traffic (and promoting walking and cycling in particular), and promoting energy efficiency in buildings, were seen as the best ways of tackling climate change. Government is seen as the most important source of information on climate change. The respondents to the WMCA survey prioritised regional and local government, the Facebook Messenger respondents prioritised national government. In terms of what people are already doing to try and reduce their carbon footprint, it falls into: Mobility – using public transport, reducing the number of flights taken, walking, cycling and using a car less. Food – both eating locally produced food as well as following a vegetarian or vegan diet. Being conscious of energy consumption, for example turning things off at home and not over-heating the house. Recycling and waste reduction, particularly single use plastics. We need to work with people to develop the engagement and communication of the plans – this needs to be done through a diverse range of communication channels, including social media, video etc. The delivery of WM2041 needs to be done in an inclusive way to ensure everyone is able to play a role in delivery. It is worth highlighting that a significant minority: consider themselves to have no or basic knowledge of what to do; believe that they lack the money to make necessary changes; feel powerless to have any impact through individual action; believe that climate change is not as important as other issues; and rarely or never take action to reduce their carbon footprint.
What is the role of WMCA in public engagement? 1.11. We also asked people, through the consultation, how they might like to be involved as the strategy is further developed and implemented. There are some key principles that should form the basis of our future public engagement work:
3 Page 161 People want to be kept informed of the work that is happening on WM2041. A significant minority want to be more closely involved. We will respect place and subsidiarity – we do not need to lead every conversation and will not be best placed to. However, we do need to be active in making space for good engagement, supporting it, and listening attentively. We need to ensure that we are designing communication and engagement that is fit for purpose – this will depend on the programme or project, but also thinking about our wider communication on WM2041. That transparency around programmes of activity, their delivery and the contribution towards the carbon emissions target is fundamental. That governance for delivery is important to get right and that this needs to involve multiple stakeholders.
1.12. The combined returns from the consultation period – including formal and informal discussions at relevant events – will be folded into a revised version of WM2041. It will remain important as our strategic vision for 2041, but will be translated into five-year delivery plans, with carbon budgets assigned to them. However, the urgency of the climate crisis means that we also need to act immediately; we cannot wait for delivery plans to be developed before we start implementing change. As a result, we will also be putting programmes in place straight away that take on board the context of the reset afforded by COVID-19 as well as the results from the consultation on WM2041.
4. Immediate next steps: a green recovery from COVID-19 1.13. The consultation process provided important insights and additions to the WMCA work on climate change. We are now, however, dealing with a new setting in which to deliver this activity and this section will outline some of the potential options for the region’s recovery from COVID-19 in the context of WM2041. The pandemic has been challenging for individuals, households, communities and business, and we need to be mindful of this in terms of using language around opportunity. However, by “bouncing back better” there is the chance to facilitate a green, inclusive transition as we emerge from lockdown and to think about the lessons COVID-19 has taught us about community response, behaviour change, resilience, the role of government regulation and the need for action based on science. Indeed, comparisons have been made between COVID-19 and climate change, particularly in relation to how we tackle something that is both urgent and global (albeit over different timescales).
Principles 1.14. In recovery from COVID-19, there are some observations that will be fundamental to the recovery and that should be taken into consideration:
4 Page 162 The UK Government has a statutory target of reaching net zero carbon emissions by 2050 and we are prepared to engage with them on a low carbon recovery from the COVID-19 pandemic. As with COVID-19, there are many pathways to responding to climate change – we need to consider which of those are most effective and have greatest impact. But the response needs to be systemic – it is only by thinking in whole systems that it is possible to effectively tackle societal challenges like climate change or a global health pandemic. Tackling the COVID-19 pandemic has shown that data and evidence are critical in supporting response, but that government regulation has a fundamental role to play in shifting behaviour to result in change at scale. There is a risk of a high carbon rebound from the COVID-19, particularly given the very low oil prices we are currently seeing. In addition, perception of the safety of crowded public spaces (including trains and buses) could see people rejecting public transport in favour of personal transport options. This should be seen in the context that transport is already the biggest sector source of CO2 (by end user and source), and sector emissions have stayed relatively level for 20 years. Conversely, the lower interest rates that are currently available might make this a good time to look at a range of financial vehicles with a view to investment in low carbon infrastructure. The impact of COVID-19 has not been even, in the same way that climate change impacts in an unequal way. As a result, we should be thinking about how the recovery will support some of the most vulnerable people and communities in the West Midlands. There is growing evidence that pre-existing exposure to negative environmental conditions has a direct impact on potential outcomes to disease – for example, research at Harvard University has concluded that a small increase in long-term exposure to PM2.5 [fine particulates] leads to a large increase in COVID-19 death rate, with the magnitude of increase 20 times that observed for PM2.5 and all-cause mortality1. Social isolation has highlighted the need to think about the spaces we can create for people to be together and thrive, for example in the way we design housing, places and the public realm. The power of the community response to the COVID-19 pandemic has highlighted the absolute requirement to work alongside people as agents of change and to understand how we give them the right support to do that.
Timetable and approach 1.15. It is currently unclear as to exactly what a recovery ‘timetable’ is going to look like but it is likely that it will involve a series of steps as we transition from
1 Wu, X, et al. (2020) Exposure to air pollution and COVID-19 mortality in the United States, https://www.medrxiv.org/
5 Page 163 lockdown towards a ‘new normal’, including the possibility of further lockdowns, particularly at the regional level, should outbreaks spike in particular places.
1.16. Given this we propose three categories for action in the coming 12 months which are consistent with the approach set out in the Economic Recovery Prospectus: Urgent action: Moving out of lockdown (0-4 months) and consolidation (4-9 months) phases (Sections 4.7 – 4.29) – activities that will have immediate impact and/or set a clear direction of travel for the kind of recovery we expect in the West Midlands. 12-month priorities: Accelerating and embedding (9 months plus). (Sections 4.30 – 4.58) – activities that need to be pursued over the next 12 months as key priorities within the wider recovery programme. 5-year delivery plan priorities: Mid-long term programmes that need to be included in the first WM2041 5-year Delivery Plan. This will be prepared in conjunction will all relevant stakeholders during 2020 (Section 5).
1.17. The actions being suggested in this section are also reflected in thinking coming through other networks that have expertise in this space. For example, the COP26 Universities Network and C40 are highlighting how and where city leaders and mayors can take leadership on reducing carbon emissions as part of the long-term recovery from COVID-19. The COP26 Universities Network has said that ‘The world could leap “from the COVID frying pan into the climate fire”, unless governments intervene to shift economies to clean pathways as they recover’.
1.18. On May 6th, the UK’s Committee on Climate Change wrote to the Prime Minister urging a low carbon recovery from COVID-19. They outline 5 areas that should be expanded immediately (all of these appear below in the WMCA plans): Investments in low-carbon and climate-resilient infrastructure. Supporting reskilling, retraining and research for a net-zero, well-adapted economy. Upgrades to our homes ensuring they are fit for the future. Making it easy for people to walk, cycle, and work remotely. Tree planting, peatland restoration, green spaces and other green infrastructure.
Urgent Action: Moving out of lockdown/ consolidation phases 1.19. Activities that will have immediate impact and/or set a clear direction of travel for the kind of recovery we expect in the West Midlands. These include: West Midlands Green Financing West Midlands Clean Growth Challenge WM Circular Economy Taskforce Community Green Grants Reinforcing the region’s energy infrastructure to support green growth
6 Page 164 Active Travel Urban Transformation Fund (Brownfield sites) Communications and behaviour change
West Midlands Green Financing 1.20. Since 2013, when Gothenburg issued the first green city bond, they have become a way of cities and regions funding low carbon infrastructure projects. In recent times there has been an increasing demand for green bonds from investors, which far outstrips supply. The WMCA Finance Team is currently exploring the potential for a green bond, as well as other financing options for low carbon investment. Understanding financing options was a key request from the consultation process.
1.21. There is also the option to set up a ‘West Midlands Future Fund’, where public funds are used to crowd in private investment, thereby building a vehicle that could deliver on retrofit, for example. This could be a route for the West Midlands Pension Fund to invest, for example (initial work could start immediately on scoping the potential).
1.22. Energy Capital has already started to look at this type of arrangement and commissioned Enzen to develop a Green Infrastructure Fund2 proposal, which could be used to support a wide range of infrastructure projects required to underpin the green recovery.
1.23. Action: Establish an officer working group in May 2020 and take initial proposals to the next Energy and Environment Board by July 2020.
WMCA Clean Growth (Recovery) Innovation Challenge 1.24. The aim of this would be to support small innovative companies, who often find it difficult to push their solutions through a public procurement process, to work with the WMCA on some of its challenges around clean growth. A competition would be run where broad challenges are put forward by the WMCA and organisations pitch their ideas for grant funding to develop them.
1.25. We are currently exploring the possibility of funding this through 5G funds with DCMS matched funding. We are also looking into corporate sponsorship.
1.26. Action: Identify funding options/ sponsorship and to shape the challenges that we would like to work on with a view to launching the Challenge in July with first winners announced in September.
2 A FundCo has been proposed, set up as a community interest company (CIC) providing discounted commercial loans to eligible projects and recovering its costs through the interest gained (or arrangement fees). This would need to be funded initially with funds drawn from LEPs, central government and other sources.
7 Page 165 WM Circular Economy Taskforce 1.27. We will work with local partners, including the Circular Economy Club and International Synergies, to establish a Circular Economy Taskforce. The Taskforce will take the first steps towards establishing a Circular Economy Routemap (described in 4.52-4.55 below).
1.28. Action: First working group of local stakeholders that have expertise in circular economy policy and delivery organised for 14 May. Membership for the Taskforce will be discussed, and a potential Chair identified. A timetable for the next steps will be taken to the Energy and Environment Board in June.
Community Green Grants 1.29. The mobilisation of people in response to COVID-19 has illustrated the importance of community action. This is no less true in the response to climate change, where we have seen places set up community action groups or community interest companies to support, for example, energy efficiency, renewable energy provision or tree planting.
1.30. COVID-19 has also seen a surge of interest in local parks and green spaces but at the same time there is evidence that some communities have significantly less access to such spaces than others.
1.31. We are exploring options for a small grants programme, devolved to local authorities and targeted towards particular places, to be able to build the community response to climate change. This would be an important way of maintaining and repurposing some of the community activity that has been seen in recent weeks and sustaining interest in green spaces.
1.32. Action: Identify funding stream, delivery partner and local authority working group by mid-June with a view to launching the programme in July and first grants made in September.
Reinforcing the region’s energy infrastructure to support green growth 1.33. Decarbonising industry, business, housing and transport in the West Midlands will rely heavily on being able to draw low carbon power from the national energy grid. Affordable connections to the network will depend on whether OFGEM have allowed Western Power Distribution to invest sufficiently in the network in the West Midlands to enable planned economic growth. If not, developers, industry and businesses who need network connections, may find themselves being quoted millions of pounds for infrastructure upgrades, rendering business models unviable.
8 Page 166 1.34. Energy Capital is currently working with Western Power Distribution and Cadent Gas to shape the information that they collect and provide to OFGEM. This is part of a rolling five-year funding process which determines whether OFGEM approve investment in the West Midland’s networks. Resources are required to ensure that a local area energy planning process is undertaken and consider the critical infrastructure plans of the region and local authorities, to identify where network upgrades are needed.
1.35. Recognition by BEIS and OFGEM that UK regions should have a more formal governance role over the future of critical infrastructure is needed. This role could be limited to defined Energy Innovation Zones, or wider city regions and would help to build public trust, engage local stakeholders, and allow the networks to leverage the investment potential of regional economic plans and industrial strategies3. Recognition by OFGEM of the importance of regional plans and programmes led by democratically accountable bodies, as ‘strategic representatives of the consumer’, is a necessary foundation for this.
4.24. Action: Energy Capital will prepare a paper for the June Energy and Environment Board concerning regional energy infrastructure with details of the devolved powers needed by the Combined Authority to ensure OFGEM consider the needs of the regions in their network planning cycles within Energy Innovation Zones.
Active Travel 1.36. Transport currently contributes 32% towards the WMCA’s carbon emissions. However, we know that of all the sectors, emissions from transport are not decreasing at the rate of some of the others (e.g. energy). The danger, coming out of COVID-19 lockdown, is that a perceived lack of safety of public transport, combined with low oil prices, will exacerbate this further with people driving more than before.
1.37. Given the importance of transport and mobility, TfWM is already currently undertaking research to understand the level of technological and behavioural change that would be required to meet the region’s carbon reduction ambitions. This is extending to understand potential mobility preferences as people start to move around more following lockdown.
4.27. The consultation on WM2041 already indicated that people were supportive of active travel as a means to act on climate change (33% placed this as their top option). This has been galvanised further during the COVID-19 lockdown with the public’s new support for active travel, quieter roads and telecoms (work from home and e-commerce) will help mitigate this risk. A number of local authorities have already adjusted public spaces and highway layouts to
3 Energy Networks for the Future: A dialogue about the future of the electricity distribution networks, Regen (https://www.regen.co.uk/wp-content/uploads/Regen-Energy-Networks-for-the-future-web.pdf)
9 Page 167 support social distancing e.g. High Streets, stations and to increase capacity for walking and cycling. 4.28. On 9th May the Government announced an ‘Emergency Active Travel Fund’, with £250m to be made available immediately to support delivery of temporary schemes such as pop up cycle lanes and widening pavements. This is the first stage of a £2 billion investment, as part of the £5 billion in new funding announced.
4.29. Government has announced that funding and delivery will be co-ordinated through Mayoral CAs. TfWM has asked local authorities to propose potential schemes. These are subject to relevant review and approvals but demonstrate the level of ambition in the region. The proposals will be discussed and overseen through the new Transport Cell, as set out in the Recovering the Transport System report.
4.30 Guidance for the Emergency Active Travel funding is yet to be published, but it is understood that up to £17.2 million will be made available to the West Midlands. Access to this will be subject to the ability to meet specific criteria set out by the Department for Transport and the monies will be made available in two tranches. The ability to implement ambitious measures very quickly is understood to be a critical factor in DfT’s assessment of any proposals. A verbal update will be provided at the CA Board on the latest position by the Portfolio Lead for Transport.
4.31 Actions being led by TfWM include: Supporting and working with Local Highway Authorities to fund and deliver wider pop up cycle routes, implement pedestrian improvements and to improve the availability of bikes to all communities. Develop a longer-term active travel package based on our ambitious regional Local Cycling and Walking Infrastructure Plans.
Urban Transformation Fund 1.32. In February 2020 the WMCA submitted its Budget proposal for a £200m Urban Transformation Fund (UTF) to deliver thousands of new homes on challenging brownfield sites, a programme that was referred to by the Chancellor of the Exchequer in the Budget speech on March 11th as part of the announcement of a national £400m Brownfield Fund.
1.33. In response to a request from HMG and the ongoing impact of COVID-19, the initial UTF site programme has been reappraised for immediate impact. This stimulus package reflects the need to boost economic recovery, continue delivering the Brownfield regeneration programme and restore confidence in the market whilst maintaining value for money, robust governance and delivering genuine additionality.
10 Page 168 1.34. The proposed Fund was developed with a focus on the contribution of sites to wider priorities – including town centre renewal, affordable housing, levelling up the economy, climate change and zero carbon housing.
1.35. The interventions proposed include a broad range of activities to support sustainable development (e.g. transport upgrades, infrastructure investment, demolition works, remediation), unlocking delivery on challenging brownfield sites along new and existing public transport corridors. These works will then support the delivery of new homes being built using advanced eco-friendly modular construction techniques in line with the region’s WM2041 Climate Action Plan and ambition to achieve a zero carbon homes standard by 2025.
1.36. Action: Housing and Regeneration Team to continue dialogue with HM Government to secure funding for Urban Transformation Fund with Phase 1 deployment focused on immediate impact.
Communications and behaviour change 4.37. Communications is an integral part of delivering the WM2041 plan. In order to achieve our objectives to reduce carbon emissions, we need to work collaboratively with business, local authorities and the citizens of the region. Everyone will need to make their contribution in order to achieve net zero carbon emissions by 2041.
1.37. Climate change is a broad and complicated subject and citizen’s motivations for taking action are varied. Early consultation has shown that not all of our citizens feel it is a serious issue. The challenge for our communications is to understand those motivations and to use them to write clear, simple messaging that unlocks positive behaviour change. There is much to be learned about behaviour changes during the Covid-19 crisis and the different ways in which citizens have learned to respond to crisis, enjoy their local natural environment and adopt different form of active travel.
1.38. In order to achieve this impact, our communications on climate change across the region need to be clear and consistent. Inconsistent or complex messaging will result in confusion and a lack of understanding on the impacts and necessary action.
1.39. In order to achieve these outcomes we will develop an overarching communications strategy with local authorities that supports the aims of WM2041. Each initiative will also require a bespoke communications plan to focus on the delivery of the specific project objectives.
1.40. Throughout the project, we will regularly collect audience insight using online surveys to ensure messaging remains relevant and effective.
11 Page 169 1.41. Actions: In the first phase the communications team will: Work with local authorities to develop an overarching communications strategy for WM2041 which, in the short term builds on behaviour change adopted during the Covid-19 crisis. Develop a communications plan and behaviour change campaign for ‘Active Travel’. This work is already underway with TfWM. Develop a communications plan for each of the projects identified in paragraph 4.7.
12-month Priorities: Acceleration and embedding phase 1.42. These are activities that need to be pursued over the next 12 months as key priorities within the wider recovery programme. They include: A regional retrofit programme Zero carbon homes charter and routemap WM Circular Economy routemap and action pan Electric Mobility Green neighbourhoods, natural capital and a WM National Park Investment, procurement and assets Disclosing carbon emissions to the Carbon Disclosure Project (CDP)
Regional retrofit programme to tackle fuel poverty and carbon emissions 1.43. Tackling domestic fuel efficiency is a significant challenge. It was also the most highly rated response that the WMCA should take on addressing climate change (from the WM2041 consultation process). High level estimates from the Chartered Institute of Housing are as follows: ‘The West Midlands Combined Authority covers some 860,000 homes. Let’s suppose 30% of these meet reasonable energy efficiency standards (Energy Performance Certificate Band C). This means that 600,000 need ‘retrofitting’ with insulation and other measures to bring them up to the standard’.
1.44. The advantages in tackling this challenge are that retrofit: will be a big part of addressing fuel poverty and will have positive implications for carbon emissions reduction, job creation, skills development, innovation, support to the supply chain and a boost to the construction sector, for example.
1.45. Whilst there is a close correlation between improving energy efficiency of homes and reducing fuel poverty, there are additional issues and complexities associated with the latter that we need to recognise. This will undoubtedly be exacerbated by COVID-19; we know some of our more vulnerable people will be adversely affected and the supply chain impacted through lack of demand for products and services. The regional Fuel Poverty Taskforce is already working on this through its programme, Warm Homes Save Lives, and this will feed into the Regional Retrofit Steering Group.
12 Page 170 1.46. Action: The first meeting of the cross-directorate Regional Retrofit Steering Group will take place in w/b 25 May. It will be supported by a local authority-facing working group. We will develop a series of workstreams including: Business case and finance, for example around a ‘West Midlands Future Fund’ (see above), a green bond or social investment bond linked to skills training (see below); Delivery & supply chain Local approach Skills base and training to ensure we have enough people able to deliver the programme of work. Devolution asks, for example around devolution of the Energy Company Obligation (ECO) to be used regionally. Work to reduce fuel poverty, which will be led by the Fuel Poverty Taskforce
1.47. Details of options and delivery frameworks will be brought to both to the Energy and Environment Board and the Housing and Land Boards at their forthcoming meetings in autumn 2020.
Zero carbon homes routemap 1.48. The routemap (being taking forward by the Housing and Regeneration Team) will provide understanding of the steps that are needed to reach a zero carbon homes standard by 2025. It will include an approach to both new build and retrofit projects.
1.49. The current plan is to have a Zero Carbon Homes Charter ready for launch in autumn 2020 to be included in the Single Commissioning Framework. There is opportunity within the Single Commissioning Framework to include more on carbon reduction measures more generally. This approach was agreed by the Housing and Land Board in April 2020.
1.50. Action: The Housing and Regeneration Team will run a workshop with the UK Green Building Council in June 2020 to kick off the programme with a view to a Charter being launched in autumn 2020.
Circular Economy Routemap and Action Plan 1.51. A regional approach to resource efficiency could be developed during 2020; adopting a circular approach is something that will benefit business as well as the public sector. This is part of a wider approach to waste reduction.
1.52. A routemap would enable us to explore alternative business models such as incentivised return, leasing and sharing. A similar routemap completed for the London Waste and Recycling Board indicates that by 2036, the circular economy could provide London with net benefits of at least £7bn every year
13 Page 171 and 40,000 new jobs (12,000 net additional jobs) in the areas of re-use, remanufacturing and materials innovation.
1.53. We do not know what and where the current opportunities are in the West Midlands, but there is likely economic advantage and potential to create jobs. The routemap would help us understand this better.
1.54. Action: The Circular Economy Taskforce will bring a draft Routemap and Action Plan to the Energy Environment Board by the end of 2020.
Electric mobility 1.55. Enabling the uptake of electric vehicles, through infrastructure provision, will be an important part of both emissions reduction and delivering on clean air priorities. The CA Board has previously approved (in Feb 2020) the next steps around vehicle charging and enabling energy infrastructure.
1.56. Whilst there will be a focus on active travel as part of the recovery from COVID- 19, avoiding a high carbon rebound might also be enabled by use of electric vehicles. This could be cars, but we also the need to understand the role that will be played by, e-bikes and micro-mobility modes, e.g. e-scooters.
1.57. In relation passenger and light goods vehicles, however, we will need to ensure that we are able to accelerate implementation of charging infrastructure for ULEVs to meet the forecasted take up of such vehicles in the West Midlands.
4.59. Alongside this, we will need to ensure that we are working towards future- proofing the regional automotive sector through supporting its shift towards production of electric vehicles. A West Midlands Gigafactory will be an important part of the infrastructure to enable this.
1.58. Action: Work with Energy Capital, local authorities and TfWM to implement actions arising from the WM ULEV strategy for EV charging infrastructure and secure investment for infrastructure roll-out.
Green neighbourhoods, natural capital and a WM National Park 1.59. During the COVID-19 pandemic we have seen how important access to green space and natural capital has been important for people’s physical and mental health; 63% of people are now saying that being active is more important than ever before4.
1.60. The community action that has happened in response to COVID-19 has seen people (re)connect more extensively with their neighbourhoods. This revaluing of place could be continued with programmes supporting expansion of natural capital.
4 Source: Sport England’s Active Lives survey
14 Page 172 1.61. We will work with colleagues at BCU to realise the potential of the WM National Park in providing a strategic context for natural capital and landscape.
1.62. The Virtual Forest website, a platform set up by the WMCA to bring tree planting initiatives together, is being redeveloped to increase its functionality around natural capital growth and to make it more comprehensive.
1.63. Action: We will establish a multi-agency WM Natural Capital Working Group, building on the existing Natural Capital Roundtable, to develop a more coherent approach towards natural capital across the WMCA, working with regional expertise and concepts already in development and bringing forward key opportunities for action. A review of options will be brought to the Environment Board in autumn 2020.
Investment, procurement and assets 1.64. As part of the on-going business transformation process we will support a more detailed review to ensure that WMCA is encouraging sustainable procurement, which entails both green public procurement (GPP) and socially responsible public procurement (SRPP). Work done by Ashden and Friends of the Earth has suggested that this is one of the most effective things that public authorities can do to reduce their carbon emissions5.
1.65. We will support the Assets Team in ensuring WMCA is showing leadership around its own operations and assets. This will include: continuing to develop the internal Environmental Management System and broadening its scope to incorporate the new brownfield land assets; ensuring that the WMCA estate responds to the climate emergency by working towards achieving net zero carbon emissions, taking on board actions in WM2041; and, that WMCA retains ISO14001 certification (this is showing that carbon outputs continually reduce).
1.66. We are also considering new processes and mechanisms by which we can streamline existing tools like the WM Design Charter, Inclusive Growth Toolkit, Single Commissioning Framework etc to ensure all WMCA investment drives more inclusive and sustainable growth.
1.67. Action: To bring forward further details of a programme to ‘decarbonise WMCA’ and show leadership in responding to the climate emergency to relevant programme boards of the Combined Authority in conjunction with plans to develop more co-ordinated mechanisms to drive more inclusive and sustainable growth.
5 https://www.ashden.org/programmes/top-31-climate-actions-for-councils
15 Page 173 Disclosing carbon emissions to the Carbon Disclosure Project (CDP) 1.68. A frequently recurring comment made as part of the WM2041 consultation process was that there needs to be transparency in relation to monitoring and measurement of carbon emissions. The CDP is a globally recognised way for cities and private sector to do this.
1.69. The reporting is done annually and will help us understand where the gaps are in our current plans and delivery. Wolverhampton and Coventry already report. Birmingham is reporting for the first time this year as well.
1.70. If the CA Board approves this paper and works actively towards a first WM2041 5-year delivery plan (see below) WMCA is very likely to receive a good score with the CDP assessors.
1.71. Action: Complete the 2020/2021 report by the deadline of August 26th 2020.
5. Looking to the next five years and beyond 1.72. From a piece of work Arup undertook with WMCA as part of the next steps for WM2041, they found the following: Of the 73 actions outlined in the plan, we have estimated that 38 are likely to be invest-able in their own right; the remaining 35 actions would likely require bundling with other actions in order to attract investment (for example, stakeholder engagement actions may be effectively packaged with capital improvement projects). We have estimated that 35 actions may be under the direct control of WMCA (including TfWM). The remainder would require cooperation and/or collaboration with other actors, including central government, local authorities, industry, academia, developers, citizens, the NHS, and major infrastructure/ property owners, such as Birmingham Airport.
1.73. Delivery on climate change will be both complex and complicated and therefore we need to prepare clear plans to ensure progress is being made. The proposal is a commitment to building five yearly delivery plans (four in total) with targets, to include interim carbon budgets and other metrics. This will take time to do and will need us to commission external support. This piece of work will begin immediately and will provide us with a clear plan to 2026 (in the context of reaching net zero by 2041). This responds to one of the most frequently recurring suggestions made through the consultation process. The five year delivery plan and regional carbon budget will be the principal basis upon which any energy and environmental negotiation might take place within a future devolution settlement.
16 Page 174 1.74. The diagram below (and the graphic in Appendix 2) describe how we might take this forward, and the different elements involved. These were produced by Arup to support thinking about the next steps for WMCA on climate change.
Governance 1.75. A clear priority is to build a governance structure that is effective for delivery, and that brings together stakeholders from different sectors, to reflect the shared challenge we are facing. To do this effectively, there needs to be consideration of:
1.76. The Energy and Environment Board currently provides political leadership to this work. This will be the route through which the decisions and actions around the delivery plans (both in relation to the COVID-19 response and the five-year plans) will be taken. 1.77. A local authority Low Carbon Officers Group has been established for the constituent authorities to come together; and will meet every six weeks going forward. The group provides the opportunity to share the progress of work on WM2041 and wider strategy work, for example on Devo Next. Local authorities are also able to share the latest work that they are doing on addressing climate change. As this group matures it will be the place where thought can be given to collaborating for delivery on specific programmes of work. 1.78. Internal arrangements. A cross-directorate internal group has been established to share what is happening across the different WMCA teams. As the action plans are developed, this will become important for designing plans and for supporting delivery. 1.79. Project-specific arrangements. Each of the different elements of delivery will require bringing stakeholders together in different ways to ensure progress is made quickly. The plans above have identified groups and taskforces that will be established to steer the work forwards. Different arrangements will be put in on a programme-by-programme basis as we move forwards.
17 Page 175 Suggested governance structure for WM2041:
Next steps for the five-year climate action plans: 1.80. We suggest that the following should be progressed as part of the next steps for the WM2041 five year plans:
1.81. Commit to developing five yearly delivery plans with targets, to include carbon budgets and other metrics. There will be an externally commissioned piece of work, which will need to be cross-cutting and inclusive of all stakeholders, working closely with local authorities.
1.82. Revise the WM2041 strategy document in light of the feedback that that came through the consultation. This will be a shorter document than the previous iteration, providing high-level direction of travel. The actions, currently in this document, will be taken forward through five-year plans.
1.83. Hold a facilitated meeting with Leaders and Chief Executives as part of building collaboration and coordination around strategy and delivery. We need to make sure that everyone is on board with the delivery of WM2041 as a joint effort, and that the five-year action plans are co-owned by local authorities and other regional partners. This is particularly important given the shared nature of the actions.
1.84. Build an ongoing engagement programme with the people of the region, which will need to blend with approaches taken by local authority partners, as well as existing community-led activity. Early indications from the WM2041 consultation are that this will need to include both intensive involvement in shaping the agenda and around particular programmes of activity, but also ongoing information, advice and guidance relating to the overall agenda and specific projects within that.
18 Page 176 1.85. Support the development and implementation of a carbon literacy training programme to support development and leadership the workforce will need to make this happen. This will be a pilot at the WMCA to begin with but could be rolled out further, particularly within the public sector, as it will be tasked and held to account for delivery.
6. Summary of recommendations and actions 6.1 The WMCA Board is recommended to:
Receive the summary of the consultation feedback on WM2041 set out in the appendix of the main report. Agree that the recovery from the COVID-19 pandemic should be one that supports the ambition for a fairer, greener, healthier West Midlands and builds on those aspects of the crisis that prefigure a low carbon economy. Approve the programme of activity identified in this Board paper including key priorities to be developed in the coming 12 months, alongside the development of a 5-Year #WM2041 Delivery Plan. Agree the need for a coordinated approach around tackling climate change and an effective approach to governance as set out in 2.13.
1.2. We are developing a Delivery Programme of urgent action that we can progress in the coming 12 months. This is particularly pertinent as we consider a post- COVID-19 transition to a ‘healthier, greener’ West Midlands and will include: Establishing the financing options for infrastructure delivery as well as to support continuity of community action and activity on addressing climate change. Developing plans for a large-scale fuel poverty and retrofit programme as well as a Circular Economy Taskforce and routemap to support resource efficiency in the region, whilst also providing economic opportunity and jobs across the region. Support for the route to net zero emissions in the built environment through the development of a standard for new builds, unlocking delivery on challenging brownfield sites and implementing a retrofit programme. Enabling a reduction in emissions through transport as we promote and enable active travel as we come out of lockdown as well as supporting roll out of EV charging infrastructure. Realising the full potential of procurement processes through a revision to the WMCA procurement policy and the Single Commissioning Framework and show leadership, as a Combined Authority, around our own emissions reduction through procurement, audit, reporting and approaches to commissioning and investment. Providing a review of options around natural capital and how we take a strategic approach to green space.
19 Page 177 1.3. Work towards a process of five-year carbon budgets and action plans, with the first one put in place to cover the period from 2021-2026. This will involve: Holding a facilitated meeting with Leaders and Chief Executives as part of building collaboration and coordination around strategy and delivery. The five-year action plans should be co-owned by local authorities and other regional partners. Implementing proposals for the governance arrangements that need to be in place to make us effective, in terms of democratic legitimacy, regional collaboration and overall pace and delivery.
20 Page 178 Appendix 1: The results from the consultation
Introduction This appendix provides an overview of the different types of data gathered to understand how some of the people in the West Midlands feel about climate change, as well as the WM2041 plan itself. It also brings together a high-level overview of the business/ organisation response to the WM2041 plan. The results of the public consultation should be treated as insights, rather than a representative overview of what people in the West Midlands think about climate change or the WM2041 plan. There is however valuable information on how we should communicate with people, as well as understanding what people feel some of the obstacles are. The information was obviously gathered before the full implications of COVID-19 were understood, however the UK’s National Assembly on Climate Change, which has continued virtually through the lockdown, has shown no diminishing of interest in addressing climate change as an issue with 107 of the initial 110 participants still joining the events.
Results from the WMCA questionnaire The aim of this questionnaire was to ascertain some high-level feedback from the consultees, whilst also providing an opportunity for people to add comments through some ‘free form’ text boxes. The following sections take the questions that were asked one-by-one and provide the responses in a quantitative and, where appropriate, qualitative format. The latter is a selection of the responses, which demonstrates the range of opinion.
Which of the following most closely describes your position on climate change? I am engaged and informed and make daily decisions based on reducing my impact on the climate: 70% I am aware of climate change, but I don’t know what I can do as an individual/ family to address it: 15% I find all the information on climate change confusing, but I am concerned about its possible effects: 7% I am not concerned about climate change: 8%
21 Page 179 Position on climate change by age and gender
100 5 5 7 2 3 8 12 12 7 90 3 8 4 13 13 7 17 80 21 16 13 13 70 12 60 50 40 79 76 74 68 71 68 30 62 20 10 0 16-24 25-34 35-44 45-59 60+ Male Female I am engaged and informed and make daily decisions based on reducing my impact on the climate I am aware of climate change, but I don’t know what I can do as an individual/ family to address it I find all the information on climate change confusing but I am concerned about its possible effects I am not concerned about climate change
Which actions do you think are the most important for the West Midlands to take to tackle climate change? Respondents were asked to rank 10 climate change actions that the West Midlands could take to tackle climate change in order of importance, an overall ranking out of 100 was calculated for each action to see which was considered as most important overall. There was space provided for people to add in additional actions if they didn’t feel a particular issue was covered.
In terms of the issue people ranked first, the results break down as follows: 1. Reduce road traffic (walking and cycling more): 33% 2. Conserving energy in buildings: 19% 3. Plant and conserve more trees: 13% 4. Reduce petrol and diesel vehicles: 13% 5. Reduce the use of single use plastics: 12%
When taking all responses into account conserving energy in buildings was ranked as the most important action, this was closely followed by reducing road traffic/walking and cycling more.
Ranked as third most important was planting and conserving more trees, followed by reducing the use of single plastics (fourth place) and reducing petrol and diesel vehicles (fifth place).
Ranked in tenth place and given the least importance was buying organic/local produced seasonal foods.
22 Page 180 Potential Climate Change Actions Ranking, Score And % Rating Action Most Important Ranked score out of 100 calculated using following weighting 1st most important=100; 2nd=90; 3rd=80; 4th=70; 5th=60; 6th=50;7th=40; 8th=30; 9th=20; 10th=10 divided by valid base
Rank Total score out of 100 % most important Conserve energy in buildings such as homes and 1 73 19 offices including making changes to existing buildings Reduce road traffic/walking and cycling more 2 70 33 Plant and conserve more trees 3 62 13 Reduce the use of single use plastics 4 58 12 Reduce petrol and diesel vehicles 5 57 13 Reduce need to travel e.g. by introducing flexible 6 53 6 working Use more electric cars 7 44 4 Encourage more 'green' business into the West 8 43 3 Midlands Increase the amount of energy produced locally 9 42 5 Buy organic/locally produced/seasonal food 10 42 3
Are there any other actions which you think are important for the West Midlands to take to tackle climate change? (Other - please write in) 182 respondents gave further suggestions as to actions the West Midlands could take to tackle climate change. Comments were grouped together under key themes for purposes of analysis. The main suggestions are in the table below.
The top further suggestions focused on investing in a better/more effective public transport network (25%), with a further 10% stating public transport should be free/cheaper.
8% thought that recycling in the West Midlands needed improving, with less going to landfill and wider recycling options.
7% thought new buildings should be green/more energy efficient.
Top Further Suggested Actions West Midlands Could Take Over Climate Change Base : 182 respondents who gave a further comment Responses % Invest in a better/more effective public transport network as alternative to car 46 25 Free public transport/cheaper public transport/ increase tax to pay for free PT 18 10 Make recycling easier/more options for household recycling/reduce waste going to landfill/tetra pak recycling 14 8 New buildings/developments to be green/more energy efficient new homes 12 7
23 Page 181 Encourage repair and longevity of use /second-hand market/borrowing library to reduce consumption 11 6 Support for households/business to make energy efficient changes to their buildings/retro fit grants 11 6 Dedicated cycle infrastructure/safer for cycling 11 6 Unwilling to make any behavioural changes/don't believe in climate change/against climate change schemes 11 6 Policies to incentive business financially to reduce carbon/encourage business to be more sustainable 9 5 More investment in renewable energy/investment in solar/wind 9 5 Scrap polluting modes of public transport e.g. electric Metro; diesel buses 9 5 Encourage people to eat greener/low carbon food 8 4 Invest in more green spaces/pasture as well as planting trees/ensure green spaces are maintained 7 4 Less investment in fossil fuel producing companies e.g. via pension funds 7 4 Incentives to encourage green businesses/green producers/create green jobs 7 4 Stop HS2 6 3 Limit air travel/reduce flights 6 3
These are just examples of some of the responses that were put forward: Take it seriously - all new buildings should have solar panels on them and electric car charging points -all schools/public buildings/supermarket car parks/etc should have car charging points. Free public transport and a scrappage/swappage scheme for most polluting cars. We need to create climate jobs by installing solar panels on all public building and inviting all private buildings to be part of this. We need to insulate homes too. Improve public transport and safe cycle routes, provide grants or interest free loans for home energy efficiency improvements. reintroduce FITs for renewable energy such as solar panels. It makes no sense to invest in fossil fuels through the West Midlands Pension Fund. To tackle climate change, the fund should invest in local green infrastructure. Quantify your aims - or you sound naive and disingenuous i.e. don't just use words like 'improve', 'increase', 'more' but state how to measure the change. Impossible to answer this question as I have no concerns about climate change. How far do you agree or disagree with the following statements on what stops you or other people you know from acting on climate change? ‘My council doesn’t have the right services to help me be more environmentally friendly’ ‘I don’t have the money to make changes’ ‘I don’t know how to make changes and I need more information’ (Figures below are given in percentages)
24 Page 182 What stops you from acting on climate change?
My Council doesn't have the right services for me to be environmentally friendly
I don't have the money to make changes
I don't know how to make changes and I need more information
0 5 10 15 20 25 30 35 40 45 Don't know Strongly disagree Disagree Neutral Agree Strongly agree
Do you have any other comments on what stops you or other people you know from acting on climate change? This was free form text – the responses below are a sample of those taken from the consultation: Individuals are at the mercy of poor transport infrastructure, lots of people would love to leave the car at home but local bus and train services are too poor. Information on how make changes and what changes we can make. I cannot answer this question as what stops me acting on climate change is not what stops other people. Leadership on the issue. Large enough scale initiatives that most citizens can get behind. People are stopped from acting on climate change because they consider the likely impact is not worth spending a lot of money on. There has been no change in council behaviour /services in the wake of declaring a climate emergency. Business as usual has continued (i.e. promoting and funding road schemes). Even people who are homeowners need help to improve insulation and solar power. Please focus on systematic change not individual change.
25 Page 183 Where do you get most of your information on climate change? People were asked to select their top 3 options (shown in the table below), but there was space to include elements that had not been included in the closed questions: 1st 2nd 3rd Newspapers 36% 35% 29% TV 42% 32% 26% Social media 40% 34% 26% From talking with family 15% 30% 55% From government 12% 38% 50% From reading books on 64% 21% 15% the subject Podcasts 8% 45% 47% Radio 24% 38% 39%
Other sources of information include: Academic journals Websites: a variety were given, including UKGBC, Friends of the Earth, Greenpeace, the BBC, NASA, the British Antarctic Survey, the Committee on Climate Change, government websites First-hand observations on how things are changing Environmental groups Public meetings TED Talks Through study Who would you like to see leading the climate change agenda in the West Midlands?
WHO WOULD YOU LIKE TO SEE LEADING ON THE CLIMATE CHANGE AGENDA IN THE WEST MIDLANDS?
National governmen t 23%
Local and regional Council of public citizens sector 25% 52%
26 Page 184 94 respondents gave further suggestions as to who should lead on climate change locally. The table below summarises the main responses: 14% suggested that experts and scientist should lead, while 12% suggested everyone should take a lead. Further suggestions on who should lead on climate change Base: 94 respondents
Respondents %
13 14 Experts/scientists 11 12 Everyone 10 11 No one/waste of time/no such thing as climate change 9 10 Backed up by national government 8 9 All of them/all of the above 7 7 Individuals/members of the public 5 5 Mix councillors/citizens in partnership 5 5 Local councils 4 4 Businesses 4 4 Local referendum needed on climate change ideas/consult widely
There was some free-from text to enable people to provide a response to ‘Other’ – this is a sample of those: Local councils should have this role. They know the area/region and what can or can't be done. Combined Authorities in combination with councils, businesses, charities and the public. A combination - important role of local councils & regional bodies, but need for council of citizens Every level needs to be addressing this issue Citizens should be involved but I worry that a council of citizens would not actually have any power. National Government and regional bodies with local councils and business. Not one body can deliver. Unbiassed scientists who will look at ALL the facts not a social agenda. If there is anything you think we’ve overlooked or haven’t given enough emphasis to in our plans, please provide details below. This was an open-ended question and 215 respondents provided a valid response to this question. Responses were grouped together under similar themes for purposes of analysis. The table below provides a summary of key responses. The main comment focused on the need for there to be more emphasis on improving public transport (16%).
27 Page 185 Respondents also believed there should be more emphasis on saving/creating green spaces/planting more trees (9%) or more investment in cycling (8%). There were a number of comments relating to buildings with 7% equally wanting grants to improve the sustainability of buildings or for new developments to be green and sustainable. There was a sentiment amongst some that the plan lacked clear actions/timescales (7%). In line with this there was also a feeling that the plan needed more urgency and action was needed now (6%). Echoing sentiments throughout this report 7% wanted more emphasis on improvements to recycling.
Suggestions for improvements to the plan Base: 215 valid responses
Responses %
More emphasis on improving public transport/more investment in public 35 16 transport to reduce car use More on saving and creating green spaces/plant more trees/more high quality 19 9 trees More investment for cycling/more emphasis on improving cycling 17 8 Building insulation grants/old green deal/retrofit programme for buildings/use of 16 7 renewables in buildings Planners/new development to incorporate these sustainable policies/green 14 7 focus part of planning application Lack of clear actions/timescales/needs measurable goals and responsibilities 14 7 More on recycling/more emphasis on recycling/recycling of wider range of 14 7 products Urgent action needed/changes need to be made more quickly/need to act 13 6 quickly Public transport to be free/cheaper public transport will encourage use 12 6
Make it more relevant to people/what changes people can make and effect 11 5
These are some of the responses: ‘More engagement within schools would be useful, to provide children with a climate education. From an early age, children will be informed of the practical and sustainable ways in which they can help to combat the climate crisis’. ‘More local examples of how real local people have made eco changes with no negative impact on their lives. I would be encouraged if I knew someone down the road was making these changes as it would encourage me to give it a crack’. ‘I think that we should be working more with other regions. Or if this is already happening, the plans should provide that line of sight with regional, national and international goals. Environmental issues cross boundaries and the people move/travel around the UK for work/social activities. Different regions have different plans/goals and issues around environmental issues and activities are
28 Page 186 not standardised making it difficult for to know what's acceptable and not. Waste is a prime example’. ‘The reality of having a knowledgeable and skilled workforce in place to carry out the work needed, the size of the retrofitting task needed (we will have 70% of the buildings have now in 50 years time),mobilising private business to get behind the initiative and getting the general public on board’. ‘Get balanced information from actual scientists (not just the doomsayers) & do not make decisions based on knee jerk reaction. Revisit & closely study the logistics of your proposals which will turn the Midlands back to pre-industrial times’. ‘You simply must NOT set a blanket ban fossil fuel cars until a viable alternative is available. I have yet to see a FULL economic costing (and risk analysis) for using electric vehicles. To make them remotely viable, there must be a Government contribution to the purchase price. Even then they remain unsafe to travel long distances especially in winter. Perhaps WMCA should provide every home with a really basic, cheap & cheerful electric car for local use?’ Do you want to be included going forward? When asked if people would like to be kept informed, 76% of people said that they would like to be kept up-to-date. In total, 59% of people said they would like to be part of a citizens group looking at tackling climate change.
Novoville The sections below outline the results that came through from the Novoville work. This was a process that used chatbots on Facebook Messenger to get a high-level overview of people’s feelings about climate change and the types of action that people are already taking, as well as what prevents them from doing more. There was much less opportunity for free text in this survey.
According to experts, how likely is it that the current warming trend is the result of human activity? From the results: 23% of people thought that there was a 65% likelihood that climate change is caused by human activity. Another 23% thought that it was an 85% chance. 54% of people thought that there was a 95% likelihood.
29 Page 187 Compared to other issues, how important do you think climate change is?
How would you rate your knowledge about climate change? I don't know anything: 6% Basic: 18% Knowledgeable: 70% Expert: 6%
Where do you get you information about climate change from?
200 180 160 140 120 100 80 60 40 20 0 Friends and Newspapers Social media TV/radio Web family
30 Page 188 How often do you consciously try to diminish your carbon footprint?
What do you do in particular to reduce your carbon footprint? This was an open-ended question. The responses could be largely grouped into: Mobility – using public transport, reducing the number of flights taken, walking, cycling and using a car less. Food – both eating local as well as following a vegetarian or vegan diet Being conscious of energy consumption, for example turning things off at home and not over-heating the house. Recycling and waste reduction, particularly single use plastics.
What obstacles do you and others encounter in trying to reduce your carbon footprint? Again, this enabled people to add their own text into the questionnaire. It should be noted that many people (83%) left this section blank. The responses covered the following broad areas: That it won’t make any difference. People particularly suggested that individual actions will not have any effect. For example: ‘I think something on a massive scale is needed rather than expecting everyone to do little things. One huge effort is needed’. Several people indicated that they didn’t know how to respond to climate change and didn’t have the information to act. Others said that they thought climate change as an issue, or the human element of it, was not real and therefore did not require action.
Who do you think should take the lead on action on climate change? In terms of who this group thought should provide the lead on climate change, the responses were quite different: Central Government: 52% Corporations: 21%
31 Page 189 Individuals and family: 14% Councils: 3% Regional authority: 10%
In-depth workshops This work was taken forward with The Democratic Society (Demsoc), who have extensive experience in working with people and communities on climate change. They ran two participatory workshops with groups across the CA area to understand their thoughts on the plan and find out people’s preference for long-term engagement on #WM2041.The aim was to target different cohorts to gain and compare insight. The workshop session plan was co-designed by Young Combined Authority, WMCA and Demsoc. Two workshops were held (a third was unable to go forward because of restrictions that came into lace around social gatherings). They were with two groups of people: one in Dudley and the other in Solihull. The feedback from the workshops were as follows: Dudley Young People's Group (10 young people aged 16-25) Education relating to climate change could feature more strongly in the plan – letting people know what’s in the plan, why actions are important and how this might affect them. In relation to ‘Our future will respect our heritage,’ young people added ‘We will learn from our mistakes,’ as well as ‘being proud of where we live.’ Inclusion of vulnerable groups, specifically homeless young people, was seen as important, in connection with ‘taking everyone with us’. Getting regular updates and information out was raised, especially when things change so fast – like legislation on car use. Worry about having the right skills for the upcoming future workplace was expressed. Rewarding good behaviour, such as using public transport and recycling, was mentioned. A lack of confidence was cited as a potential barrier to involvement, including not knowing enough about what stage policies are at, what is planned, and the best way to be involved in this. Updates that could address are important. In one case it was suggested that communication about coming changes is what would be most important to some people, more than being involved in these decisions. There was lots of feedback on the format, content and style of the plan itself. Suggestions included shorter, easier to read versions and using diagrams and videos. The young people were keen that work is done on how the plan is disseminated, so more people know about it and know how they can get involved in it. It was felt that young people should be involved in developing future communication around this topic to make sure it works for this audience - for example by working with colleges.
32 Page 190 Experts by Experience (EbE) Solihull CIC (6 people, mixed age groups) This group highlighted not leaving anyone behind, as the most important principle in the climate change plan. Having information that’s accessible was seen as really important - and an important aspect of democracy. While there was interest in the combined authority’s climate change plan, it was felt that it is too long and too hard to take in. Suggestions for making it more accessible included: a spoken version with visuals, a video of someone explaining it, using colour combinations that work better for people with dyslexia, and using pictures and bullet points. Members of the group were interested in helping improve the accessibility of information in the future, and in helping reach a younger demographic. It’s important to be aware of who is left out amidst changes being made. For instance, one participant couldn’t use public transport and so wanted other environmentally friendly travel options. The direct personal impact of changes was recognised as an important concern, and something that people would like to have a say on. There was a desire to collaborate with local authorities on how to improve quality of life amidst these changes, rather than just being told about them. Potential barriers to involvement include not being invited to collaborate, lacking knowledge of consultations, and time constraints. Friends, family and carers were highlighted as trusted sources. There was interest in sharing views digitally as well as working together face to face – with suggested options including online surveys, social media, email or text messages. Getting involved online from home can help overcome time barriers. Participants wanted occasional updates on the plan, unless there were important developments. Preferred channels of communication included social media, text, email and face to face.
The response from business/ organisations In total there were 31 responses to the WM2041 plan from the public, private and third sectors. The responses came from: Birmingham City Council Coventry City Council Black Country LEP Arup Cemex Energy Capital (a coordinated response from the Board) UK Green Building Council Friends of the Earth Climate Alliance Network for the West Midlands National Express Sustainability West Midlands
33 Page 191 Circular Economy Club Royal Town Planning Institute Royal Institution of Chartered Surveyors (who coordinated a response from: West Midlands and Oxfordshire, CBI; Arcadis; HS2 Ltd; Institution of Civil Engineers; Chartered Institute of Building; RIBA; Innovation Alliance for the West Midlands; Planning Futures; Chartered Institute of Housing; and, RICS itself). TDC Air Quality, Congestion and Environmental Sustainability Lead Member Reference Group Tyseley Energy Park Karakusevic Carson Architects Adelan RSPB Central England Quakers Midlands Energy Hub There were some very detailed responses to the plan, as well as some additional suggestions included for specific areas of activity. We will work with the outputs of the submissions in developing the next steps for WM2041, over the next 12 months and in terms of building the five yearly delivery plans. Response to the consultation The consultation exercise was split into a number of different elements, which resulted in a wide range of responses from members of the public, as well as from organisations. We asked four questions as part of the consultation: Was anything missing? What are the barriers and challenges as well as the opportunities? What should accountability and governance look like? How should we involve citizens? The following text draws upon the responses that were made by more than one organisation. We will also be taking into account the other comments and suggestions that were made as we go forwards.
Was anything missing? Interim targets are needed on the route to taking emissions to net zero by 2041, split by priority area. Retrofit was used as the example: e.g. how many houses would we complete each year? What are the costs of doing so? What would the carbon savings be? Etc. Role of procurement: this needs to be strengthened through the report as it is an important way for the public sector to drive change More emphasis required on decarbonising energy production. Reversal of damage to nature and ecosystems – broadening focus from biodiversity net gain to encompass active management and conservation. Divestment from fossil fuels – particularly, but not exclusively, relating to the West Midlands Local Government Pension Fund. This is already in WM2041, but organisations wanted to emphasise it.
34 Page 192 More emphasis on embodied carbon, particularly in construction. More ambition around transport plans and investment into them – where is it coming from and what are the priorities?
Opportunities Be more explicit about links with flagship infrastructure projects, particularly how we will work to influence projects like the Commonwealth Games, Coventry City of Culture and HS2. Identify opportunities around hydrogen and hydrogen fuel cells. How to maximise the opportunities around skills in low carbon industries.
There was almost no discussion of challenges and barriers, possibly because these have been well-rehearsed in the past and were covered within the report. Partners appear confident that these are not just words, so the focus in responses was focused on enabling and accelerating change.
Accountability and governance There needs to be greater clarity about powers and where they sit – for example, what sits with the WMCA, what powers sit with the local authorities. The reality is that there is significant overlap in these powers, and leadership is often created by where resources are funnelled to, so is therefore subject to change. However, the five year delivery plans will be an opportunity to provide some clarity with regards to delivery in this space. Need to build a partnership across ALL sectors this will require us to think carefully about the governance for delivery and what it should look like. Need annual reporting to understand how we are progressing against a range of measures – not just carbon.
Citizen engagement Nothing conclusive came from the organisational responses, but this has been considered in a broader sense via the wider public consultation and the work led by The Democratic Society (summarised above).
Big ideas As well as the responses to our specific questions on the plan, and the introduction of additional actions that we might want to consider, some of the organisations came forward with strategic enhancements that should form part of the next steps: We should include Scope 1, 2 and 3 emissions in the plan Clarify the role of local authorities in meeting the WM2041 target Be clear on financing Develop an action plan
Additional actions In addition to some of the high-level ideas and thinking, there were some more specific suggestions made for inclusion into the WM2041 climate plan. The action WMCA
35 Page 193 takes will now be bundled into the fiver-year delivery plans and these will be considered as part of that process. Ban diesel gen-sets in the city centre due to their well-known and unpopular emissions Do we need some type of Environment Infrastructure Levy? Embed environmental requirements into the Single Commissioning Framework Use data from the Nature Recovery Network to guide decision-making. Reference local assets - e.g. Black Country Geopark due to receive UNESCO approval Explore how to decarbonise historic buildings. Ban car idling – should be put in place by WMCA and enforced by local authorities Zero emission taxis and buses should be supported within the 5 years timescale, particularly in the cities and larger towns, in respect of CAZ requirements. Need more on decarbonisation of heat, localised energy and renewables Be clear on measures to support the supply chain Identify alternative fuels for larger vehicles Consider e-bikes – their role and how we accommodate them Provide training and information for planners on devolved energy, energy storage etc Include the role of the sharing economy
36 Page 194 Appendix 2: The elements of the 5-year action plans
37 Page 195 This page is intentionally left blank Agenda Item 14
WMCA Board
Date 5 June 2020
Report title Recovering the Transport Network - Towards a New Normal
Portfolio Lead Transport - Councillor Ian Ward
Accountable Chief Laura Shoaf, Managing Director, Transport for Executive West Midlands email: [email protected] tel: (0121) 214 7444
Accountable Mike Waters, Director of Policy, Strategy & Employee Innovation email: [email protected] tel: 07584 333540
Report has been Strategic Transport Operators Group considered by Senior Leadership Team Programme Board
The WMCA Board is recommended to:
(1) Approve the Terms of Reference for the multi-agency Local Resilience Forum Transport Cell, established as a temporary and evolving measure to coordinate the collective response to managing the transport network through the COVID 19 crisis (as set out in Section 4 and Appendix A).
(2) Approve the outline of the TfWM Covid-19 recovery action plan which will remain under development as detailed in Section 6 and Appendix C.
(3) Approve the approach to the co-ordination and administration of the Emergency Active Travel Funding from DfT and delegations as set out in Section 7.
(4) Approve the partnership approach and associated delegations for responding to the Department for Transport’s proposed call for national eScooter Trials set out in Section 8.
Page 197 (5) Note the longer-term impacts and challenges for the West Midlands Transport System in responding to the unprecedented nature of the Covid-19 impact as well as tackling pre-existing strategic issues such as climate change, as set out in Section 9.
(6) Note the potential need for TfWM to manage its financial resources to ensure priorities are delivered, subject to TfWM gaining the necessary supplementary approvals to do so.
Page 198 1. Background
1.1 Since the start of the Covid-19 lockdown, the UK transport sector has faced the biggest crisis in modern times as the pandemic affects the country’s way of life. The national priority has been to reduce the loss of life from the spread of the virus. Economic and social activity has been, and will continue to be, compromised to achieve this. Passengers and commuters have been advised to follow strict Government advice to limit travel and social interaction and to take special measures when travel cannot be avoided.
1.2 From the end of March to early May, strict lockdown arrangements have been in place and transport operators have reduced services in response to reduced levels of demand whilst maintaining essential service levels to support key workers.
1.3 On the 11th of May the Government laid out an initial route to a relaxation of those restrictions. Before and since publication of guidance from Government, TfWM has, working with regional partners, sought to develop its preparedness for potential increases in transport demand and to highlight the challenges for the transport system in the short, medium and longer term.
2. Initial Operational Response from 23 March 2020
2.1 Working with transport operators, the local resilience forum, and Government, TfWM coordinated service changes to maintain a reduce transport network ensuring a comprehensive network of public transport for critical and key workers such as NHS, carers, food and distribution workers, etc. This network was specifically enhanced for those that needed it most. This was accompanied by a national and regional communication plan to discourage travel, with the key message to stay at home in line with the government restrictions that were in place at the time.
2.2 Throughout this period Transport for West Midlands focused initially on:
Protecting Staff Ensuring we support our customer facing staff including those at bus stations, travel centres/shops, Customer Intelligence, and Metro staff who interact with the public on a day by day basis. Supporting an emergency transition of TfWM business activity to working from home where this has been possible. Supporting transport providers and their employees through a coordinated approach to welfare of staff, such as the provision of Personal Protective Equipment (PPE). The West Midlands Bus Alliance operators have tragically seen three bus drivers lose their lives to Covid 19 which is a stark reminder of the implications for front line staff.
Supporting passengers By providing one version of the truth via the West Midlands Network website for all modes of travel and giving advice around social distancing and essential travel in line with government messaging. Temporarily suspending the pre 9.30am restriction for concessionary travel so older and vulnerable groups could access shops opening early for them during the period of lockdown and up to the end of May 2020. Temporarily introduced during the lock-down on West Midlands Metro, and gained agreement from all Bus Alliance bus operators, a period of free travel for NHS employees. This is currently operating and proposed for a period of up to the end of June 2020. Page 199 Regular service and travel information sharing across partners and NHS trusts to help inform key workers Maintained first and last journeys on all modes to support essential key workers shift patterns. Facilitate Direct Debit suspensions and ticket refunds. Enhanced cleaning regimes across the transport modes and on TfWM infrastructure.
Supporting operators and securing essential services Worked with national bodies and authorities to secure funding from government for bus operators and Metro to support the loss of revenue. Provided a wider regional financial support package for bus operators for lost journeys as requested by government. Coordinated the reduction in transport services based on Government advice, supporting the emergency processes put in place for rail, bus and Metro. Worked in collaboration with the NHS and Department of Health and Social Care to ensure all frontline public transport staff could access testing as quickly as possible. Coordinated service changes for bus and Metro across the network with bus operators and Midland Metro Limited to ensure the required level of services were maintained where they were most needed. Implemented an enhanced cleaning regime at bus stations, bus shelters, tram stops and tram vehicles and have continued to clean and maintained all on street infrastructure. Retained a critical service for the monitoring of CCTV and the RTCC on the transport network to ensure we keep the network safe, monitor capacity and manage any other incidents with transport partners.
Supporting key workers & the NHS Coordinated data sets from NHS trusts to understand key worker journeys which helped to shape the maintained network during the lockdown period. Gained agreement across local bus and Metro operators to offer temporary free travel to NHS workers. Maintained service levels on key routes serving key worker locations. Provided shuttle services from Park and Ride and key interchanges to hospitals using the Ring and Ride fleet as a demand response service. Noting that to date we have seen over 3,000 journeys made on this service. Provided free Park and Ride for NHS workers at stations managed by TfWM which usually charge for parking. Coordinated the travel planning around the set-up of the Nightingale hospital at the NEC.
3. Impact on the Transport System
3.1 The lockdown has resulted in significant changes to the transport system. Demand for travel has reduced significantly and the UK public transport network is currently being publicly funded in its entirety as it cannot operate commercially at this time. The significantly reduced demand and capacity of the public transport system means this financial pressure is likely to remain for an extended period. There are consequent public and private sector risks arising from this and a likely impact of increased transport demand on other modes as a recovery from the pandemic takes place.
Page 200 3.2 The following graphs illustrate some of these changes to the transport system e.g. levels of Commercial Swift usage (the West Midlands Smart public transport fare system) have plummeted as patronage has dropped. Across the highway network average traffic speeds have increased as the roads have emptied.
Page 201 mode by
Journeys
Commercial Swift
Page 202 3.3 These reductions in travel have had a number of positive impacts:
In early April, nitrogen dioxide levels reduced by the following percentages, compared to the previous five year average for the same time period: Monitoring suggests that levels have reduced in Birmingham by around 42%. There have been reductions in carbon emissions related to recent reduced traffic levels. UK figures from Sia Partners show UK emissions have reduced by 36% from the start of the lockdown to early May.
4. Moving out of Lockdown – Transport working through a LRF Transport Cell
4.1 On May 11th the Government set out a strategy for the lifting of Lockdown restrictions in the UK. This seeks a balance between the risks of incurring a second wave of COVID- 19 restrictions and enabling a restart of the economy. Transport is and will continue to play a key role in facilitating this national strategy.
4.2 To transition from response to recovery, the Recovery Co-ordination Group (RCG), led by the WMCA and built around the WMCA’s programme board, is developing a Recovery Strategy.
4.3 The work of the RCG has been split into three phases:
4.4 The transport focus for recovery is being led by Transport for West Midlands through the Local Resilience Forum ‘Transport Cell’. This brings together the transport operators, authorities, Local and strategic Highway Authorities, Police and Transport Focus to support the development and implementation of the regional transport recovery activity.
4.5 The group is broad as it is tackling the complexity of a transport system which has a number of parties responsible for its operation and management as they collective rise to the challenge to delivering a co-ordinated approach. The cell allows Transport for West Midlands to work closely with our Local Authorities, transport operators, Highway England and West Midlands Police to begin to plan for the West Midlands transport system to respond as the UK moved into the next phase as Lockdown restrictions are relaxed in a series of phases. Page 203 4.6 The Transport cell is providing updates to the RCG on the scale-up of transport services as we emerge from the national restrictions. The Transport cell is also providing an operational response, with information from the transport cell being reported through to the Strategic Coordination Group set up to respond operationally to the pandemic.
4.7 TfWM teams have been working with partners and Government to understand the issues for each mode and to anticipate and prepare for the lifting of lockdown restrictions and ensure that the response is now being co-ordinated effectively across all modes of travel.
4.8 The Transport Cell has responsibility to support the execution of the Transport Recovery Plan by providing a safe, clean and functioning transport system for those that need it, increasing transport capacity in line with national and regional exit and recovery strategies.
4.9 Terms of Reference for the Transport Cell are attached at Appendix A and the CA Board is asked to approve these.
5. The West Midlands Local Transport Recovery
5.1 The Department for Transport (DfT) wrote to all Combined Authorities/Local Transport Authorities and Local Highways Authorities in England, outside London, on 12th May 2020. A copy is attached at Appendix B.
5.2 DfT is looking to Combined Authorities/Local Transport Authorities (i.e. TfWM) to lead the overall transport planning working across their area, bringing the most important local partners together on a very regular basis to drive forward work at pace.
5.3 The DfT set out that they expect all authorities to co-operate fully with, and respond rapidly to, area-wide planning, particularly where their action is required – e.g. to re- allocate road space or manage pedestrian movements.
5.4 The Government’s has also published a number of pieces of supplementary guidance for passengers and operators and for the use and management of public realm. These have been used to inform and shape our responses.
5.5 There are a number of key challenges for the transport system as we move out of lockdown:
Remaining uncertainties over both the detailed timing and the nature of the phasing of the release from lockdown ‘Exit Roadmap’ published on 11th May. Despite current advice not to use public transport unless it is essential in order to protect it for those who need it the most, the level of anticipated demand for public transport remains unclear as we move through future phases of release from lockdown (aligned with ongoing requirements to maintain social distancing). Funding the cost for the operation of a public transport network which may be operating at full pre-Covid 19 service levels or better, but is generating as little as 25% of the revenue it was based on social distancing requirements. Addressing any need for increased capacity to support demand in the context of social distancing at a time when reduced revenue may drive commercial providers to reduce costs in order to manage commercial impacts. Factoring in additional costs such as staff to support increased levels of cleaning, providing information, and customer support. Page 204 Assessing the medium-term implications of the pandemic on how we plan for and deliver transport, such as powers to better manage an integrated transport system holistically across the region. These must strive to enable seamless coordination between modes and operators at the appropriate times during a period of emergency measures such as social distancing.
5.6 Beyond the Transport Cell we will continue to work closely with our Local Highway Authority partners, other Local Transport Authorities, Urban Transport Group and the Department for Transport to understand these issues. We are also drawing on lessons and experiences emerging from other areas of the world which are ahead of the UK in their emergence from lock-down and tackling the challenges we are likely to face in the West Midlands.
6. TfWM Recovery Plan
6.1 To support the wider recovery and co-ordinate activity, TfWM has developed an initial recovery plan for its own activity. The plan considers both the short-term issues we face as we start to remobilise the transport system and the longer term questions about what the impact of the pandemic will have on how we plan for and deliver our transport system in future.
6.2 A summary of the plan is attached at Appendix C, which is based on six overarching programme themes:
Network Operations and Planning – Making travel safe and secure, ensuring a clean and functioning transport system for those that need it, increasing transport capacity in line with national and regional recovery and exit strategies. Funding for a safe, resilient and financially secure essential transport system – Securing funding for transport measures to support social distancing, including rolling out walking and cycling improvements. Developing a revised financial model for delivery of schemes and operation of transport services, in particular for bus, rail and metro. Creating a transport information campaign and behaviour change programme – Implementing a coordinated and consistent communications plan that provides up to date information on services and advice on travel. This will promote choices for travellers about how and when to travel if necessary and influence those industries that can to minimise their demand on the network to do so. Infrastructure Delivery Programme – Re-starting critical projects to support the regional economic recovery and flexing the programme to reflect increased costs and available funding. Transport Data & Intelligence – Develop insight and data tools to support policy development and operational decision making, including attitudinal and behaviour surveys of travellers, acceleration of sensor deployment and modelling scenarios for a ‘new normal’. Developing a Transport Recovery Strategy (aligned to the review of the Local Transport Plan already underway) – Adapting existing workstreams to ensure that in the medium to long-term the region is best place to maximise the positive opportunities such as increased receptiveness to home working and minimise potential negative pressures such as increased car usage.
Page 205 6.3 Within this programme significant effort has been placed on Communications and Engagement Activity:
A communications working group has been established which links into the Transport Cell with representation across internal teams and key partners such as National Express, West Midlands Trains, West Midlands Metro, Highways England and Local Authorities. The group aims to provide a joined-up and consistent approach to communications and information across the integrated transport network, specifically around the social distancing guidelines from government and the operational recovery of the network. Various forms of artwork, to encourage people to maintain social distancing, have been developed under the West Midlands Network brand family to ensure consistency of look and messaging across all modes, stops and stations, using the key strapline of Stay Safe. Stay Apart. These measures are being rolled out from w/c 18 May 2020. Further work will then commence to push active travel and support people switching to cycling or walking to support the public transport capacity reductions and new or temporary cycling and walking measures developed. The RTCC will be monitoring the public transport and local road network and we will be reactively supporting any issues or incidents with communications as required. A summary of key messages being given to the public is attached at Appendix D
6.4 Managing and coordinating the bus and Metro network as key local transport solutions has been a critical part of the process where over 82% of public transport journeys in the region were undertaken by bus and Metro prior to Covid 19.
6.5 Once the national emergency measures started to be developed TfWM worked with the office of the Traffic Commissioner who has powers over bus service registrations and put in place an emergency process to support service changes. We worked with the NHS to develop bespoke shuttle services to support NHS staff, and worked closely with bus operators to develop a network that provided services to key workers and other critical journeys safely, supporting changes where demand outstripped supply to ensure a safe network.
6.6 As set out earlier in the report providing a temporary lifting of the pre-09.30 concession for English National Concessionary Travel Scheme (ENCTS) pass holders supported some of our most vulnerable residents to get to shops and supermarkets earlier during a time when they were being offered special opening times earlier in the day, prior to the general increase in both services and customer levels from June 1st. This concession was terminated at the end of service on 31st May 2020 at a time when peak time capacity on bus services was expected to be increasing and potentially putting ENCTS pass holders at increased levels of risk on the network and a greater chance of not being able to access services.
6.7 On the back of this TfWM are working with stakeholders and partners to identify additional processes and powers that will support improved management of the recovery, along with improved resilience to any future emergency situation. These are being developed in conjunction with transport providers and we will expect to report back to the WMCA in the very near future with further proposals.
Page 206 6.8 Also Data and Insight has been a critical focus:
Developed by TfWM’s Data Insight team an operational dashboard drawing on progressing more data sources has been established and opened to DfT, transport operators, highway authorities and others as required to provide a daily view of the state of the network. A public survey seeking views on the impact of the pandemic on people’s travel choices now and their perceptions and attitudes of how they might choose to travel in the future was released. The survey closed on 11th May with over 6000 respondents. This highlights:- o Of those expressing an opinion, 65% felt the bus operators’ response had been excellent/good. 61% held a similar opinion in respect of rail operators and 59% in respect of Metro. o 43% of public transport users are extremely concerned about using public transport post lockdown. o Increased cleaning patrols (88%), Social distancing when queuing (82%) and when travelling (72%) are essential in renewing passenger confidence. o The top-3 things respondents wanted to see change/ learn lessons from were cleaner air (81%) and reduced traffic on roads/ reduced car use (75%), followed by a better work/life balance (67%). o The two things people are most likely to do when lockdown restrictions are lifted are walk more (47%) and working from home more (39%). The thing they are most like to do less of is use public transport (36%). o The need to continue engagement with the circa 3000 respondents who have provide consent to be contacted for this. Accelerating the use of resources available through the Future Transport Zone to help deliver a sensor programme to address our lack of data on the live visibility of the operational highway network – where a regional view is currently patchy. This will enhance the Regional Transport Coordination Centre, providing benefit for road users, including public transport and our local highway authorities.
7. Emergency Active Travel Funding
7.1 On 9 May the Government announced an ‘Emergency Active Travel Fund’ (EATF) and guidance to work with local authorities across the country to help make it easier for people to use pedal cycles and walking for commuting or to get daily exercise. An allocation of £250 million from the £2 billion investment in cycling and walking, previously announced at the March 2020 budget is to be made available immediately to support the delivery of temporary schemes such as pop up cycle lanes and widening pavements. The fund also includes opportunity to introduce temporary bus priority measures to maintain bus service performance at a time when it may come under increased strain if there is an increase in car travel.
7.2 In the letter from DfT which outlines the collaborative approach for delivery of a Green Transport and Restart and Recovery in addition to the cycling and walking infrastructure, additional measures were proposed such as walking to school and working with businesses and organisations.
Page 207 7.3 Guidance for the Emergency Active Travel funding is yet to be published, but it is understood that up to £17.2 million will be made available to the West Midlands. Access to this will be subject to the ability to meet specific criteria set out by the Department for Transport and the monies will be made available in two tranches. The ability to implement ambitious measures very quickly is understood to be a critical factor in DfT’s assessment of any proposals. A verbal update will be provided at the CA Board on the latest position by the Portfolio Lead for Transport.
7.4 Allocations have been made by a formula which reflects levels of public transport usage, because areas with higher levels of public transport use will come under the greatest pressure as lockdown restrictions are eased. Therefore walking and cycling will be the most important to relieve the pressure.
7.5 Combined Authorities will be expected to co-ordinate proposals for their areas. It is also expected that the £250 million will need to be spent by the end of March 2021 so proposals will need to demonstrate that there is political will and that they can be delivered very quickly.
7.6 TfWM has been in discussions with DfT, Urban Transport Group (UTG) and other Transport Authorities to help influence the Government’s approach on the funding.
7.7 Following discussions at STOG on 15 May 2020, the following themes were identified for the EATF:
Infrastructure – make the most of existing and develop and deliver new, initially temporary leading into more permanent measures Access to cycles – owning, loaning or providing Supporting people – Ensure that residents are capable, provided the opportunity and have the motivation to choose active travel.
7.8 Ahead of guidance from Government, TfWM has asked local authorities to propose potential infrastructure schemes and are working to forward fund LA’s so they can implement them at pace. These are subject to relevant review and approvals but demonstrate the level of ambition in the region. In addition, TfWM are working with all local authorities on potential priority schemes for the highway, as well as emergency measures for bus infrastructure to support social distancing.
7.9 As well as infrastructure proposals, there is a need for an overarching regional programme of communications and supporting measures which would be coordinated by TfWM.
7.10 On a national level DfT are commissioning packages of work with several of our partners including Sustrans and Cycling UK. These plans are currently in development.
7.11 In the interests of being able to respond to the Government timescales the WMCA is recommended to delegate its powers in respect of this initiative to the Managing Director, TfWM and Director of Development & Delivery, TfWM (working in close liaison with the Finance Director, WMCA) in order to
7.11.1 Act on behalf of TfWM and WMCA to develop and deliver the Emergency Active Travel Fund (EATF) programme jointly with the Local Highway Authorities.
7.11.2 Work with STOG (strategic transport officers working at Director level from constituent Authorities)Page to shape 208 the detail of EATF. 7.11.3 Operate through TfWM and the WMCA’s standard assurance, governance and Member oversight processes to shape and deliver the programme.
7.12 The delegations are to be exercised under the direction of the CA Portfolio Holder for Transport in consultation with the participating LHA Cabinet Members for transport. The initiative will be delivered and resourced alongside the existing Walking and Cycling Programme to maximise project management efficiencies and the use of scarce technical skill sets. As part of this the existing structure of Officer based Cycling and Walking Officers Group (covering the Black Country, Birmingham, Solihull and Coventry) will ensure integration with all local programmes and will co-develop any necessary Local Authority Cabinet or Cabinet Member briefings as required.
8. eScooters
8.1 eScooters are one of the new forms of transport emerging as technology, cost effective manufacturing and batteries improve. As with electric bikes, they are starting to be used by private owners. They are also being used in various cities across the world as part of public sharing and hire schemes.
8.2 In an urban context they can help with providing easy first and last mile access to points of interest and transport interchanges. Being generally more portable they can be more easily carried on public transport and into workplaces - and so can make multi-mode journeys easier. However, as with any emerging technology there are concerns about unintended consequences, particularly the safety of riders and other road users such as pedestrians.
8.3 Currently eScooters are not legal for use on the public highway and should only be used on private land. Enforcement of use on the highway is difficult and increasing usage is being observed. There are no rigorous studies of the issues and limited information on which to base new regulation on which could ensure vehicle safety and standards, or to set out what acceptable and safe use should look like.
8.4 In a wider initiative to promote walking and cycling as part of a green and healthy recovery from COVID 19 the Secretary of State for Transport announced the acceleration of eScooter trials planned for 2021. These were to have been limited to the new Future Transport Zones, of which the West Midlands is the UK pathfinder. However, in a bid to see wider engagement and take-up of trials across both rural and urban areas the call for trials will be open to any interested area. It is expected that the FTZs will be significant participants and the DfT remain keen to see eScooter trials bought forward in a coordinated way with the other initiatives in these zones. The objectives of the trials are understood to include:
Providing faster access to more places Accelerating the ability of the transport system to return to normal Off-setting the potential for a mass reversion to car use in urban areas Supporting a healthy and green re-start post COVID Providing learning:- o Improving the evidence base, which globally is inconclusive o Understanding if eScooters could be made safer if they are not safe enough o Informing future legislation and/or regulation o Better understanding pricing models Page 209 8.5 No extra dedicated grant money is formally available to support the trials and participating areas are expected to work within existing funding. eScooter operators are expected to front the main cost of the trials. Informally there is potential to work with the £250m Emergency Active Travel funding allocations, but this is currently unconfirmed.
8.6 In line with the intent to support the COVID recovery the trials are expected to go live over the Summer of 2021 or earlier if feasible, with preliminary evaluation in the Autumn and in total operating for a minimum of 12 months. Regulatory changes to enable legal use with the official trial zones are expected imminently with the formal consultation launched on the 18 May 2020. This closes on the 2 June and trials are expected to start from as early as late June 2020 with no trials starting later than August 2020.
8.7 It is proposed to bring forward a regionally coordinated programme of eScooter trials for the West Midlands in response to the call. This would be a close partnership between Local Highway Authorities and TfWM. Local Highway Authorities would lead the zone identification, road safety and traffic management issues, with TfWM supporting through coordination, resourcing and facilitating, plus M&E and maximising Future Transport Zone synergies:
A lead LHA (Birmingham City Council have volunteered) would provide a coordinating perspective for all the involved LHAs supported by an Officer project group open to all willing LHAs (constituent Authorities and non-constituent Local Transport Authorities to the WMCA) to put forward and include zones. TfWM would provide a single point of contact to other national Trial Zones and the DfT, supporting open sharing and collaboration with the objective of securing legacy benefit and coordinated expansion of the operations if proven beneficial.
8.8 As well as fulfilling the overarching national trial objectives, a critical goal would be to embed eScooters within a cohesive overall transport experience associated with the Network West Midlands brand and information / travel guidance (but with local identity / or event specific identity as appropriate). Placing safety at the heart of any trials will need to be a critical component of any trial specification. A range of individual but coordinated trial zones across all interested LHAs could include:
Targeting several operators to maximise learning about the user response to different service models and charging regimes Integration / interaction with pre-existing initiatives such as bike hire and Swift as central to the trials to ensure they complement the transport system and other Future Transport Zone work Assessing mode-share impacts, from other sustainable travel and car use – as well as overall active health impacts Exploring vehicle performance and data sharing standards Different environments such as campuses, transport interchanges, Park & Ride access, access enhancements to local centres, city centre locations, longer corridors urban corridors and more rural settings. Investigating safety; interaction with other vulnerable road users (to ensure specific needs are addressed); understanding social inclusion and accessibility impacts, cultural and physical barriers, enforcement and vehicle performance issues.
Page 210 8.9 There are significant potential synergies for any eScooter trials with the existing Future Transport Zone programme, especially the committed enhancements to Swift, Mobility as a Service trials and Mobility Credits initiatives. The FTZ programme is wholly grant funded and has capacity to support any anticipated small additional local costs of the trials that cannot be covered by participating eScooter operators.
8.10 A further critical synergy is the interaction with the regional bike hire scheme. The eScooter trials will be required to be limited in physical scope and duration, and as such will not have an immediate direct material commercial implication for the bike hire contract. As the wider strategic bike hire scheme is implemented and the learning from the eScooter trials emerges measures will need to put in place to ensure maximum benefit for the region. These will need to ensure any wider roll-out post trial of positive aspects of eScooters is compatible with and doesn’t undermine the bike hire arrangements, but that also the bike hire contract doesn’t fetter the ability to exploit the learning from the trials.
8.11 In the interests of being able to respond to the Government timescales the WMCA is recommended to delegate its powers in respect of this initiative to the Managing Director, TfWM and Director of Policy, Strategy and Innovation, TfWM (working in close liaison with the Finance Director, WMCA) in order to
8.11.1 Act on behalf of TfWM and WMCA to develop and deliver an eScooter trial programme working with the relevant participating Local Highway Authorities, expediting procurement and contracting to meet national timescales as required. 8.11.2 Work with STOG (strategic transport officers working at Director level from constituent and non-constituent Authorities) to shape the detail of the trials. 8.11.3 Operate through TfWM and the WMCA’s standard assurance, governance and Member oversight processes to shape and deliver the programme.
8.12 The delegations are to be exercised under the direction of the CA Portfolio Holder for Transport in consultation with the participating LHA Cabinet Members for transport. The initiative will be delivered and resourced alongside existing transport innovation programmes to maximise project management efficiencies and the use of scare technical skill sets. As part of this the existing structure of Officer based partnership delivery boards for Transport Innovation (covering the Black Country, Birmingham, Solihull and Coventry) will ensure integration with all local programmes and will co-develop any necessary Local Authority Cabinet or Cabinet Member briefings which are required support any trials.
9. From Consolidation to Acceleration - Longer Term Challenges for Transport
9.1 Covid-19 is likely to have long lasting impacts on societal norms and the way we live our daily lives, including the way we travel for work, education, shopping and leisure. In the short term the need to continue with social distancing will require many to continue working from home. Whilst some shops, businesses and leisure facilities may reopen these will also be subject to restrictions and this will shape peoples travel patterns.
Page 211 9.2 The capacity of the public transport system is currently circa 25% of pre-Covid 19 levels, assuming that all pre-Covid 19 service levels can be mobilised (which is not currently commercially viable). This is a significant threat which is likely to have a long-lasting impact on viability of public transport services. Whilst there could be some positive travel behaviour changes, including more working from home and more walking cycling, there could also be negative impacts as a result of more car use as people retreat into the isolated environments of their cars. Critical potential impacts include road safety, air quality and carbon emissions increases.
9.3 Practically there are already significant implications for the levels of subsidy that public transport has required since the start of the pandemic in order to retain the levels of accessibility and service frequency that many in society consider essential.
9.4 This will also have varying degrees of impact on public sector finances both in terms of how the transport system is paid for – where revenues are raised from and how different segments of the transport system are operated and delivered - but also the costs that transport imposes on society and the environment e.g. health issues related to air quality could reduce as a result of behaviour change.
9.5 For Transport for West Midlands key issues will be to consider the role of our services and assets in a new transport paradigm. There are potentially challenges for us in terms of how we fund existing and new infrastructure e.g. Metro extensions. The implications at this time are not fully quantifiable due to uncertainties on future demand and the speed of return towards a new normal.
9.6 In the short to medium term there are a number of key areas of activity which will continue to support recovery and will support a path towards a zero carbon, green future West Midlands, delivering our #WM2041 ambitions.
Building on HS2 which has now received Notice to Proceed from Government and seeking to boost resources for our HS2 Connectivity package. Accelerating our wider transport investment programme investing in corridors and supporting the regeneration of centres (including 2021 Capital of Culture and 2022 Commonwealth Games) Improved 5G infrastructure to support a longer-term switch to home working. Accelerating Electric Vehicle Charging Infrastructure. Active Travel and Behaviour Change Investment at unprecedented levels is required- continuing to build on behaviour change accelerated by measures such as the Emergency Active Travel Fund and changes to travel patterns and working from home.
9.7 In the longer term our transport strategies will need to evolve to respond to the changes in travel demand as a result of the pandemic and to help us deliver inclusive growth but also to meet the reductions in carbon emissions that we have committed to.
9.8 There are already a number of problems particularly with regard to delivering inclusive growth which are in part a failure of our current transport system:
Climate emergency Loss of local assets Physical inactivity Transport inequality (inequality of access and inequality of impacts) Page 212 9.9 There are real risks that Covid-19 induced behaviour changes could make these issues even more difficult to address through:
A high carbon recovery - due to the current cost of fuel and the perceived ‘safety’ of car travel and an associated reluctance to tackle the real and pressing danger presented by climate change. Long-term increase in congestion, poorer air quality and impacts to road safety. Increases to the costs of operation in tandem with reduced demand risk undermining the long-term financial viability of the public transport system. Potential fare increases for public transport in response to changed operations and demand risk increasing social isolation and inclusion agendas.
9.10 Historically, recessions have seen environmental issues side-lined and associated challenging decisions put-off. As the WM2041 strategy has highlighted there is no longer the luxury to continue deferring difficult decisions. Positive action to manage highway demand and accelerate travel behaviour change is essential to maximise opportunities to support change in people's lifestyles and wellbeing i.e. continued working from home, further building on digital innovation such as WM5G, securing an active travel/positive public health legacy etc.
9.11 The WMCA has adopted an ambitious carbon budget which requires immediate and deep cuts to carbon emissions requiring actions that are affordable and can be bought forward quickly with high impact. WMCA has developed the carbon budget based on analysis and research undertaken by Tyndall Centre and is based on the aims and principles of the Paris Agreement.
9.12 Transport emissions have broadly stayed the same over the last 20 years. However, they dipped during the last recession and we can expect them to dip during the Corona virus national emergency. The majority of transport emissions are from surface transport and the majority of these emissions are from internal combustion engine cars and total energy consumption of transport of all forms.
9.13 As noted above there are significant challenges for achieving inclusive growth as a result of the pandemics and its legacy. People facing the greatest deprivation are experiencing a higher risk of exposure to COVID-19 and existing poor health puts them at risk of more severe outcomes if they contract the virus. The measures to control the spread of the virus and save lives now are exacting a heavier social and economic price on those already experiencing inequality.
9.14 The consequences of this action and the economic recession that is likely to follow could see public transport become less available and / or more expensive coupled with an even more car orientated hypermobile society. This will create a significant risk of exacerbating inequalities now and in years to come.
9.15 As we move from crisis management to recovery, our transport policies will need to take into account the evolving inequalities as well as the need to address the established shortcomings of out transport system in the delivery of inclusive growth. There is an opportunity to use transport strategy and investment as part of a green recovery strategy to create a new ‘fairer, greener and healthier’ normal and to bounce back better.
Page 213 9.16 As noted a data and insight exercise is already underway both regionally and at a national level to start to build an understanding of the sorts of change we can expect to see. To help us understand how the transport system in the West Midlands may need to evolve we are developing a number of future scenarios to test policy options and guide our approach. This will form part of our ongoing wider review of the Local Transport Plan.
9.17 It is proposed that officers will engage with Leaders and relevant portfolio leads initially through conversations on wider climate change and recovery strategy discussions. This will help to shape a new West Midlands vision for transport.
10. Next Steps
10.1 The situation will continue to change at pace over the coming weeks and months as the UK moves towards a new normal. This will require TfWM and partners to continue to be responsive and flexible in our approach.
10.2 In the short term the Transport Recovery Action Plan will help guide the key areas of focus for the organisation and as a live document and will continue to be updated as the recovery and approach on lifting lockdown restrictions unfolds. Tactical decisions will be made through the Transport Cell and will continue to report through to the RCG.
10.3 Transport for West Midlands will support the development of the wider WMCA recovery strategy and actions from the WM2041 plan which relate to transport. A key element will be the update of the West Midlands statutory transport plan, work on which is well progressed. Engagement with members on key issues and policy scenarios is proposed for later in the summer.
11. Financial Implications
11.1 Covid-19 and the resulting lockdown has had a significant financial impact on the TFWM/WMCA. The implications for Transport can be broadly categorised into three elements; immediate costs and loss of revenue resulting from the rapid and wholescale change to the transport environment, the opportunity cost of providing support to operators despite disruption to normal service provision and the longer term implications for transport provision.
11.2 The immediate financial impact has been largely felt in lost revenue where the enforced shutdown of businesses and working from home arrangements have removed income- generating opportunities such as ticketing commission, digital advertising income and the ability to recharge infrastructure costs to operators. In addition, Bus Station Departure Charges have been suspended from March to June at a cost to TFWM of approximately £174k per month.
11.3 The income shortfall will need to be accommodated within existing TfWM resources if further funding is not available from Government to cover it. Given the current environment and the need to ease restrictions in a cautious and planned manner, it is anticipated that income will continue to be impacted for some months, albeit at a gradually lower level. The reintroduction of Bus Station Departure Charges and the gradual resumption of social and business activities will start to generate income although the scale will depend on how quickly normal activity resumes.
Page 214 11.4 The DfT has confirmed two short-term funding allocations for Metro. The first should cover the anticipated loss of fares revenue until the end of June, based on operating a more limited service. The second element of funding, announced in late May, will provide support for some weeks beyond June; specifically for how long will be established once further details from Government are received.
11.5 TfWM will also need to support the easing of restrictions, including communication of service changes and reinforcement of the social-distancing message as well as potential work to infrastructure to enable social-distancing. Where possible, existing budgets will be redirected to these activities but the cost, which could be in the region of £0.100m, will depend upon the nature and scale of work required and will be a further pressure on TfWM’s budget if existing funds cannot be redirected. Additional costs as well as lost revenue are being monitored and will form part of any funding bid to Government.
11.6 As well as temporarily suspending Departure Charges, the WMCA, following guidance from Central Government, has supported bus operators by basing Concessionary, tendered service and Ring and Ride payments on comparable pre-Covid-19 patronage rather than actual journeys which have been as low as 5-10% of normal levels. This arrangement is in place until 9th June. These payments are within budget so do not represent an additional financial pressure. However, they have been made for services which have not been received in full and have prevented TfWM from diverting any savings to other activities required to meet new demands.
11.7 The longer-term financial impacts are difficult to quantify as a number of factors, such as emerging Government guidance, public behaviour and availability of funding sources, will impact them significantly. Because there has been such a seismic impact on everyday life, the way in which people work and socialise, and thus the way in which they travel, may change considerably over time resulting in significant changes in the way in which resources are allocated going forward. TfWM also recognises that social distancing, disruption to supply chains and the general environment of uncertainty brought on by the pandemic may manifest itself in higher prices to develop and build capital infrastructure. Evidence from TfWM stakeholders suggests that in some instances the cost escalations are upwards of 20%. In the context of having a finite financial resource, TfWM will be required to look closely at its capital programmes and ensure that investments are prioritised against those schemes which provide the most significant benefits to the region. This work to ensure the plans are affordable is ongoing and will also be formalised as part of the Medium Term Financial Plan development over the Summer of 2020.
12. Legal Implications
12.1 At this stage in the response and recovery process, the main legal implications arise from the urgent actions taken which are set out in this report (and also in the report elsewhere on the Board Agenda from the WMCA Statutory Officers) Urgent actions have been taken in line with Government advice around emergency reshaping of the transport network and support for suppliers/providers and are reported here.
12.2 The Combined Authority continues to follow advice and guidance in regard to the recovery phase and legal advice has been sought over the implications of actions. Additional assurance is being sought before contracts and legal agreements are entered in excess of a value of £250k to ensure that the implications of Covid19 are being assessed. The legal implications are being kept under review and the Authority is ensuring that it is involved in national discussions with regard to the legal implications through the Urban Transport Group of Transport Authorities. Page 215 13. Equalities Implications
13.1 The report makes reference to a likely widening of transport inequalties following the Covid-19 outbreak. Groups likely to be impacted include; people on lower incomes and those with poorer levels of education; those with health and social care needs ; older age groups; those living in deprived areas and in poorer housing conditions; BME communities; those on lower skilled jobs who are not able to work from home and rely on public transport to get to work.
13.2 Further widening of inequalities (the region already faces significant inequality challenges) will have an impact on WMCA’s inclusive growth aspirations. An EqIA of Covid-19 transport inequalities will help determine potential impact in more detail and help direct future priorities and allocation of resources to support vulnerable groups.
14. Inclusive Growth Implications
14.1 As noted Covid-19 has exacerbated many already underlying inequalities – be it socio- economic or health. As more evidence comes to light, it demonstrates how vulnerable groups are suffering more – which are then further exacerbated as we move into Recovery. These present a significant challenge for delivering Inclusive Growth and there is a need to consider how best to use existing tools such as the Inclusive Growth Toolkit, to ensure all WMCA investment drives more inclusive and sustainable growth.
14.2 The impact of the contents of this report on delivery of the 15 Strategic Transport Plan Policies and/or the development/operation of:
The National & Regional Tier The Metropolitan Tier: Rail and Rapid Transit Network, Key Route Network, Strategic Cycle Network The Local Tier Smart Mobility Tier
14.3 The policies that are supported include:
Policy 1 - Accommodate increased travel demand by existing transport capacity and new sustainable transport capacity; Policy 2 - Use existing transport capacity more effectively to provide greater reliability and average speed for the movement of people and goods; Policy 3 - Maintain existing transport capacity more effectively to provide greater resilience and greater reliability for the movement of people and goods. Policy 4 - Improve connections to new economic development locations to help them flourish, primarily through sustainable transport connections Policy 6 - To improve connections to areas of deprivation. Policy 8 - To improve connections to new housing development locations to help them flourish, primarily through sustainable transport connections.
15. Geographical Area of Report’s Implications
15.1 The WMCA exercises transport powers overwhelmingly in respect of the area covered by its constituent authority members.
Page 216 15.2 There are opportunities for the response to the eScooter trials to extend to interested non-constituent authority members and irrespective of active participation particular effort will be made on information and knowledge sharing regarding this emerging travel trend.
16. Appendices
Appendix A – Transport Cell Terms of Reference Appendix B – DfT Letter ‘Local Transport Restart’, Appendix C – Transport Recovery Plan Summary Appendix D – Key Recovery Travel Messages
Page 217 This page is intentionally left blank
Appendix A - LRF Transport Sub Group - Transport Cell - Terms of Reference
COVID 19 Recovery Transport Group
Objectives
The LRF Transport Cell has the collective responsibility to Plan for and provide a safe, clean and functioning transport system for those that need it, increasing transport capacity in line with national and regional recovery and exit strategies.
Why this group?
We must work together at a multiagency level to develop and deliver a comprehensive strategy for scaling up our transport services in a short time. This is multifaceted and requires all partners to be involved as we know that Government are exploring options for relaxing the current lockdown as well as developing thinking on an economic recovery. We need to ensure that transport helps secure a fairer, greener and healthier West Midlands post this pandemic and that we do not see (for example) a long term increase in congestion, poorer air quality and impacts to road safety.
What principles will we work to? • Recovering the transport system • Ensuring an essential and safe network through social distancing and capacity • Managing public perception and restoring trust • Maintaining positive behaviour change
Aims
To work collectively and collaboratively as a multiagency group to :-
1. To gather intelligence and forecast demand on the transport system and monitor use to support the activities of this group. 2. To plan and deliver the reintroduction of integrated public transport services, understand and report on capacity and capacity constraints and introduce suitable measures to enable social distancing requirements on vehicles, stops, and stations. 3. To monitor and manage through appropriate measures the demands on the road network to minimise the impact of congestion, support industries back into work and to ensure road safety. 4. Maximise and capture where appropriate benefits around improved air quality and sustainable active travel. 5. Develop a coordinated and consistent communications plan that provides up to date information on services and advice on travel to enable choices for customers about how and when to travel if necessary. 6. Influence those industries that can, to minimise their demand on the network to do so through engagement and demand management programme.
Page 219
7. Provide data and intelligence on the demand forecasting of the transport system to support the planning of services and other measures to provide a safe and reliable network. 8. Keep networks safe through appropriate levels of policing, enforcement and encouragement of compliance to measures introduced. 9. Influence wider recovery strategies which may place unsustainable pressures on the transport system that could have a negative impact on delivering a safe and reliable transport services and manage their expectations. 10. To minimise operational and reputational risks for the organisations.
Governance
• Reporting to Mayor and Transport Portfolio Holder • Linked into government negotiations and discussions (financial, policy, devolved responsibilities etc) • Informing and influencing the LRF Regional Recovery Coordination Group (RCG)
Membership
Transport Cell Attendees
Organisation Name Contact details Role Substitute
TfWM Laura Shoaf [email protected]
TfWM Pete Bond [email protected] Jon Hayes
TfWM Malcolm Homes [email protected] Tom Painter
TfWM Steve McAleavy [email protected]
TfWM Anne Shaw [email protected] Mark Corbin
TfWM Carl Beet [email protected] David Harris
Page 220
TfWM Andrew Purchase [email protected]
TfWM Mark Babington [email protected] Antony Sloan TfWM Stuart Lester TfWM Kate Lees
Network Rail Dave Penney Martin Colmey Highways Andrew
England Butterfield [email protected] Frank Bird
Transport Focus Linda McCord ??
DfT ?? Claire Williams Local Confirm with chief Authorities execs attendees
Birmingham Philip Edwards [email protected] [email protected] Coventry Dudley Sandwell Solihull Walsall Wolverhampton National Express David Bradford ??
WMT Jonny Wiseman WMP Paula Martyn
TfWM finance [email protected]
APPROVED BY LRF
Page 221 This page is intentionally left blank Emma Ward Director General - Roads, Places and Environment
Department for Transport Great Minster House 33 Horseferry Road London SW1P 4DR To all Combined, Local Transport and Local Tel: 0300 330 3000 Highway Authorities in England, outside E-Mail : [email protected] London Web site: www.gov.uk/dft
:
12 May 2020
LOCAL TRANSPORT RESTART
I would like to thank you and your teams for the exceptional work you have been undertaking during this unprecedented period to keep the local transport network operating. This has been absolutely critical for all those who have continued to need to get to work and are on the frontline of the fight against the virus.
On Sunday 10 May, the Prime Minister made a statement outlining a roadmap for gradual easing of the lockdown restrictions and setting out the next stage in the Government’s response to Covid-19. It is essential that authorities now take the necessary measures required to ensure that local areas are prepared for this next phase. This letter sets out some of the key issues which need to be considered for local transport restart, including in response to the green and active travel package announced by the Secretary of State on Saturday 9 May.
Collaborative approach
The local transport network is an important enabler, with impacts beyond local authority boundaries and on a wide range of people, businesses, and services. It will therefore be important to take a collaborative approach to planning. Please ensure that your authority liaises closely and shares assumptions and planning with: • other relevant local authorities; • bus, rail, light rail, and other transport operators; • major employers; • business groups; • the NHS; • emergency services; Page 223
• schools; • Highways England; • Network Rail; and • Local Resilience Forums.
The Department for Transport is looking to upper tier local highway/Combined Authorities to lead the overall transport planning working across their area, bringing the most important local partners together on a very regular basis to drive forward work at pace. We also expect lower tier authorities to co- operate fully with, and respond rapidly to, the area-wide planning, particularly where their action is required – for example to re-allocate road space or manage pedestrian movements. We are exploring the potential for linking local highway and transport authorities with volunteers who may be able to help with giving information and guidance to the travelling public.
Green Transport Restart and Recovery
It will be vital to provide more space for walking and cycling, both to shift capacity from public transport and to enable social distancing – particularly in urban areas. There will also be significant public health and other benefits to this approach. To support this change in approach, the Secretary of State announced a new £250 million emergency active travel fund on 9 May1 to support implementation of pop-up bike lanes, widened pavements, and cycle and bus-only corridors. This represents the first part of a longer-term cycling and walking programme for the next Spending Review period, announced through the £5 billion buses, cycling, and walking package on 11 February. My team will be in touch shortly to agree the scope, delivery arrangements, and allocations for the funding.
Alongside the announcement of this funding, new statutory guidance under the Traffic Management Act 2004 was also published2 highlighting the immediate and potentially widespread changes that will be needed to reallocate road space to walking and cycling. The guidance says that authorities with high levels of public transport use should make such changes swiftly, and that authorities where public transport use is low should consider making them.
Such changes should include: • reallocating road space for active travel – for example, by rapidly introducing temporary measures using cones, safety barriers, or road
1 https://www.gov.uk/government/news/2-billion-package-to-create-new-era- for-cycling-and-walking 2 https://www.gov.uk/government/publications/reallocating-road-space-in- response-to-covid-19-statutory-guidancePage 224-for-local-authorities
closures to motor traffic (for part or all of the day). In making such changes, access for bus and essential freight movements and access for Blue Badge holders will also need to be considered. Measures to create space for cyclists and pedestrians should have a minimum level of physical separation from volume traffic. Measures indicated by road markings only are very unlikely to be sufficient to deliver the level of change needed; • actively routing car traffic away from congested areas through measures such as employer communications, travel planning, and variable message signs; • engaging with employers to seek to ensure that additional cycling facilities, such as storage and parking, are available; • encouraging walking and cycling to school, through measures such as 'school streets,' where traffic is restricted at pick-up and drop-off times. • reducing speed limits. 20 mph limits alone will not be sufficient to meet the needs of active travel, but in association with other measures, reducing the speed limit can provide a more attractive and safer environment for walking and cycling; • closing roads or residential neighbourhoods to through motor traffic or restricting access for motor vehicles to specific streets or networks of streets. Access should always still be possible; • plan, coordinate and continue to provide access for street and road works in a way that minimises disruption to road users. The new street manager digital service will be going live on 1 July 2020 and all utility companies and authorities will be able to use it to plan and coordinate works. Open data on live works will also be available; • work with businesses and community groups to open other under-used facilities in town and city centres for changing or cycle storage; and • maximise use of, and create new “pop up”, park and ride, walking and cycling facilities on the outskirts of urban areas – so people can use their cars without creating congestion or preventing active travel in town and city centres.
The Department for Transport has already taken action to provide guidance on making Traffic Regulation Orders (TROs)3, and is considering what further measures may be needed to support this approach – including action to provide more options for local authorities in making traffic orders, such as a new type of order specifically for implementing Covid-19 response measures and alternative publicity arrangements for all other types of order.
3 https://www.gov.uk/government/publications/traffic-orders-advertising- during-coranavirus-covid-19 Page 225
To help with current shortages in supply of materials for street works, we are publishing a new technical specification for utility reinstatements. These new specifications for materials can be used with agreement from the local authority. It will become statutory guidance in May next year.
We are also working closely with MHCLG on how to ensure safer places in the wider public realm. The guidance will be available shortly on GOV.UK and I would encourage you to consider this when developing your plans.
Electric Scooters
The Department has also announced the fast tracking of e-scooter rental trials, which were originally planned to take place next year within Future Transport Zones. Under an expedited process, all local areas can now look to participate and trials should commence as soon as June this year. Officials will arrange a full online briefing session for interested local areas in the next two weeks.
Data and evidence
It is important that your authority recognises the use of different travel modes in your area by different people, and by workers in different sectors of the economy, at different times during the day. This will enable you to respond quickly to likely travel patterns and pinch points on the network and to seek to manage demand actively. This should include a detailed understanding of school travel patterns and how employees at major sites and for your most significant businesses travel to work.
In many places much of this information will be available from existing local models and data sets. If it is not, your Area Lead within the Department for Transport will be able to assist in providing access to any relevant recent data from the Department’s analysis which may aid your planning.
Public transport
The Government has published guidance4 for passengers and transport operators to help them keep themselves and their staff safe, including how social distancing rules should be interpreted to do this. This guidance will be kept up-to-date as restrictions on travel change.
Because many public transport services have been operating at reduced service levels in recent weeks, there will be some lead times in increasing services. Due to this and in line with the guidance on social distancing, public
4 Page 226
transport vehicles will not be able to operate at their full capacity. The range of possible impacts will vary across and within transport modes.
Your authority will need to engage, if it has not done so already, with your local bus, rail, light rail, and other transport operators to understand the capacity that they expect to be able to provide in different circumstances. These scenarios should include consideration of capacity constraints based on the social distancing guidelines, wherever they can. It will also be important for you to work with operators and other partners, including the local police and your respective Local Resilience Forum, with respect to crowd management and queuing.
Based on this information, please support operators to plan the services that will be required - ensuring that available capacity is prioritised to meet the most important transport needs and that, where relevant, planning is joined up with other modes. In doing so, consideration should be given to all those users along the routes, including the potential for any limited capacity to be used at an early stage in the journey.
You must also consider whether there is a need to provide dedicated services for some users (such as school children), add additional services that start halfway through a normal route and/or to bring in additional capacity from the coach sector where needed.
Travel planning
Even with these measures, the local transport network in some areas will continue to experience pressure, given potential continued social distancing requirements, particularly at peak periods. If this is likely your authority should engage urgently with major employers and business groups to seek to spread transport demand across peak periods, plan effectively for freight deliveries and reduce the need for travel.
This will normally include travel planning, such as potentially employer- recommended travel routes for employees for the “last mile” of their journeys to work, and co-ordination of flexible/staggered working hours across businesses. Experience from the 2012 Olympics, and elsewhere, suggests that this can have significant impacts on reducing underlying demand but requires focussed engagement and a detailed understanding of employees’ travel patterns.
Role of the car
The car will have a central role to play in restart and will be particularly important for access to some workplaces (such as out of town manufacturing, warehousing and construction sites) which are not well served by public Page 227
transport. It will also be especially important for travel by late night and early morning shift workers.
However, because of the unique circumstances at present, there is a significant risk that increased use of cars (even at below normal levels) will create pinch points and congestion at some locations particularly in towns, cities and sub-urban high streets during peak periods. The measures recommended above are designed both to enable active travel and to allow those people who need to use their car to do so whilst experiencing as little congestion as possible.
Transport users
The importance of planning for strong and real-time communications with all transport users cannot be underestimated. Your authority should work with transport operators, other local authorities, and major employers now to seek to ensure that people have the best possible information available to them as quickly as possible. This will involve agreeing clear roles and responsibilities and planning for common messaging and communication channels wherever possible.
Throughout your planning you should consider the needs of the full range of transport users, particularly those with protected characteristics under the Public-Sector Equality Duty. This will be especially important in ensuring that any temporary public realm works are designed in an inclusive manner which considers the needs of all.
Resources and next steps
As transport capacity will be central to local economic recovery you will need to ensure that sufficient resources are mobilised quickly to undertake this work and ensure that the network in your areas is as ready as possible for lockdown restrictions to be lifted.
The Department’s Area Leads are already engaging with many of you on your plans to identify any concerns, challenges or local issues. This work will intensify to allow the Department to understand what further advice, assistance or support may be necessary - either nationally or in particular places.
Yours faithfully,
Emma Ward
Director General - Roads, Places and Environment Department for Transport
Page 228
Recovery Objectives Programme and Lead Director Sub Programmes Sub Programme - Description Immediate post-crisis response: Travel that is safe and secure Network Operations and Planning -Provide/make available a safe, clean and Remobilization Ensuring that staff, vehicles and infrastructure is available / operational. functioning transport system for those that need it, increasing transport Service Frequencies / Capacities Ensuring a level of service which provides essential connectivity and can allow for social distancing to be respected. What does this look like for each mode capacity in line with national and regional recovery and exit strategies. [PETE area. Vehicles, Stations, Stops, Travel Centres? BOND] Management of social distancing / protocols Health & Safety policies / Operational policies Equipment / PPE Ensuring that staff, vehicles and infrastructure are equipped as necessary Fares / Ticketing Exploring new flexible tickets and / or supported travel policies for a recovery period and beyond. Highway Resilience Monitoring and managing in partnership with Highways Authorities the operation of the road network to ensure that critical and vulnerable economic businesses and enterprises are able to function reliably without adverse impact from potentially increased car borne commuting, leisure & education travel.
BAU activities Customer Services, Bus Station Maintenance / Metro Traction Power / MML Lifecycle / Metro Comms. Safety & Security Maximising the input of the safer travel partnerships in supporting the adherence to social distancing at key transport infrastraucture and services in co0llaboration with the police plan for the West Midlands Safety & Security CCTV - monitoring of the network and gathering intelligence of hotspots to support the development and delivery of recovery plans across the public transport modes RTCC Operations RTCC - monitoring of the transport system, liaison with other transport authorites (Local Authority and Highways Englands Traffic COntrol Centres and public transport control rooms) Providing tactical intelligence of the network to support the development and delivery of recovery plans and support the management of incidents Emergency Planning linked to LRF structures Setting up and steering the Transport Cell to guide immediate recovery of the transport system working with the regions transport community spannign Public Transport and HIghways RTCC Delivery Accelarate the roll out of the Highways Investment plan to provide greaater visibiltiy of the network for monitoring purposes, upgrade of traffic signals and replacement of life expired kit to facilitate remote management of traffic to assist with improving capcity and management of the netowrk with the expected increase in car journeys as a resut of less capcity and less desire to use pulbic transport.
Getting workers and businesses back up and running Funding - Ensuring a financially secure essential transport system and Revenue Funding The basic cost base of public transport is going to increase to provide a safe, clean, reliable service. The public sector will need to intervene as the lack of (where safe) developing a revised financial model for delivery of schemes and operation of useable capacity due to social distancing and increased cleaning costs will not sustain commercial operations. transport services, in particular for bus, rail and metro [SANDEEP SHINGADIA] Capital Funding / Investment Programme Establishing a clear view of the impact on all transport Investment Programme schemes. Establishing a set of prioritised response options based different funding availability and delivery scenarios which are cognisant of contractual and political commitments. Securing new funding support Develop a clear overarching case for additional funding support from HMG for capital programme delivery, enhanced maintenance of transport infrastructure and service operation, include detailed individual business cases
Page 229 Page Getting workers and businesses back up and running Creating a transport information campaign and behaviour change programme Developing a shared transport comms strategy to Suitably timed in relation to lessening of social distancing restrictions, a large marketing campaign to encourage people back onto public transport. (where safe) aligned to the National and Regional recovery strategy which builds and support the 'Exit from lockdown strategy' and restores trust and use in public transport - working with operators and emerging WM Economic Recovery Strategy government and seeking to encourage sustainable transport behaviours [ANNE SHAW]
Travel Demand Management Leading by example in refreshing travel plans and helping to suppress demand for travel by their (local authority) employees and suppliers via agile working / split shifting and promoting sustainable travel, public transport and multi-occupancy vehicle trips to premises. Additionally working with a number of key 'case study'/demonstrator large employers to demonstrate the benefits of cementing new positive impact travel habits. Cycling & Walking infrastructure Co-ordinating West Midlands Emeregncy Active Travel Fund Proposals Road Safety Traffic speeds have risen during lock-down and poor driver behaviour could perpetuate into the post lock-down period as traffic levels increase beyond pre- COVID levels, with consequent poor road safety impacts
Getting workers and businesses back up and running Infrastructure Delivery Programme [MICHAEL ANDERSON] Metro Construction Re-commencement of construction projects, subject to social distancing regulations. [CONTINUED: XXX; PAUSED: XXX] (where safe) Rail Construction To be completed [CONTINUED: XXX; PAUSED: XXX] SPRINT Construction To be completed [CONTINUED: XXX; PAUSED: XXX] P&R and bus infrastructure To be completed [CONTINUED: XXX; PAUSED: XXX] Innovation Continued delivery of high value technology, sensing equipment and digital connectivity has high economic impact and provide enhanced capabilities for understanding the behaviour and usage of the transport system [inc ADEPT, FTZ, 5G, MFM, ConVEx, Autoplex, ULEV]
Getting workers and businesses back up and running TfWM business / staff [LAURA SHOAF] Reopening of Summer Lane Policy and guidance around return to Summer Lane, Working From Home (where safe) Financial Impact Assessment The changes to travel behaviour and contract management/construction pricing during and post-COVID have a profound impact on the OpEx and CapEx of TfWM and may required changes to scope of operations and delivery in the short to medium term. Additionally a number of immediate financial impacts will have direct in-year implications and will require funding support from HMG/Others Consolidation into Acceleration Keeping the clean air, reduced carbon emissions and Transport Data & Intelligence [MIKE WATERS] Behavioural insights Understanding and mapping public sentiment and perceptions in response to the COVID crisis is critical in order to understand the potential shape of the 'new physical exercise normal' and likely rate of adoption of this.
Network and system impact
A consistent and shared quantitative understand of the current transport network data and analysis on a progressively closer to live basis has proven critical before and during the crisis and will remain so in order to inform operational and strategic decision making.
Best practice and lessons from elsewhere Collaborating with partners to develop a central shared evidence base of what does and doesn't work and to share best practice will improve the efficiency and effectiveness of the region's response plans Keeping the clean air, reduced carbon emissions and Transport Data & Intelligence [MIKE WATERS] physical exercise
Strategic Business Case Impacts The 'new normal' post COVID 19 is likely to include changed behaviours such as significantly reduced long distance and business trip making, as well as reduced traffic growth rates as a result of retail and economic factors. These will effect existing and future business cases and BCRs and this change needs to be understood. Forecasting Demand Demand for travel will be fundamentally changed going forward and understanding the rate of return by mode to what new normal is critical to inform all levels of planning and management. Working to a consistent set of assumptions across all transport eco-system stakeholders will be critical.
Supporting a green recovery Transport Recovery Strategy [MIKE WATERS] Transport Recovery Vision The changes to the transport supply chain and travel behaviour create new challenges and opportunities for medium-long term achievement of outcomes for people, place and economy. A refreshed overarching narrative will provide a more relevant and compelling setting for the key issues and asks for the recovery of the WM transport system, including revitalising the biggest ever transport infrastructure investment programme and regulatory/convening powers and freedoms. WMCA Economic Recovery Strategy and Prospectus Provision of direct support development of the WMCA's 'Economic Recovery Prospectus' and wider Economic Recovery Strategy e.g. WM LIS refresh.
Transport Recovery Scenarios The significant and multi-factored range of changes to the economy, commerciality of transport operators, traveller attitudes and critical externalities such as oil price mean there can be no certain single view of the future, now even less so than pre-COVID. A series of future scenarios which have a compatible framing Development of refreshed WM Transport Plan The on-going refresh of statutory transport plan remains critical and will in effect form the comprehensive strategic response to COVID. The evidence case and strategy will need to reflect the impact of Covid-19 on the transport network and this will also influence continued contributions existing regional and local strategies, such as the WMCA’s #WM2041 (e.g. exploit growth in new markets, such as electric vehicles and battery both for transport and economic recovery).
Review of 2026 Delivery Plan Refresh of Delivery Plan set out in 2018 aligned to the emerging Transport Plan, CSR and Covid-19 impacts on WM Investment Programme Review of TfWM Business Plan as appropriate Ongoing review and consolidation of TfWM activity in light of Covid-19 impacts and other matters arising from the transport COVID action plan Page 230 Page Appendix XX – West Midlands Travel Communications
Travel Advice
Your journey will be different – you should stay alert Only use public transport if you have no other travel options. This keeps our services safe and available for those who need them most. Walk, cycle or drive if you can but you should be staying home as much as possible. Plan ahead and only use public transport if you have to. Capacity is limited. Think about travelling at different times, walking or cycling. If you will be returning to work soon, only use public transport if you have to. Avoid peak times, maintain social distancing and if you’re making shorter trips, try cycling or walking to prevent any further spread of the virus. You should continue to stay at home as much as possible and only make essential journeys. Public transport services are operating but with limited capacity to prevent the spread of Coronavirus. Keep active. Cycling and walking should be your first choice for all short journeys if possible. Could you cycle to work too?
Social Distancing
When making essential journeys: Stay Safe. Stay Apart.
Stay apart and consider wearing a protective face mask. Do not crowd at doorways to get on board and leave space for people to exit. Do not sit next to others unless you’re travelling with people from your household. Use mobile, smartcard or contactless payments. Allow extra time in case you can’t get on the first service that arrives. When you arrive at stops or stations check for any changes to the way to you need to enter or exit.
What we are doing
We have stepped up cleaning on our buses, trains and trams to help keep you and our staff safe. Measures will be put in place to help guide you to keep your distance on public transport. Please keep your distance to protect yourself and those around you. Capacity will be limited on board our services to keep everyone safe.
Health Advice
If you have Covid-19 symptoms please do not travel and follow the latest government guidance on self-isolation and shielding. If you sneeze or cough please use a tissue and bin this as soon as you can. Travel with hand sanitiser where possible in order to protect yourself and others whilst you are travelling
Page 231 This page is intentionally left blank Agenda Item 15
Strategic Economic Development Board Meeting
Wednesday, 8th January 2020 at 2.00pm
Minutes
Members
Greater Birmingham & Solihull LEP Tim Pile (in the Chair) Black Country LEP Lindsey Flynn Cabinet Portfolio - Economy & Innovation Councillor Ian Brookfield North Warwickshire Borough Council Councillor David Humphries Redditch BC Councillor Matthew Dormer Solihull MBC Councillor Ian Courts Warwickshire County Council Councillor Peter Butlin
Officers in Attendance
Black Country LEP Sarah Middleton Black Country LEP Prof Delma Dwight Coventry & Warwickshire LEP Paula Deas Coventry & Warwickshire LEP Kate Hughes Create Central Suzie Norton Greater Birmingham & Solihull LEP Paul Edwards City of Wolverhampton Tim Johnson West Midland Combined Authority Julia Goldsworthy West Midland Combined Authority Jamie Elliott West Midland Combined Authority Cheryl Hiles West Midland Combined Authority Jacqueline Homan West Midland Combined Authority Rebecca Riley West Midland Combined Authority Jonathan Skinner WMCA Energy Capital Matthew Rhodes West Midland Growth Company Roger Mendonca
Page 233
Item No.
41. Apologies for absence
Apologies for absence were received from Jonathan Browning, Prof John Latham and Stewart Towe and from Councillors Adrian Andrew, Angus Lees, Bob Lloyd, Izzi Seccombe and Bob Sleigh.
42. Declarations of Interest
No declarations were made.
43. Notes of the Strategic Economic Plan Board Meeting held 20th November 2019
Resolved:
That the notes of the meeting held on the 20th November 2019 be approved as an accurate record.
44. SED Board Tracker Log
Resolved:
That the SED Board Tracker Log be noted.
45. Forward Plan
The Chair asked that the dates of submission of reports be reviewed and it was noted that further work was required to populate the forward plan.
Resolved:
That the Forward Plan be updated and noted.
Economic & Innovation Portfolio
46. Economic Data Review
The Economic Data was submitted and the meeting was advised that the Purchasing Managers Index being sub-50, provided and indication of a weakness in the economy and related to the manufacturing sector. She advised that all the indicators contained in the data had a spatial variation across the region and highlighted, for example, that the Employment Rate was up in the C&W LEP region but down in GBSLEP region. GDP was highlighted but noted that it was a 2017 figure, and that the statistic often lagged because tax had to be accounted for.
In regard to Apprenticeship Starts it was noted that the WMCA region was the highest performing in 2018/19 with an increase of 2,540 starts
Page 234
The Chair welcomed the data and stated that the underperforming areas required actions attached to them. He highlighted Exports, Youth Claimants and Foreign Direct Investment (FDI) that were areas where actions to improve performance were required.
Councillor Ian Courts added that more analysis of the data of the data was required and stated that there was a need to measure success, thus there was a need to agree what success would look like. He highlighted Regional Exports had reduced by minus 4.8% during the period, whilst they had risen across the UK by 3.3% and stated that there must be activities other areas were doing that were not being done in the West Midlands.
Councillor Ian Brookfield advised that the RAG rating of the data provided evidence to look to re-direct resources to the “stubborn” reds, which incorporated Regional Exports, FDI and Youth Claimants.
Julia Goldsworthy advised that the data would be submitted to the WMCA Board meeting for consideration and the issues of FDI and Youth Employment could be considered with what could be done and who did it. She stated that it represented a guide to actions rather than just and accounting tool.
The Chair advised that the action should come through the SED Board, as a deep dive into the FDI presented a number one driver for the regional economy and should be undertaken through the Board responsible for strategic economic development. Councillor Courts added that youth employment was also key and that the WMCA should be promoting the region, promoting investment etc.
The Chair referenced the data and suggested that there should be some columns added to include a measurement of productivity (advised could be GVA per hour); business starts ups or successful after 3-years, which represented the “energy” of new businesses coming through; and a measurement of decent work as opposed to work (advised that the ONS were doing some work on this measurement). Julia Goldsworthy advised that gross disposable household income could be a measure and Rebecca Riley advised that the ONS measurement was hours worked.
Councillor Peter Butlin advised that there had been a period od “political paralysis” with companies stockpiling which had affected the figures provided. He stated that post the General Election, in twelve months’ time the figures would have changed.
The Chair noted the comment but advised that FDI had been impacted, as well as Exports and Youth Employment in the data presented. Sarah Middleton added that the data provided an in-year insight into the distance travelled for the region’s economic indicators.
Julia Goldsworthy advised that whilst the RAG rating for some indicators may not show red, there remained an underlying significant regional variation.
Page 235
Resolved:
1) That the Board welcomed the format of data and asked for the additional economic data to be incorporated prior to submission to the WMCA Board: - a) GVA per hour (productivity measurement); b) Business Start-Ups or continued success after 3 years; and c) a measurement of “decent” work; and
2) That the Economic Data Review team be asked to undertake Deep Dives into the following: - a) Exports; b) Youth Claimants; and c) Foreign Direct Investments.
47. Energy Capital & WMCA Climate Challenge Green Paper - #WM2041
Jacqueline Homan, Cheryl Hiles and Matthew Rhodes were in attendance.
The Board were advised of the forthcoming #WM2041Green paper, which would undergo a 6-week consultation and contained 75 actions to address climate change and had arisen from the Paris Agreement.
In regard to Energy the Board were advised of the need for greater regional control over energy infrastructure investment to support clean inclusive growth. Currently £1.35 BN is invested annually across the region in energy assets and the CA and public sector had no influence. Western Power, Cadent Gas and National Grid are all on the Energy Capital Board and are supporting regional efforts to improve the alignment of investments to local needs. Energy Innovation Zones are one of the key elements to the regional strategy and are developing across the region.
Matthew Rhodes noted that whilst energy was presented with the Climate Challenge paper here, the same energy infrastructure supports economic growth and social inclusion. Devolution of some powers over energy infrastructure investment is thus fundamental to enabling local authorities to deliver local industrial strategy (LIS), climate strategies and social inclusion (for example fuel poverty) in an equitable and balanced way (e.g., delivering climate policy and/or LIS without driving more people into fuel poverty). He highlighted that through the Energy Capital work there was integration with the environment and social inclusion and that they had recently secured 3 high-profile ‘Prospering from the Energy Revolution’ projects through the Industrial Strategy Challenge Fund (ISCF) (with more than 50% commercial match funding) for the West Midlands out of 10 available nationally. These projects will put the region in a position of national leadership in this area.
The Chair advised that the SED Board had a different perspective in overseeing the LIS and asked that members feed into the climate change consultation. In regard to Energy Capital he asked if the appended document proposing a West Midlands Regional Infrastructure Body was what the Energy Capital Board were seeking approval for and Matthew Rhodes confirmed that this was the case.
Page 236
Matthew Rhodes added that a degree of regional control over energy infrastructure investment (usually as public/private partnership) is commonplace globally and that in the UK the funding for infrastructure flowed through customers’ bills, whether it was an individual or company and was being used as an alternative to taxation. With reference to what success would look like he advised that based on best practice globally, greater regional control over energy infrastructure investment should ensure that the net cost to both businesses and customers of energy should fall, compared to continuing as we are.
Councillor Peter Butlin referenced energy policy in Germany and Sweden and commented that the use of renewables had not reduced emissions in Germany. For the economy what was required was a good, reliable energy source.
The Chair commented that energy systems did deliver for businesses and stated that the SED Board’s focus should be on an energy solution for the LIS.
Resolved: That the Board: - 1. Note that, in the light of the decision to announce a climate emergency, WMCA had considered how any necessary actions might be embedded in future work streams; these include the work of Energy Capital. 2. Note the recent successful extension of the Energy Capital work programme through Innovate UK funding and the opportunity to restate our call for Energy Devolution under the new administration in the context of our climate emergency declaration. 3. Note the identified approaches to be included in the WMCA Environment Green Paper, particularly in support of the relevant actions in the local industrial Strategy. 4. Note other relevant challenges and opportunities the climate emergency presents, on a local and regional basis. 5. Note the intention to take the Green Paper to WMCA Programme Board on 17th January 2020. 6. Note that the focus of the SED Board would be on the energy capital element to include support of the proposal contained in the Appendix to the report, as below: i) The WMCA proposes to establish a Regional Energy Infrastructure Body, Energy for the West Midlands (EfWM). This will: a) Act as a strategic regional customer for the energy network operators, ensuring the UK’s regulated energy market delivers clean, inclusive growth opportunities for the region. b) Leverage private finance to support low carbon infrastructure investment locally, using a proven model from the US, which delivered a ratio of 10:1 private: public finance. c) Deliver national energy poverty and efficiency objectives across the region, by procuring a delivery partnership able to invest directly in supporting vulnerable households, following a proven model from Scotland.
Page 237
d) Create a flexible, focused and technically competent delivery mechanism, to ensure regional energy infrastructure enables and supports the Local Industrial Strategy and regional carbon reduction strategy #2041. ii) EfWM will build on the existing Energy Capital partnership. It will initially manage around £70M of revolving and fuel poverty alleviation funds. The Director of Energy Capital will lead a small executive team within the WMCA and report into a distinct publicly owned legal entity, governed through a two-tier Board structure: a) a small Supervisory Board provisionally consisting of the respective portfolio holders for Economy and Innovation, Environment, and Social Economy; the accountable WMCA Director or Chief Executive and the Chair of the Operating Board. These would be the legal directors of EfWM and will ensure linkages into the Environment and SED Boards of the WMCA b) an Operating Board consisting of the existing Energy Capital Board and bringing together all the current industrial, academic and public sector partners. iii) EfWM can be funded through increased Mayoral powers to re-direct and reduce existing levies on energy bills, in turn reducing energy costs for customers in the West Midlands, so we would like to take this proposal to the new government with the support of the portfolio holders for Environment, Economy and Innovation, and Public Service Reform and Social Economy.
48. Create Central
The Board were advised of the proposal to create a “Create Central” consortium to bid for Strand 2 of the British Film Institute’s (BFI) Creative Cluster Growth Fund. It was noted the WM5G Board were supportive and that the three WM LEPs, WMCA and other partners were supportive.
On a question regarding reporting through to the SED Board, it was agreed that a quarterly update would be required with the Chair attending twice a year.
Linsey Flynn asked that the Create Central growth plan be circulated through to Board members, as referenced in the presentation and it was confirmed that this would be agreed at their board meeting on 10th February 2020, after which it could be circulated.
Resolved: that the SED Board: 1. Confirm the approval of the development and submission of a Create Central-led consortium (WMCA, CWLEP, Black Country Consortium Ltd, GBSLEP, Innovation Alliance and WMCU) bid for Strand 2 of BFI’s Creative Cluster Growth Fund; and 2. Note the presentation delivered by Create Central’s Executive Lead outlining the background and the bid process. 3. Note that the SED Board would receive quarterly updates with the Chair attending twice a year to provide updates on Create Central. Page 238
49. Business Growth Programme Proposals
The meeting received a presentation from Paula Deas, C&WLEP, and Paul Edwards, GBSLEP. And they highlighted that the proposals provided a framework and prioritisation for future publicly funded business support that reflected the LIS sector priorities, based on the replacement of the £320m business support currently provided under ESIF.
They highlighted the following working principles supported by the three LEPs: - • Increasing business productivity levels as a key working principle. • Building on the current offer through Growth Hubs and European Structural and Investment Fund (ESIF) business support programmes. • Focused on high growth potential businesses but inclusive of all. • Growth Hubs would be the front door with specific lead expertise building on the current three LEP model – generic account management locally, sector account management across three LEP • Appropriate delivery by Growth Hubs with a focus on co-ordinating activity through partners • Enhanced account management through Growth Hubs linked to sector priorities and the current sector expertise e.g. industry bodies • An integrated business growth programme with emphasis on a co- ordinated, complementary and commissioned programme not individual publicly funded providers competing as currently
They advised that the next steps would be
• Further testing with Growth Hubs and LEP policy teams – a Steering Group established. • Broaden discussions to key delivery partners (LAs, universities, BROs, sector bodies). • Firm up linkages with economic shock workstream & innovation programme. • Establish Business-led group to oversee programme development.
Lindsey Flynn asked how growth would be defined, would it be business survival as an example. The Chair asked that high growth be defined and reported back to the Board. In relation to business survival it was also noted that there needed to be consideration how interventions would improve business survival rates.
Roger Mendonca advised that the WM Growth Company should link in with the work of the LEPs and Paula Deas advised that a WM Growth Hub was emerging from the work being undertaken.
Julia Goldsworthy advised that the there were other opportunities to link in with the work, as there were Government changes coming through to the structure of BEIS and the small business support could be relocated within the WM Growth Hub.
Page 239
The Chair asked that numbers be incorporated into the presentation/plan so that the ambition of Business Growth proposals could be held to account for the performance.
Rebecca Riley advised that currently the Growth Hubs knew the businesses who they worked with and there was a need to widen the business base and bring them into the arena.
Sarah Middleton advised that through cross LEP working there was an opportunity to bring companies together in a vertical supply chain, which traditionally had been missed. She stated that there was an opportunity to bring more collaboration across the supply chains, as “businesses knew no boundaries”.
Resolved:
1. That the Business Growth Programme Proposals as presented be noted; 2. Note the work on the emerging West Midlands Growth Hub; 3. Relocate small business service within the West Midlands Growth Hubs; 4. Receive a report to the next meeting incorporating business support with the definitions of high growth, quantify the ambitions for growth and consider collaboration across the supply chains.
50. Innovation Programme Phase 1 Proposals
The Board were advised that the report was submitted for information and approval, as the Innovation Board reported to the SED Board.
Resolved: that the SED Board support the recommendations and contents of the report being reported through to the WMCA Innovation, as outlined below:
“The Investment Board is recommended to:
1. Confirm the approval of £2.96m funding for the first three years of the West Midlands Innovation Programme (WMIP) operational costs (Phase 1). 2. Approve the additional detail on the anticipated outputs/ outcomes, structure and planned activity of WMIP Phase 1. 3. Note progress made in the planning and preparation phase since Investment Board Approval on 24th June 2019 in establishing the structure and initiating delivery of WMIP Phase.”
51. Local Strategy Implementation Plan Update inc. FOM, TOR, WMCA report update and Implementation Dashboard
Julia Goldsworthy provided an update on Major New Market Opportunities, Sector Plans and the Foundations of Productivity. She advised that as part of the wider LIS Implementation delivery activity, the Board had received the more detailed updates on Innovation Phase 1 proposals, Energy Capital and #WM2041 Climate Challenge Green Paper and the Create Central Funding Bid.
Page 240
She highlighted the Future of Mobility Steering Committee Terms of Reference and advised that their first meeting would be held on 9th January 2020.
The Chair advised that there should be some changes to the Terms of Reference to include the membership and sectors and asked that the CA approach the lead LEPs. He advised that the Economic Data dashboard was helpful.
Julia Goldsworthy welcomed the comments and advised that at present the CA was focusing on what it considered important as currently they were not aware of the new Government’s view on the LIS.
In relation to the forthcoming budget, the Chair advised that there was a need to be clear on the “asks” from the region and the “Ask” from the CA should reconcile against the LIS, as well as seek to drive the WM economy. He proposed a small group to review the asks before the end of January, to include himself and Councillors Ina Brookfield and Ian Courts. He commented that a big issue for him was the continued reference to the Northern Powerhouse by the Government and that there should be a regional Team Midlands to pitch on.
Resolved: 1. Note the WMCA Board Report highlighting progress on the implementation of the Local Industrial Strategy (Appendix 1) 2. Note the revised draft Local Industrial Strategy (LIS) Implementation Plan summary dashboard (Appendix 2) and consider requirements for approving sector action plans and expectations in monitoring progress against those plans (as per section 4.0). 3. Endorse the next steps of LIS Implementation (as per section 5.0) 4. Note the emerging Terms of Reference for the Task and Finish Group as part of the Future of Mobility Major New Market Opportunity (Appendix 3) 5. Note development of the future of business growth support in the West Midlands. 6. Identify a delegated group from SED Board to include Councillors Ian Brookfield and Ian Courts and Tim Pile to share updated proposals following the Conservative manifesto, Queens speech announcements and budget, prior to next meeting.
52. Date of Next Meeting
Resolved: that it be noted that the next meeting would be held on 18th March 2020 at 10.00am.
The meeting closed at 4.05pm
Chair
Page 241 This page is intentionally left blank Agenda Item 16
Transport Delivery Committee
Monday 10 February 2020 at 1.00 pm
Minutes
Present Councillor Kath Hartley (Chair) Birmingham City Council Councillor Richard Worrall (Vice-Chair) Walsall Metropolitan Borough Council Councillor Timothy Huxtable (Vice-Chair) Birmingham City Council Councillor Pervez Akhtar Coventry City Council Councillor Shaheen Akhtar Sandwell Metropolitan Borough Council Councillor Samiya Akhter Sandwell Metropolitan Borough Council Councillor Robert Alden Birmingham City Council Councillor Adrian Andrew Walsall Metropolitan Borough Council Councillor Diana Holl-Allen Solihull Metropolitan Borough Council Councillor Chaman Lal Birmingham City Council Councillor Mary Locke Birmingham City Council Councillor Ted Richards Solihull Metropolitan Borough Council Councillor Alan Taylor Dudley Metropolitan Borough Council
Item Title No. 74. Apologies for absence Apologies for absence were received from Councillors Fazal, Jones, Lawrence, Linnecor and Welsh.
75. Chair's Remarks UK Bus Summit – 6 February 2020 The Chair reported back from the UK Bus Summit that she and Councillor Taylor had attended the previous week. The Chair undertook to circulate copies of the presentations from the summit in due course.
76. Minutes of the last meeting The minutes of the meeting held on 6 January 2020 were agreed as a correct record.
77. Action Tracker The Chair reported that in relation to minute number 63, Rail Business Report, she was waiting for information to be provided on the funding position for Darlaston and Willenhall Stations. With regards to minute 65, the Chair asked to be provided with the names of the unsuccessful applicants to the Better Streets Community Fund.
Page 243
Resolved: That the report be noted.
78. Matters Arising Minute No.59 Correspondence/Petitions. Further to consideration of a petition report at the last meeting regarding the A435 Alcester Road/Moseley Road and Highgate Middleway Bus Revitalisation Project, the Senior Development Manager, Danny Gouveia was in attendance to update the committee on the scheme; a copy of the report was circulated prior to the meeting.
The committee noted that the scheme consulted upon included the removal of six trees through Balsall Heath although it was hoped that three trees could be retained through mitigation measures.
The Senior Development Manager advised the committee that a change to the project design had been made following further development work which would necessitate the removal of further trees. Two options were presented; one requiring the removal of two additional trees (compared to that presented to TDC in January) and another requiring removal of two additional trees. Depending on the option taken forward following further detailed design work, there would be a maximum loss of five mature trees. It was noted that the proposed re-planting of 16 semi-mature street trees and further soft landscaping would remain sufficient to mitigate the tree impact.
The Chair reported that the Lead Petitioner had been provided with a copy of the report to update them on the current position.
Resolved:
1. That the petition submitted by Birmingham Friends of the Earth and considered by the committee on 6 January be noted; 2. That a change to the project relating to tree removal and its associated interaction with the petition report be noted and 3. That a final decision to proceed with the project would be retained by Birmingham City Council as Local Highway Authority by the Cabinet Member for Transport and the Environment through a Cabinet report be noted.
79. Correspondence/ Petitions None received.
80. Bus Alliance Update The committee considered a report of the Network Development Manager that provided an update on matters relating to the governance, operation, delivery and performance of the West Midlands Bus Alliance.
The Chair and Lead Member for Putting Passengers First introduced the report and informed the committee of a disability awareness DVD developed by TfWM in conjunction with National Express, that has been used by several operators to help improve driver awareness and confidence in supporting passengers with a disability, both visible and non-visible.
Page 244
The committee was shown a video on dementia awareness as part of the meeting would they found to be very useful and moving and considered the DVD could be used as a training tool for neighbourhood offices (see link below).
https://www.networkwestmidlands.com/information-for/transport-accessibility/disability- awareness-dvd/
In relation to the difficulty experienced by people with dementia in differentiating between the floor of a bus and the ground and whether the colour of the bus floor could be changed to help in this regard, the Network Development Manager reported that he would raise the matter with the Equalities and Human Rights Commission when they visit TfWM later this month.
The Network Development Manager, provided on update on paragraph 8 and 11 of the report, following the Bus Alliance Board meeting on the 5 February 2020. The Bolder Bus Alliance commitments would now be developed with partners for a public launch after May 2020, along with publishing the Achievements 2019.
In relation to the continued investment in new buses to tackle poor air quality in the region, Councillor Pervez Akhtar enquired whether the committee could receive a breakdown of the Euro VI emission standard buses and Platinum buses on the bus network on a district basis.
The Network Development Manager reported that he would provide the information on a route basis as many bus routes crossed district boundaries. He added that bus operators have made a commitment to get all buses to Euro VI standard by April 2021 through a combination of new buses and bus retrofit which would mean that the number of Euro VI buses on a particular route could be subject to change on a daily basis.
Resolved:
1. That the contents of the report and the current status of the West Midlands Bus Alliance be noted and
2. That the report be submitted to the West Midlands Combined Authority Board for information.
81. Air Quality, Congestion, and Sustainability Lead Member Reference Group Annual Report The committee considered the Annual Report of the Air Quality, Congestion and Environmental Sustainability Lead Member Reference Group that provided an update on progress of the work of the group.
The Majority Vice-Chair and Lead Member for Air Quality, Congestion and Environmental Sustainability, Councillor Worrall introduced the report that set out the terms of reference for the group, membership and the work plan for the year.
Page 245
Councillor Worrall thanked Jake Thrush, Associate Policy Advisor for all his work in supporting the group and referred to their recent technical visit to Birmingham University (copies of the slide presentation were circulated to the committee prior to the meeting) which had been very informative.
Councillor Worrall also reported on a technical visit to Leicester on 25 March details of which had been circulated to the committee.
Resolved: That progress to date with the work of the Lead Member Reference Group for Air Quality, Congestion and Environmental Sustainability be noted.
82. Finance and Performance Lead Member Reference Group Annual Report The committee considered the Annual Report of the Finance and Performance and Lead Member Reference Group.
The report set out the terms of reference for the Group, membership and provided an overview of the work programme of the Group during the 2019/20 municipal year.
The Chair and Lead Member for Finance and Performance, Councillor Pervez Akhtar conveyed his thanks to Linda Horne and Louise Cowen for their support to the Group.
The Chair commented on the key role played by this committee in scrutinising public money by regularly reviewing the Capital Programme Delivery Monitoring Report and Financial Monitoring Report.
Resolved: That the summary of the Finance and Performance Monitoring Portfolio activity in 2019/20 be noted.
83. Notices of Motion None submitted.
84. Questions None submitted.
85. Forward Plan The committee considered a report on the agenda items to be submitted to future meetings.
The following items were added to the agenda for the meeting on 8 June :
- Park and Ride Update and - Commonwealth Games 2020 -TfWM Transport Schemes Update.
Resolved: That the report be noted.
Page 246
86. Exclusion of the Public and Press Resolved: That in accordance with Section 100A4 of the Local Government Act 1972, the press and public be excluded from the meeting during the consideration of the following items of business as they involve the likely disclosure of exempt information relating to the business affairs of any particular person (including the authority holding that information).
87. WMCA Board Transport Reports (for information only) The committee considered four transport reports that would be considered by the WMCA Board on 14 February for approval.
The reports were submitted for information only.
Resolved: That the reports be noted.
The meeting ended at 3.35 pm.
Page 247 This page is intentionally left blank Agenda Item 17
Overview & Scrutiny Committee Feedback from the Mayoral Q&A Session: Connectivity 13 February 2020
Present Councillor Lisa Trickett (Chair) Birmingham City Council Councillor Cathy Bayton (Vice-Chair) Association of Black Country Authorities Councillor Lynnette Kelly (Vice-Chair) Coventry City Council Councillor Ahmad Bostan Sandwell Metropolitan Borough Council Councillor Richard Brown Coventry City Council Councillor Mike Chalk Worcestershire Non-Constituent Local Authorities Councillor Peter Fowler Birmingham City Council Aisha Masood Young Combined Authority Board Councillor Simon Peaple Staffordshire Non-Constituent Local Authorities Councillor Stephen Simkins Association of Black Country Authorities
In Attendance: Andy Street Mayor of the West Midlands Louise Cowen Financial Services Manager Dan Essex Governance Services Manager Robert Franks Managing Director, WM5G Limited, Linda Horne Finance Director Tim Martin Head of Governance, Clerk and Monitoring Officer Lyndsey Roberts Statutory Scrutiny Officer Laura Shoaf Managing Director Transport for West Midlands
1. Purpose
A Mayoral Q&A Session was held on 13 February where members of the Overview & Scrutiny Committee questioned Andy Street on issues relating to connectivity. This summary details the Overview & Scrutiny Committee’s feedback from that Q&A session together with its conclusions for the WMCA Board to consider.
2. Background Information
On 13 February, the committee, along with a representative from the Young Combined Authority, held its third Mayoral Q&A session of the year with Andy Street. This event was focussed on issues relating to connectivity - principally related to transport and 5G. The Q&A session also included Laura Shoaf, Managing Director of Transport for West Midlands and Robert Franks, Managing Director of West Midlands 5G which was established by the WMCA to accelerate the benefit of 5G technology throughout the region.
Page 249
3. Lines of Enquiry
Members of the committees pursued a number of lines of enquiry, including issues related to HS2, the region’s bus network, air quality and the opportunities to be gained from technology developments. Discussions doing the Q&A session covered the following issues:
HS2
• Economic benefits of improved regional connectivity with London, and the impact delays in the project have on the region’s prosperity. • Impact of the route initially terminating at Old Oak Common, before eventually connecting with London Euston. • Environmental and cost implications of route construction. • Opportunities for regional SMEs to benefit during the construction phase.
Bus Network
• Benefits of an affordable and accessible bus network for young people. • Scope for expanding the 16-18 Photocard travel pass for use at any time, recognising the revenue expenditure implications of this and the need to judge benefits against other funding considerations.
Public Transport & Air Quality
• Challenges required to facilitate significant behavioural change between transport modes. • Key role for public transport to help deliver the WMCA’s CO2 reduction target. • National and regional bus passenger patronage trends. • Interrelationship between ticket pricing and patronage levels. • Expansion of Park & Ride facilities. • Electric vehicle charging infrastructure.
Digital
• Funding requirements to deliver the benefits of 5G to be delivered across the region. • Mitigating the impact of wifi ‘poverty’ and the potential of 5G ‘poverty’.
4. Findings
The committee reached a number of broad conclusions arising out of the responses it received from the Mayor. The committee had a clear sense that public transport provision needed to respond to modern travel needs and recognise that existing transport planning may not always be addressing these needs. It is intended that the conclusions that members of the committee reached will help inform transport policy thinking and development during the course of the next Mayoral term.
Page 250
Conclusions
• Further consideration needs to be given to how public transport connects with communities across the West Midlands. Were ‘old’ solutions still being applied to 21st century problems? Were the needs of younger travellers being reflected in the services being offered?
• Further clarification should be sought from the Government regarding its announcement of £5bn of funding for bus services. How much of this funding would be allocated to the West Midlands? How much of it had already been allocated through previous Government announcements?
• Further consideration should be given to the wider benefits of making the 16-18 Photocard travel pass available for use at any time, including the funding implications that this would have and its ability to help the region meet its #WM2041 CO2 emissions targets.
• The availability of different funding streams relating to capital expenditure and revenue expenditure, and tensions that this created in the WMCA’s ability to address the underuse of public transport within specific demographics, was recognised. Could the WMCA also be seeking a more equitable exposure to financial risk across the transport sector?
• Transport for West Midlands should continue to be minded of the impact that affordability had on passengers’ ability and willingness to use public transport.
• The full range of regulatory powers available to the Mayor and/or WMCA to give greater public control and oversight over the public transport network should be more fully considered, as appropriate, to address market failings.
• Greater public accountability should be provided by Transport Delivery Committee and the proposed Transport Scrutiny Sub-Committee to hold decision-makers to account and challenge policies where there is clear evidence of public transport not meeting the needs of passengers.
5. The WMCA Board is recommended to:
Support the conclusions of the Overview & Scrutiny Committee following the Mayoral Q&A session on connectivity, as set out within the summary.
Page 251 This page is intentionally left blank Agenda Item 18
Investment Board
Monday 17 February 2020 at 10.00 am
Minutes
Present Councillor Bob Sleigh (Chair) Portfolio Lead for Finance & Investments Nick Abell Coventry & Warwickshire Local Enterprise Partnership Councillor Mike Bird Walsall Metropolitan Borough Council Paul Brown Black Country Local Enterprise Partnership Councillor Tristan Chatfield Birmingham City Council Councillor Steve Clark Dudley Metropolitan Borough Council Councillor Karen Grinsell Solihull Metropolitan Borough Council Councillor Tony Jefferson Non-Constituent Authorities Councillor Jim O'Boyle Coventry City Council
In Attendance Adam Hunt Coventry City Council Martin Yardley Coventry City Council Phil Cole West Midlands Combined Authority Carl Craney West Midlands Combined Authority Serena Dhanoa West Midlands Combined Authority Linda Horne West Midlands Combined Authority Ian Martin West Midlands Combined Authority Ian Monks West Midlands Combined Authority David Warburton West Midlands Combined Authority Nick Oakley West Midlands Development Capital Gerald Gannaway West Midlands Development Capital Karen Donoghue West Midlands Growth Company Malcolm Holmes West Midlands Rail / Transport for West Midlands James Callingham West Midlands Rail Executive / Transport for West Midlands
Item Title No. 108. Apologies for Absence (if any) Apologies for absence had been received from Councillor Harman Banger (City of Wolverhampton Council), Sue Summer (West Midlands Development Capital) and Gary Taylor (Greater Birmingham and Solihull Local Enterprise Partnership).
Page 253
Apologies for absence had also been received from Sarah Middleton (Black Country Local Enterprise Partnership), Katie Trout (Coventry and Warwickshire Local Enterprise Partnership), Richard Moon and Andy Williams (Coventry City Council), Gareth Bradford and Julia Goldsworthy (West Midlands Combined Authority) and Ed Bradburn and Kieren Turner- Owen (West Midlands Development Capital).
109. Notification of Substitutes (if any) No substitutes had been nominated by those Members of the Board who had submitted apologies for absence.
110. Declarations of Interests (if any) No declarations of interest were made in relation to items under consideration at the meeting.
111. Minutes of last meeting The Chair referred to Minute No. 102 (Very Light Rail – Transforming Connectivity in the West Midlands) and advised that the presentation requested at the last meeting would be made to the meeting of the Board scheduled for 23 March 2020. Ian Martin reported that discussions with Coventry City Council regarding ‘Intellectual Property Rights’ associated with this scheme were the subject of on-going discussions between the WMCA and Coventry City Council and on an offer which had been made.
Resolved:
1. That the minutes of the meeting held on 20 January 2020 be confirmed as a correct record and signed by the Chair;
2. That a presentation be provided to the meeting of the Board scheduled for 23 March 2020 on the principles of Very Light Rail and the advantages of this mode of transport;
3. That discussions in respect of Intellectual Property Rights continue between the WMCA and Coventry City Council.
112. Investment Programme and Dashboard Ian Martin presented a report on the status of the Investment Programme to assist the Board in determining investment decisions.
Councillor Mike Bird observed that a number of schemes had been delayed for the reasons provided in the Dashboard but suggested that the opportunity be taken to re-profile the Investment Programme whilst not removing schemes from receiving financial support. He suggested that this exercise should be undertaken on a quarterly or half yearly basis. The Chair advised that under the existing procedures the only opportunity to undertake such an exercise would be through the ‘Change Control’ process.
Page 254
Councillor Jim O’Boyle queried the ‘red’ rating of the Coventry City Centre South when work on the scheme had commenced. Nick Abell questioned the anticipated commencement dates and whether the documentation between the WMCA and recipients of financial assistance referred to such dates. Ian Martin explained that the provisional commencements dates were set out in the respective Business Cases but would not be included within the funding agreements unless requested specifically by this Board. To assist the Board in interpreting the Dashboard, Ian Martin reported on the present position with each of the ‘red’ rated schemes.
Linda Horne referred to paragraph 3.5 of the report and reported that SQW would be commencing shortly the last of the five yearly gateway reviews, which had formed part of the Devolution Deal Agreement in 2016. A presentation would be made to the Finance Directors Group on Thursday 20 February 2020 on the process which, inter alia, would examine progress against milestones. She advised that the final report on the review would be presented to the November 2020 of the Board but that progress reports would be submitted in the interim period.
Resolved:
1. That the status of the of the Investment Fund, as detailed in the report, be noted;
2. That the progress on the Devolution Deal five-year gateway review be noted with a final report being scheduled for consideration at the November 2020 meeting but with progress reports being provided in the interim;
3. That an update on the HS2 Hybrid Act Change (HS2 Parallel Designs) scheme be submitted to the next meeting of this Board;
4. That the rating of the Coventry City Centre First scheme be amended to ‘green’ and Forecast / Actual Completion Date be revised to 30 June 2021to reflect that some funding would be held back as retention monies;
5. That the Anticipated Start Date of the Coventry Friargate Business District Phase 1 scheme be revised to 30 September 2020;
6. That the Officers be requested to bring forward proposals for re- profiling of delayed schemes to an early meeting in the 2020/21 Municipal Year.
113. WMCA Collective Investment Fund (CIF) - Dashboard The Board considered the WMCA Collective Investment Fund (CIF) Dashboard (public iteration) as at 1 February 2020.
Resolved:
That the Dashboard be received and noted.
Page 255
114. WMCA Brownfield Land and Property Development Fund (BLPDF) – Dashboard The Board considered the WMCA Brownfield Land and Property Development Fund (BLPDF) Dashboard (public iteration) as at as at 1 February 2020.
Resolved:
That the Dashboard be received and noted.
115. WMCA Revolving Fund (RIF) - Dashboard The Board considered the WMCA Revolving Investment Fund (RIF) Dashboard (public iteration) as at as at 1 February 2020.
Resolved:
That the Dashboard be received and noted.
116. Land and Property Investment Fund (LPIF) - Dashboard The Board considered the Black Country Land and Property Dashboard (BCLIP) Dashboard as at 1 February 2020.
Resolved:
That the Dashboard be received and noted.
117. Exclusion of the Public and Press
Resolved:
That in accordance with Section 100A4 of the Local Government Act 1972,the press and public be excluded from the meeting during the consideration of the following items of business as they involve the likely disclosure of exempt information relating to the business affairs of any particular person(Including the authority holding that information).
118. University Station: Full Business Case (FBC) Malcolm Holmes presented a report which provided the details of the Full Business Case (FBC) for University Station, Birmingham. He referred to a reduction in the contribution being made towards the project by the Greater Birmingham and Solihull Local Enterprise Partnership and the steps being taken and/or proposed to address the funding gap. He assured the Board that in the event that the re-prioritisation of WMCA resources required approval, a further report would be submitted to the WMCA Board. For the avoidance of doubt, he re-iterated that the main ‘Design and Build’ contract would be entered into until such time as the scheme was funded fully.
Page 256
Councillor Mike Bird suggested that the University of Birmingham and University Hospital, Birmingham (UHB) be approached for further financial contributions as major beneficiaries of the project. Malcolm Holmes confirmed that consideration would be given to all options for identifying additional funding schemes, including both funders. It was unlikely, however, that UHB would be able to contribute further. Councillor Tristan Chatfield queried whether a 16% contingency allowance was in accordance with the Green Book and on the responsible authority for payment of any overspends on the approved sum. James Callingham reported that a 16% contingency allowance was standard for rail projects and that TfWM / WMCA as the scheme sponsor would be responsible for funding any overspends on the project. Malcolm Holmes assured the Board that the costings had been examined thoroughly and it was not anticipated that the budget requested would be exceeded but that it was dependent on the values of the tender returns.
Linda Horne outlined the three-pronged monitoring process via the Transport Delivery Committee, the WMCA Board and this Board. Councillor Karen Grinsell enquired whether, if necessary, more regular meetings of the various bodies would be held, if necessary. The Chair advised that the Officers would make such arrangements as necessary.
Resolved:
1. That the Full business Case (FBC) for the University rail Station be endorsed for onwards consideration by the WMCA Board in March 2020;
2. That the full budget (based on estimates post outline design) as detailed in the report be noted and subject to the WMCA agreeing funding with the relevant parties referred to in the report with delegated authority to be granted to the Director of Rail to authorise such funding agreements on the advice of the Head of Governance and Director of Finance;
3. That the Director of Rail be authorised to authorise the award of the ‘Design and Build’ contract on the advice of the Head of Governance and Director of Finance, this being subject to the entire funding package being secured and funding agreements being in place with the funding partners;
4. That the Head of Governance be authorise to approve the negotiation of the overall suite of agreements detailed in the report and between (variously) the WMCA, University of Birmingham, Network Rail and the Canal and River Trust including working with such stakeholders to facilitate the agreements between them to which the WMCA was not a party;
Page 257
5. That the Head of Governance be authorised to approve the agreements where the WMCA was a party including an Overarching Agreement, a Development Agreement with the University of Birmingham, an Asset Protection Agreement with Network Rail, a works agreement with the Canal and River Trust, Station Change documentation and various access licences (with those and other parties) for investigations and works;
6. That work to determine the operating costs falling to the WMCA as a result of this investment which were being developed but not yet quantified fully be noted;
7. That the implications of the Greater Birmingham and Solihull Local Enterprise Partnership reducing its conditional offer to accommodate other wider financial pressures within its programmes be noted.
119. Manor Way, Halesowen - Collective Investment Fund (CIF) The report on this matter was withdrawn.
120. Coventry City Centre South - Update - Presentation The Board received a PowerPoint presentation from Martin Yardley and Adam Hunt on the history of and the present position with the Coventry City Centre South scheme.
Resolved:
1. That the presentation be received and noted;
2. That Coventry City Council be requested to make regular presentations to this Board on the progress with the scheme.
121. WMCA Collective Investment Fund (CIF) -Dashboard The Board considered the WMCA Collective Investment Fund (CIF) Dashboard (private iteration) as at 1 February 2020.
Resolved:
That the Dashboard be received and noted.
122. WMCA Brownfield Land and Property Development Fund (BLPDF) - Dashboard The Board considered the Brownfield Land and Property Development Fund (BLPDF) Dashboard (private iteration) as at 1 February 2020.
Gerald Gannaway presented a report on the latest position on the provisional allocation made in November 2017 from this Fund to Telford and Wrekin Council. The Board considered the various courses of action open to it.
Resolved:
Page 258
1. That the Dashboard be received and noted;
2. That the Director of Finance together with the Director of Housing and Land and the Head of Governance consider further the options available in respect of the provisional allocation to Telford and Wrekin Council and submit a report to the next meeting of the Board on this matter.
123. WMCA Revolving Fund (RIF) - Dashboard The Board considered the WMCA Revolving Investment Fund (RIF) Dashboard (private iteration) as at as at 1 February 2020.
Resolved:
That the Dashboard be received and noted.
124. Investment Prospectus The Board received a PowerPoint presentation from Karen Donoghue on the present iteration of the Investment Prospectus and responded to questions on the contents from the Board.
Resolved:
1. That the presentation be received and noted;
2. That the final iteration be circulated to the Board and to the respective Leaders of Councils.
The meeting ended at 11.26 am.
Page 259 This page is intentionally left blank Agenda Item 19
Environment Board
Thursday 27 February 2020 at 10.00 am
Minutes
Present Councillor Ian Courts (Chair) Portfolio Lead for Environment, Energy & HS2 Councillor Ian Kettle Dudley Metropolitan Borough Council Councillor Andy Mackiewicz Solihull Metropolitan Borough Council Councillor Barbara McGarrity City of Wolverhampton Council Councillor Waseem Zaffar Birmingham City Council
In attendance Councillor Peter Fowler Overview & Scrutiny Committee
Item Title No. 1. Apologies for Absence An apology for absence was received from Councillor Oliver Butler (Walsall).
2. Chair's Remarks (a) United Nations Climate Change Conference 2020 The Chair noted that the COP26 conference was due to be held in Glasgow in November and was hopeful that the WMCA would be represented at the event to showcase the work of the West Midlands in helping to achieve local, regional and national CO2 emission targets.
(b) Environment Bill 2020 The Chair reported that the Environment Bill 2020 was due to receive its second reading in the House of Commons shortly. He expected a report to be considered at a future meeting would consider the implications of this legislation and how it might impact on the work of the board.
3. Minutes - 24 October 2019 The minutes of the meeting held on 24 October 2019 were agreed as a correct record.
Page 261
4. #WM2041 - Progress on Engagement and Dissemination The board considered a report from the Head of Environment providing an update on the consultations, actions and next steps in relation to the #WM2041 climate change action plan.
Following its launch on 23 January, a public consultation was engaging businesses, networks and individuals to ensure the action plan was as robust and comprehensive as it was able to make it. A two-week social media campaign was also being undertaken, along with in-depth focus group work with smaller groups.
Early responses from the consultation had indicated that people felt reducing road traffic should be the top priority to tackle climate change, and there was a strong desire for regional and local government to take a lead on this. Councillor Waseem Zafar suggested that this showed the importance of local authorities working together in a co-ordinated manner, and the Head of Environment confirmed that a new Low Carbon Officers Group had been established across the region for this purpose.
The Chair indicated that he would like to see the region have a strong presence at the United Nations Climate Change Conference being held in November in Glasgow to demonstrate what the West Midlands was doing to tackle climate change and to provide the leadership to encourage others to make changes.
Resolved:
(1) The update on the #WM2041 climate change action plan be noted.
(2) The follow-on work around citizen engagement and investment case be noted.
5. HS2 - Environment and Climate Change Elements The board considered a report from the Head of Environment on the opportunities to collaborate with large infrastructure projects that were coming to the region to support the delivery of these projects. The board also received a presentation from Peter Miller, Environment & Town Planning Director, HS2 Ltd on the role HS2 could play in realising cleaner and greener places for people to live in and wildlife to thrive.
HS2 was meeting with stakeholder groups along the route to help deliver additional environmental benefits. Across the WMCA area, mitigation works had already been completed and included 19 habitat creation sites, four bat houses, 40 ponds, and over 77,000 trees planted. A £40m Community Environment Fund was available, with £7.5m for the West Midlands area to help support environmental projects.
Page 262
Resolved:
(1) The Environment & Town Planning Director, HS2 Ltd and the Head of Environment, HS2 Ltd be thanked for their informative presentation on HS2’s sustainability plans.
6. Ideas and Initiatives The board discussed a number of different subjects it would wish to consider at its future meetings. The Chair stressed the value of a number of ‘quick win’ projects that demonstrated how progress could be made and encouraged further thought in this regard. Members also considered housing-related matters to be a key consideration, including the role the use of photovoltaic tiles on roofs.
7. Date of Next Meeting Thursday 25 June 2020 at 10.00am
The meeting ended at 12.05 pm.
Page 263 This page is intentionally left blank Agenda Item 20
Public Service Reform Board
Thursday 5 March 2020 at 1.00 pm
Minutes
Present Councillor Yvonne Davies (Chair) Sandwell Metropolitan Borough Council Councillor Karen Grinsell Solihull Metropolitan Borough Council Councillor Brigid Jones Birmingham City Council Laura Caulfield Higher Education Laura Collins City of Wolverhampton Council Paul Jennings Chief Executive NHS Birmingham & Solihull CCG
In Attendance Deborah Cadman OBE West Midlands Combined Authority Claire Dhami West Midlands Combined Authority Julie Nugent West Midlands Combined Authority Claire Spencer West Midlands Combined Authority Neelam Sunder West Midlands Combined Authority Louise Wyman West Midlands Combined Authority Jean Templeton Homelessness Taskforce
Item Title No. 10. Apologies for absence Apologies for absence were received from Councillor Bird (Walsall Metropolitan Borough Council), Councillor Ian Brookfield (City of Wolverhampton Council), Councillor George Duggins (Coventry City Council), Councillor Sebastian Lowe (Rugby Borough Council), Councillor Izzi Seccombe (Warwickshire County Council), Henrietta Brealey (Greater Birmingham Chamber of Commerce), Sue Ibbotson (Public Health England), Catherine Mangan (Higher Education), Sarah Middleton (Black Country Consortium), Jatinder Sharma (Further Education) and Phil Loach (West Midlands Fire Service).
11. Nomination of Substitutes Laura Collins for Councillor Brookfield (City of Wolverhampton Council).
12. Declarations of Interest No declaration of interests were made relative to items under consideration at the meeting.
Page 265
13. Chair's Remarks The Chief Executive of the WMCA, Deborah Cadman, noted the low turn- out/lack of engagement at the meeting given the last meeting was held 6 months ago and reported of the need to re-establish this board.
Colleagues in attendance concurred with the Chief Executive and considered there was a need to ‘refresh’/ re-instate the purpose of board for the new municipal year.
14. Minutes of the last meeting The minutes of the meeting held on 26 September 2019 were agreed as a correct record.
15. Designing Out Homelessness: Key Updates from the Homelessness Taskforce The Board considered a report of the Programme Manager for Homelessness that provided an update on the recent delivery and future plans of the Homelessness Taskforce.
The Independent Chair of the Homelessness Taskforce, Jean Templeton and the Programme Manager for the Homelessness, Neelam Sunder were in attendance to present the report.
The report provided updates with regards to the five key objectives of the Taskforce: Affordable, Accessible Accommodation; Tackling Welfare-Related Poverty; Access to Good Employment ;Information, Advice and Guidance; and Integrated Prevention.
In relation to the Affordable, Accessible Accommodation, objective the Board fully supported the ‘Recovery Tenancies’ Pilot being led by Black Country Housing Group that was exploring methods of avoiding eviction from social housing for families in rent arrears and reported of the need for a joined-up process across the West Midlands that would allow local authorities to cooperate effectively with each other.
The Board applauded the West Midlands becoming the first region to create its own definition of affordable housing which is linked to incomes instead of market values, for homes developed with WMCA resources and reported of the need to ensure the WMCA and local authorities communicate with their Planning Teams to convey the right messages at the right time.
With regards to Integrated Prevention, the Board noted the importance of early intervention; the challenges being faced at a local and regional level and the need for welfare reform at a national level based around people’s real life experiences.
The Chair conveyed her thanks and appreciation for the excellent work being undertaken.
Page 266
Resolved:
1. That the update on the activities of the Homelessness Taskforce since the last meeting of the Public Service Reform Board be noted and
2. That the adoption of an affordability definition for new homes that is linked to income and enables the creation of innovative, specialist social housing be welcomed.
16. Inclusive Growth & Social Economy -update and next steps The Board considered a report of the Acting Head of Inclusive of Growth and Public Service Reform that updated them on the activities of the Applied Inclusive Growth Team since the last meeting of the Board in September 2019.
The Acting Head of Inclusive Growth and Public Service Reform, Claire Spencer, outlined the report and key areas of work ,this included Inclusive Growth Corridors, WM2041- an inclusive response to the climate change emergency and the social economy taskforce.
The Chair reported that she had an issue with the uneven geographical spread of wealth and investment in the region and recognised whilst it would be difficult to address the balance, enquired as to whether there was some way of identifying those areas within the WMCA that are being left behind with regards to investment so that this issue could be tackled.
The Chief Executive reported that the public health statistics and inequalities would be looked at again as part of this Board when its remit is re- established to consider how everyone benefits and reported of the need to consider this as a specific project to ensure people are not disadvantaged.
The Board noted the key role the WMCA could play in mapping and aligning policies across local authority areas so that everyone could work together.
Resolved:
1. That the activity that has taken place over the last six months be noted;
2. That feedback on the next steps for the Applied Inclusive Growth Team, Inclusive Growth Unit and other associated work be noted and
3. That the development areas identified for the team to work on be noted and taken forward.
17. The West Midlands Violence Reduction Unit The Board considered a report of the Head of Public Service Reform and Prevention that provided updates on the establishment and progress of the regional, collaborative approach to prevent and reduce place based violence and vulnerability and exploitation prevention and reduction in the West Midlands following its inception in September 2019.
Page 267
The Head of Public Service Reform and Prevention, Claire Dhami, outlined progress on the 2019/20 West Midlands Violence Reduction Unit Delivery Plan including the six strands of the strategy and next steps.
It was noted that the Home Office have confirmed funding for 2020/21 at the same level as this year, which would be subject to an application process and would follow a public health pipeline that would seek to focus on inclusive education, training and employment, sport and culture, health and criminal justice.
The Chair congratulated the Head of Public Service Reform and Prevention and the Team for the achievements to date and urged them to continue with the good work.
Resolved:
1. That progress to date of a regional approach to violence, vulnerability and exploitation and the establishment of the West Midlands Violence Reduction Unit and plans for the forthcoming application be noted;
2. That the synergies between the West Midlands Violence Reduction Unit and this Board be noted and
3. That regular updates from the West Midlands Violence Reduction Unit, specifically on areas where this Board could better support and help embed its work within the WMCA be agreed.
18. Design Charter Louise Wyman, Design and Inclusive Growth Lead WMCA, presented details of the West Midlands Design Charter that been launched recently. It was noted that there were 12 themes of the charter that were sub-divided into 6 key headings; character and regional ambition (place based) ; connectivity and mobility (digital and transport), future readiness (climate resilience) health and wellbeing (active communities), engagement and stewardship and, delivery.
It was noted that the Design Charter had been approved by the WMCA’s Housing and Land Delivery Board.
The Design and Inclusive Growth Lead thanked those local authorities that have adopted the Design Charter and reported that Stratford Upon Avon District Council had incorporated the Design Charter with its planning process.
In relation to the implementation strategy for taking forward the Design Charter including appointing regional design champions for each local authority, the Chair reported of the need for the Board to receive a report on the Design Charter at its next meeting to fully understand it before members endorse any further action.
Resolved: That a report on the Design Charter be submitted to the next meeting.
Page 268
19. Workshop on future priorities for Public Service Reform The Acting Head of Inclusive Growth and Public Service Reform, Claire Spencer, led a discussion with members on priority areas they considered the board should be focusing on in the future.
The suggestions included pilots for council tax, mapping resources/ best practice, behaviour change and innovation/technology around health and budgets.
The Acting Head of Inclusive Growth, Claire Spencer thanked colleagues for their contributions.
Resolved : That the feedback on the future priorities for the Board be noted and taken forward.
The meeting ended at 3.00 pm.
Page 269 This page is intentionally left blank Agenda Item 21
Overview & Scrutiny Committee
Monday 9 March 2020 at 10.00 am
Minutes
Present Councillor Lisa Trickett (Chair) Birmingham City Council Councillor Cathy Bayton (Vice-Chair) Association of Black Country Authorities Councillor Ahmad Bostan Sandwell Metropolitan Borough Council Councillor Mike Chalk Worcestershire Non-Constituent Local Authorities Councillor Angus Lees Dudley Metropolitan Borough Council Councillor Dr. Simon Peaple Staffordshire Non-Constituent Local Authorities Sarah Windrum Coventry & Warwickshire Local Enterprise Partnership
In Attendance Dan Essex West Midlands Combined Authority Laurence Goldberg West Midlands 5G Clare Hatton West Midlands Combined Authority Chris Holmes West Midlands 5G Lesley Holt West Midlands 5G Linda Horne West Midlands Combined Authority David Kinshott West Midlands 5G Aisha Masood Young Combined Authority Board Julie Nugent West Midlands Combined Authority Tim Martin West Midlands Combined Authority Lyndsey Roberts West Midlands Combined Authority
Item Title No. 1. Apologies for Absence Apologies for absence were received from Paul Brown (Black Country LEP), Councillor Richard Brown (Coventry), Councillor Chris Cade (Warwickshire Non-Constituent authorities), Mike Lyons (Greater Birmingham & Solihull LEP) and Councillor Stephen Simkins (Association of Black Country Authorities).
2. Inquorate Meeting Tim Martin, Head of Governance, Clerk and Monitoring Officer, indicated that this meeting was inquorate and therefore decisions taken at the meeting would be submitted to the WMCA Board on 20 March 2020 for formal approval.
Page 271
3. Minutes The minutes of the meeting held on the 18 December 2019 were agreed as a correct record.
4. Councillor Keith Linnecor The Chair noted the funeral being held later in the day for Councillor Keith Linnecor, who was a longstanding member of the Transport Delivery Committee from Birmingham City Council who died on 13 February. She paid tribute to Councillor Linnecor’s many years of public service and his commitment to improving public transport services across the region.
5. Matters Arising Scrutiny Review into the Effectiveness of Transport Delivery Committee in Overseeing the Delivery of WMCA Transport Policies Further to the request of Councillor Cathy Bayton, the Monitoring Officer advised the committee that the Portfolio Lead for Transport was currently considering a response to the recommendations contained within the scrutiny review, and he understood that a response would be provided before the WMCA Board next meet on 20 March 2020.
Mayoral Question Time: Budget – Response to recommendations presented to the WMCA Board on 17 January 2020 The committee noted the response received from the Mayor in respect of the issues it had identified following the Budget Q&A on 18 December 2019. However, there was some concern that the response did not fully address the issues raised and lacked detail about the specific actions that would be taken in response to these issues.
The Monitoring Officer advised that the constitutional aspect of the Mayoral Q&A process had now been discharged following the receipt of the Mayor’s response to the committee’s concerns. Whilst the committee accepted this procedural guidance, members were keen that the Chair brought their views to the attention of the WMCA Board when it met on 20 March with a view to ensuring that these points are not lost in future dialogue.
6. West Midlands 5G Presentation The committee received a presentation from Chris Holmes, David Kinshott, Laurence Goldberg and Lesley Holt from the West Midlands 5G team which outlined the 5G pilot project in the West Midlands, the benefits it would deliver, delivery progress to date, funding arrangements and those who would be able to benefit from the roll out of 5G across the region.
In regard to SME’s taking advantage of 5G, the committee were informed that discussions with partners on accelerators were being undertaken and different levels of engagement were being undertaken to ensure SMEs and larger organisations were exposed to the same opportunities. Sarah Windrum highlighted the need to establish awareness of the difference between the 5G offer to consumers and 5G for commercial organisations. Councillor Mike Chalk noted limitations in the roll out of 5G within Non- Constituent authorities and enquired how long it would take for 5G to reach the whole region.
Page 272
The WM5G Infrastructure Acceleration Consultant explained that the pilot programme was limited within its scope and it would be for commercial operators to deliver 5G access to all residents across the West Midlands region.
In order to access the benefits of 5G it was noted that new consumer hardware would be required, and members stressed the importance of ensuring disadvantaged communities and other harder to reach groups would be able to access and benefit from 5G, avoiding increasing the region’s inequality gap. Members were disappointment that the Portfolio Lead for Culture & Digital had not been able to attend the meeting and give his opinion on how to address increasing evidence of a ‘digital divide’.
Resolved:
WM5G be thanked for its informative presentation.
7. Single Assurance Framework Project The committee received a report from the Monitoring Officer providing them with an overview of the Single Assurance Framework Project. The committee noted the drivers for change as outlined in the report and the intent of the project to develop the Single Assurance Framework which would provide a single set of systems, processes and protocols designed to provided evidence-based and independent assessment of the governance, risk management and control processes for the WMCA.
Councillor Cathy Bayton highlighted the need to ensure that appropriate, suitable and transparent approval processes were in place for Investment Programme approvals. The Director of Finance indicated that currently there was a cap on the Investment Programme and discussions were being held with local authority leaders on the future prioritisation of the Investment Programme through the development of a new criteria.
Resolved:
The report be noted.
8. Scrutiny Review: The effectiveness of the WMCA's governance arrangements in delivering the policy objectives of the WMCA The Chair informed the committee that the scrutiny review group looking into the effectiveness of the WMCA’s governance arrangements in delivering the policy objectives of the WMCA had now concluded. Deliberation on the key items to take forward into the recommendations were being agreed within members of the review group and would be shared with members once finalised. It was intended that the final report would be submitted to the Senior Leadership Team for consideration and would be shared with the Mayor following the election on 7 May.
Resolved:
The update on the scrutiny review be noted.
Page 273
9. Mayoral Q&A: Connectivity - 13 February 2020 The committee considered a report from the Statutory Scrutiny Officer outlining the issues arising out of the Mayoral Q&A session on connectivity held on 13 February. The report noted a number of broad conclusions arising out of the responses received from the during the Q&A session. The conclusions outlined in the report were approved by members of the committee and would be taken forward for submission to the WMCA Board on 20 March 2020.
Recommended to the WMCA Board that:
The conclusions of the committee following the Mayoral Q&A on connectivity set out in the report be considered.
10. Adult Education Budget - Update on Recommendations The committee received a report from the Director of Productivity & Skills providing an update on the progress with the delivery of the devolved Adult Education Budget, including progress with the recommendations previously made by the Scrutiny Working Group.
The committee were pleased with the progress made to date. Councillor Angus Lees welcomed measuring the outcomes of employment and the move towards procurement of providers within the local area. Councillor Ahmad Boston requested further information on the developments of Adult Education Budget in supporting learners with additional needs. Councillor Cathy Bayton suggested that further work needed to be undertaken on the ‘learning for learning’s sake’ agenda which data showed could help slow the onset of dementia. She also highlighted concerns with the lack of monitoring for those being home schooled.
Resolved:
The update on delivery of the Adult Education Budget, including progress with the recommendations previously made by the Scrutiny Working Group, be noted.
11. Forward Plan The committee noted a forward plan of items that were to be reported to the WMCA Board.
12. Date of Next Meeting To be advised following the WMCA Board AGM on 5 June 2020.
The meeting ended at 12.00 pm.
Page 274 Agenda Item 22
Transport Delivery Committee
Monday 16 March 2020 at 1.00 pm
Minutes
Present Councillor Kath Hartley (Chair) Birmingham City Council Councillor Richard Worrall (Vice-Chair) Walsall Metropolitan Borough Council Councillor Timothy Huxtable (Vice-Chair) Birmingham City Council Councillor Shaheen Akhtar Sandwell Metropolitan Borough Council Councillor Samiya Akhter Sandwell Metropolitan Borough Council Councillor Robert Alden Birmingham City Council Councillor Mary Locke Birmingham City Council Councillor Diana Holl-Allen Solihull Metropolitan Borough Council Councillor Chaman Lal Birmingham City Council Councillor Roger Lawrence City of Wolverhampton Council Councillor Ted Richards Solihull Metropolitan Borough Council
In Attendance Jo Shore Coventry City Council Nick Wilcox Coventry City Council
Item Title No. 88. Apologies for absence Apologies for absence were received from Councillors Pervez Akhtar, Adrian Andrew, Mohammed Fazal, Celia Hibbert, Les Jones, Alan Taylor and David Welsh.
89. Chair's Remarks (i) Councillor Keith Linnecor. The committee observed one minute’s silence in memory of the late Councillor Keith Linnecor, a serving member of the Transport Delivery Committee who died on 14 February following a short illness. The Chair expressed her deep sadness at the death of a dear friend and colleague who had served on the committee in its many guises from 2002 and continuously from 2004. The Chair paid tribute to the work undertaken by the former councillor with regards to his passion for championing the needs of passengers and the environment and above all, his support for the people of Oscott Ward. Councillor Alden and Pete Bond (on behalf of Transport for the West Midlands) also expressed their appreciation to Councillor Linnecor and conveyed their condolences; these sentiments were echoed by the committee.
Page 275
(ii) Councillor Peter Bilson Councillor Roger Lawrence led the tributes to the serving Deputy Leader of the City of Wolverhampton Council, Councillor Peter Bilson who died recently following illness. Councillor Lawrence expressed his sadness at losing a good friend and colleague who had served as a councillor for 38 years and as his Deputy (whilst Leader) for 18 years.
(iii) Covid-19 (Coronavirus) TfWM Response Mark Babington, Head of Safety, Security and Emergency Planning was in attendance to outline the WMCA/TfWM’s response to dealing with the Coronavirus. This included operational resilience, network resilience and communications. The Head of Safety, Security and Emergency Planning reported on the establishment of a Tactical Coordination Group (TCG) a multi- modal and multi-organisational group, including transport operators, to focus on the tactical and operational plans based on daily advice from Public Health England. A briefing note setting out the approach had been circulated to the committee in advance of the meeting.
(iv) Future Events/Updates The Chair provided an update on various transport matters and reported on the following upcoming events. - Take up of the WASPI concessionary pass and usage - Air Quality, Congestion and Sustainability Lead Member Reference Group Visit to Leicester on 25 March. - Passenger Focus Survey Results on 26 March - Route 40 Partnership launch on 15 March - National Express Master Driver Awards on 16 April
90. Minutes of the last meeting The minutes of the meeting held on 10 February 2020 were agreed as a true record.
91. Action Tracker The Committee considered the Action Tracker relating to outstanding actions from the last meeting and previous meetings.
Resolved: The report was noted.
92. Matters Arising There were no matters arising from the last meeting.
93. Correspondence/ Petitions None received.
Page 276
94. Enhanced Partnership Plan and Scheme - Update The committee considered a report of the Network Development Manager that provided an update on the development of the Enhanced Partnership Plan being developed for the West Midlands and the associated scheme covering the A34 (north) and A45/ Lode Lane corridors.
The Network Development Manager, Edmund Salt reported that the Plan has the full support of operators, and the Scheme has passed once with full support and is currently subject to a second period following a minor addition to an appendix. He outlined the timescales for the consultation that would begin on 11 May for a 6-week period, ending on 21 June 2020.
In relation to an enquiry as to whether the consultation period would change or be extended given the current Coronavirus crisis, the Network Development Manager explained that the current strategy was based upon sign posting consultees to the Plan and Scheme but would review this if it was appropriate to do so, following any Government changes regarding Coronavirus.
Resolved:
1. That the Enhanced Partnership Plan and associated Enhanced Partnership Scheme (subject to the outcome of the Operator Objection Period) be approved;
2. That the outcome of the operator objection mechanism for the Enhanced Partnership be noted and
3. That the consultation strategy for the Enhanced Partnership was approved by Transport Delivery Committee on 4 November 2019 be noted.
95. Presentation: Coventry City of Culture 2021 - Transport Update The committee received a presentation from Jo Shore and Nick Wilcox, Coventry City Council that provided an update on Coventry City of Culture 2021 with regards to transport.
The presentation provided an overview of travel planning, travel demand management, including event planning travel assistant ‘Legible Coventry’ - wayfinding and concept designs, cycling and improvements for Pool Meadow Bus Station.
The Chair reported that she looked forward to the committee receiving an artist’s impression of the agreed design for the improved Pool Meadow Bus Station along with a report in the near future.
The Chair thanked Jo Shore and Nick Wilcox for their informative presentation.
Resolved: That the presentation be noted.
Page 277
96. Presentation: Birmingham Transport Plan This item was withdrawn from the agenda due to the inability of Birmingham City Council to field an officer owing to staffing issues related to the Coronavirus.
It was agreed therefore, that members of the committee could submit their individual responses directly to Birmingham City Council as per the consultation document.
Resolved: That members submit their own individua responses on the Birmingham Transport Plan consultation directly to Birmingham City Council.
97. Financial Monitoring Report The committee considered a report of the Finance Director that set out the financial position as at 31 January 2020.
Councillor Lawrence introduced the report in the absence of the Lead Member for Finance and Performance, Councillor Pervez Akhtar who was unable to attend the meeting .
The Finance Director, Linda Horne, outlined the report and advised the committee that the final position for the financial year ending 31 March 2020 would be reported to the next meeting of the committee on 8 June 2020.
In relation to concerns expressed by Councillor Huxtable regarding the slippage on some schemes and the impact on costs and delivery, notably with regards to rail enhancements on the Camp Hill Line, the Finance Director explained that she had not been informed of any delays and the re- phasing of spending should not impact on delivery. She added that the report’s focus was for one year only and the report therefore did not provide a complete picture of a scheme that was profiled over a number of years. The Finance Director reported that contingency planning was undertaken and would provide further information for committee members.
Councillor Alden asked that the briefing note identify those schemes that are fixed price and those schemes that have a variable cost.
In relation to concerns expressed by Councillor Worrall on the continuing decline in the English National Concessionary Travel Scheme patronage volumes and the need for a marketing campaign to promote the scheme, the Director of Integrated Network Services, Pete Bond reported that the matter has been discussed with bus operators through the Bus Alliance and consideration was being given to launching a big campaign at the appropriate time.
Resolved:
1. That the year to date net revenue expenditure to the end of January 2020 shows a favourable variance of £2.407m compared to budget and the forecast position shows a favourable movement of £2.565m from budget be noted and
Page 278
2. That the total capital expenditure to the end of January 2020 for the overall transport programme was £104.5m which was £42.4m below the year to date budget of £146.9m and the annual forecast position shows a favourable movement of £66.8m from budget be noted.
98. Capital Programme Delivery Monitoring Report The committee considered a report of the Director of Development and Delivery that provided the committee with a progress monitoring update on the approved TfWM led 2019/20 Capital Programme and projects.
In relation to concerns expressed by Councillor Huxtable regarding the completion date for University and Perry Barr rail stations and whether the schemes would be ready in time for the Commonwealth Games given that Perry Barr was rated amber on the dashboard, the Director of Development and Delivery, Sandeep Shingadia, reported that the reason for the amber rating was that the scheme had a complex interface with a number of other schemes and undertook for a more detailed note to be circulated to members.
Councillor Alden enquired whether the start dates for partial or re-opening of the stations could be included on the dashboard for future reports or be stated in the briefing note referred to above.
Resolved:
1. That the achievements since the 6 January meeting of the Transport Delivery Committee as outlined in the report be noted;
2. That progress on the deliverables and the outturn of 2019/20 Capital Programme be noted and
3. That the variations to the baseline programme as outlined in the report be noted.
99. Bus Business Update The committee considered a report of the Area Manager for the Black Country and for Birmingham, Solihull and Coventry that reported on matters relating to the performance, operation and delivery of bus services in the West Midlands.
The Chair and Lead Member for Putting Passengers First, Councillor Hartley introduced the report.
Richard Hardman, Area Manager for the Black Country and Richard Mayes, Area Manager for Birmingham, Solihull and Coventry, were in attendance to present the report and outline key highlights. This included bus performance, operational matters, new funding, the partnership route on service 40 and an update on the bus network.
Page 279
In relation to a request for information to be provided on the Cross City bus route, the Head of Network Development, Jon Hayes reported that discussions on the route were still on-going but information with regards what is planned could be provided at a future meeting.
Resolved: That the report be noted.
100. Notices of Motion None submitted.
101. Questions None submitted.
102. Forward Plan The committee considered a report on the agenda items to be submitted to a future meeting.
In relation to the park and ride update report scheduled for the meeting on 8 June 2020, Councillor Huxtable asked if the report could include information with regards to park and ride for HS2 and Birmingham International.
Resolved: That the report be noted.
103. Exclusion of the Public and Press Resolved: That in accordance with Section 100A4 of the Local Government Act 1972, the press and public be excluded from the meeting during the consideration of the following items of business as they involve the likely disclosure of exempt information relating to the business affairs of any particular person (including the authority holding that information).
104. WMCA Board Transport Reports (for information only) The committee considered a report entitled ‘University Station Full Business Case Submission’ that would be considered by the WMCA Board on 20 March for approval.
The report was submitted for information only.
Resolved: That the report be noted.
The meeting ended at 3.15 pm.
Page 280 Agenda Item 23
Investment Board
Monday 20 April 2020 at 10.00 am
Minutes
Present Councillor Bob Sleigh (Chair) Portfolio Lead for Finance & Investments Nick Abell Coventry & Warwickshire Local Enterprise Partnership Councillor Mike Bird Walsall Metropolitan Borough Council Paul Brown Black Country Local Enterprise Partnership Councillor Tristan Chatfield Birmingham City Council Councillor Steve Clark Dudley Metropolitan Borough Council Councillor Karen Grinsell Solihull Metropolitan Borough Council Councillor Tony Jefferson Non-Constituent Authorities Councillor Jim O'Boyle Coventry City Council Sue Summers West Midlands Development Capital Gary Taylor Greater Birmingham & Solihull Local Enterprise Partnership
In Attendance Sarah Middleton Black Country Local Enterprise Partnership Andy Williams Coventry City Council Paula Deas Coventry and Warwickshire Local Enterprise Partnership Aanisah Begg West Midlands Combined Authority Gareth Bradford West Midlands Combined Authority Carl Craney West Midlands Combined Authority Oliver Dyke West Midlands Combined Authority Dan Essex West Midlands Combined Authority Linda Horne West Midlands Combined Authority Stephen Manners West Midlands Combined Authority Ian Martin West Midlands Combined Authority Tim Martin West Midlands Combined Authority Tanya Patel West Midlands Combined Authority Donna Pickersgill West Midlands Combined Authority Lyndsey Roberts West Midlands Combined Authority Jodie Townsend West Midlands Combined Authority David Warburton West Midlands Combined Authority Ed Bradburn West Midlands Development Capital Nick Oakley West Midlands Development Capital Kieren Turner-Owen West Midlands Development Capital
Page 1 of 6 Page 281 Item Title No. 125. Chair's Announcement The Chair thanked Members and Officers for joining this virtual meeting of the Investment Board and explained how the procedure he proposed to manage the meeting.
126. Apologies for Absence (if any) An apology for absence had been received from Richard Moon (Coventry City Council).
127. Notification of Substitutes (if any) No substitutes had been nominated.
128. Declarations of Interests (if any) Nick Abell declared a personal interest in Agenda Item No. 12 (Abbotts Lane – Land Fund Grant (LFG)) inasmuch as the Company of which he was the Chair acted for the developer.
Councillor Tristan Chatfield declared a personal interest in Agenda Item No. 14 (Sandvik, Halesowen – Collective Investment Fund (CIF)) inasmuch as he was an adviser to the Lapal Canal Trust.
129. Minutes of last meeting The Chair referred to Minute No. 111 insofar as it referred to the discussions in respect of Intellectual Property Rights (IPR’s) with Coventry City Council in respect of the Very Light Rail scheme. Ian Martin reported that Coventry City Council had agreed that a 15% share of any IPR’s received would be forwarded to the West Midlands Combined Authority. Councillor Mike Bird questioned the correlation to the investment made. Ian Martin explained that this was not known at this stage with no IPR’s currently having occurred and advised that the offer was reasonable and allowed sufficient room to offer IPR’s to private sector investors, if appropriate. Councillor Mike Bird suggested that any allocation of IPR’s should be proportionate to the level of investment made.
The Chair referred to Minute No. 112 (Investment Programme and Dashboard) insofar as it related to an update on the HS2 Hybrid Act Change (HS2 Parallel Designs) scheme. Ian Martin reported that arrangements had been made for a presentation on this matter to be given to the meeting scheduled for 23 March 2020 but that this meeting had been cancelled. Arrangements would be made for the presentation to be given to a future meeting of this Board.
Resolved: 1. That the minutes of the meeting held on 17 February 2020 be confirmed as a correct record and signed by the Chair; 2. That the Officers be authorised to progress discussions and negotiations with Coventry City Council in relation to Intellectual Property Rights in respect of the Very Light Rail scheme and the development of an appropriate agreement; 3. That arrangements be made for a presentation to be made to a Page 2 of 6 Page 282 future meeting in respect of the HS2 Hybrid Act Change (HS2 Parallel Designs) scheme.
130. Investment Board - Role and Remit Ian Martin presented a report which invited the Board to consider making recommendations to the WMCA Board to amend the functions and remit of the Investment Board in order to ensure that it could carry out effectively its role and purpose in line with the delivery of the Single Assurance Framework. He explained the background to this request and how it related to other proposed changes of governance. In response to questions from Members, Linda Horne, Ian Martin and the Chair advised on the background to this matter and the need to ensure that the proposed changes complied with the requirements of the national Single Assurance Framework therefore also assisting in passing the Gateway Review.
Nick Abell requested that a copy of the current Terms of Reference together with the proposed amendments be provided to the Board in order that Members could understand fully their role. Furthermore, he also requested details of the proposed membership of the Investment Advisory Board and the suggested relationship with this Board. Councillor Christian Chatfield asked if this information could include also how the Investment Board’s role and remit related to the overall WMCA governance arrangements. Tim Martin offered to ensure that this information was made available to the Board. He assured the Board that the proposed changes only served to codify existing arrangements.
Resolved: That the West Midlands Combined Authority Board be recommended to endorse the proposed amendments to the Terms of Reference of this Board as detailed in the report.
131. Investment Programme and Dashboard - Update Ian Martin presented a report on the status of the Investment Programme to assist in setting out the context for any investment decisions to be made by the Board.
Resolved: That the report and Dashboard be received and noted.
132. WMCA Collective Investment Fund (CIF) - Dashboard The Board considered the WMCA Collective Investment Fund (CIF) Dashboard (public iteration) as at 1 April 2020.
Resolved: That the Dashboard be received and noted.
133. WMCA Brownfield Land and Property Development Fund (BDLDF) - Dashboard The Board considered the WMCA Brownfield Land and Property Development Fund (BLPDF) Dashboard (public iteration) as at 1 April 2020.
Resolved: Page 3 of 6 Page 283 That the Dashboard be received and noted.
134. WMCA Revolving Investment Fund (RIF) - Dashboard The Board considered the WMCA Revolving Investment Fund (RIF) Dashboard (public iteration) as at 1 April 2020.
Resolved: That the Dashboard be received and noted.
135. Land and Property Investment Fund (LPIF) - Dashboard The Board considered the Black Country Land and Property Investment Fund (LPIF) Dashboard as at 1 April 2020.
Resolved: That the Dashboard be received and noted.
136. Exclusion of the Public and Press Resolved: That in accordance with Section 100A4 of the Local Government Act 1972, the press and public be excluded from the meeting during the consideration of the following items of business as they involve the likely disclosure of exempt information relating to the business affairs of any particular person (including the authority holding that information).
137. Abbotts Lane - Land Fund Grant (LFG)
Nick Oakley presented a report which sought approval of a WMCA Land Fund Grant to deliver infrastructure and enabling works package at the above site. He advised that the Phase 1 funding could be the subject of a separate funding request through the Revolving Investment Fund at some point in the future. He, Linda Horne and Ian Martin responded to various questions from the Board.
The Board noted that there may be difficulties for the Developer in obtaining a development loan given the expected market conditions post Covid-19. This included potential difficulties in structuring a RIF loan within sensible Risk parameters. It was made clear that the Developer should be in no doubt that the provision of a loan from WMCA was not to be assumed, however this was a standalone proposal and the Board wished to support development as much as possible in the current environment.
Resolved: 1. That the WMCA Land Fund Grant be approved subject to the conditions detailed in the report; 2. That it be noted that the Phase 1 loan funding could be the subject of a separate funding request via the Revolving Investment Fund.
138. Bromford Road and Fountain Lane - Land Fund Grant (LFG) Kieren Turner-Owen presented a report which sought the approval of an application of Land Grant funding to assist with the delivery of 234 residential units (116 of which would be affordable) at the property subject to conditions. Page 4 of 6 Page 284 He responded to questions from Members of the Board on the history of the ownership of the site and the preferences of the local authority as to its future development.
Resolved: That the allocation of Land Fund Grant to assist with the delivery of 234 residential units (116 to be affordable) at the property be approved subject to the conditions detailed in the report.
139. Sandvik, Halesowen - Collective Investment Fund (CIF) Ed Bradburn presented a report which sought the approval of a Collective Investment Fund loan to assist in delivering a development at the site. He and Ian Martin provided additional information and clarification in response to issues raised by Members of the Board.
Resolved: That the Collective Investment Fund loan be approved subject to the conditions detailed in the report.
140. Plots 3 & 4, Advanced Manufacturing Hub, Birmingham Ed Bradburn presented a report which sought the allocation of Collective Investment Fund monies to fund the costs required to deliver the development by way of senior commercial loan on the key terms and conditions indicated. He reported that the proposal had the support of the Investment Advisory Group subject to the availability period being linked to specified start and completion dates.
Nick Abell commented that whilst he was happy to support the loan he had concerns in relation to the allocation of funds if the commencement was likely to be delayed and if those funds could be utilised better elsewhere. Ian Martin reported on the availability of sufficient headroom and on the proposed monitoring arrangements to ensure that all schemes progressed satisfactorily as well as the longstop starting dates that proposals would now be subject to.
Resolved: That the allocation of Collective Investment Fund monies to fund the costs required to deliver the development by way of senior commercial loan on the key terms and conditions detailed in the report be approved.
141. 2 Park Square, Longbridge, Birmingham B31 2TW Nick Oakley presented a report which sought the allocation of Brownfield Land and Property Development Fund monies to assist with the viability gap incurred on the development subject to the terms and conditions specified. He responded to questions raised by the Board.
Resolved: That the allocation of Brownfield Land and Property Development Fund monies to assist with the viability gap incurred on the development be approved subject to the terms and conditions detailed in the report. Page 5 of 6 Page 285 142. WMCA Collective Investment Fund (CIF) - Dashboard The Board considered the WMCA Collective Investment Fund (CIF) Dashboard (private iteration) as at 1 April 2020.
Resolved: That the Dashboard be received and noted.
143. WMCA Brownfield Land Property and Development Fund (BLPDF) - Dashboard The Board considered the WMCA Brownfield Land and Property Development Fund (BLPDF) Dashboard (private iteration) as at 1 April 2020.
Resolved: That the Dashboard be received and noted.
144. WMCA Revolving Investment Fund (RIF) - Dashboard The Board considered the WMCA Revolving Investment Fund (RIF) Dashboard (private iteration) as at 1 April 2020.
Resolved: That the Dashboard be received and noted.
The meeting ended at 11.08 am.
Page 6 of 6 Page 286 Agenda Item 24
Housing & Land Delivery Board
Monday 27 April 2020 at 10.00 am
Minutes
Present Councillor Mike Bird (Chair) Walsall Metropolitan Borough Council Sarah Middleton Black Country Local Enterprise Partnership Councillor Sharon Thompson Birmingham City Council Councillor George Adamson Cannock Chase District Council Councillor Jacqueline Sweetman City of Wolverhampton Council Bill Blincoe Coventry and Warwickshire LEP Marc Lidderth Environment Agency Simon Marks Greater Birmingham and Solihull LEP Phil Farrell Homes England Councillor Matthew Dormer Redditch Borough Council Councillor Joanne Hadley Sandwell Metropolitan Borough Council Councillor Robert Macey Shropshire Council Councillor Ian Courts Solihull Metropolitan Borough Council Councillor David Wright Telford and Wrekin Council Councillor Peter Butlin Warwickshire County Council Councillor Cathy Bayton Association of Black Country Authorities
In Attendance Richard Lawrence City of Wolverhampton Council Rachel-Ann Atterbury West Midlands Combined Authority Gareth Bradford West Midlands Combined Authority Carl Craney West Midlands Combined Authority Colin Clinton West Midlands Combined Authority Ed Cox West Midlands Combined Authority Neil Elkes West Midlands Combined Authority Dan Essex West Midlands Combined Authority Rob Lamond West Midlands Combined Authority Tim Martin West Midlands Combined Authority Gurdip Nagra West Midlands Combined Authority Tanya Patel West Midlands Combined Authority Lyndsey Roberts West Midlands Combined Authority David Warburton West Midlands Combined Authority Patricia Willoughby West Midlands Combined Authority
Page 287
Item Title No. 37. Apologies for Absence (if any) Apologies for absence had been received from Councillor Angus Lees (Dudley Metropolitan Borough Council), Councillor Daren Pemberton (Stratford on Avon District Council) and Kevin Rodgers (West Midlands Housing Association Partnership).
38. Notification of Substitutes (if any) No notification of Substitute Members had been received. Phil Farrell advised that he had replaced Karl Tupling as Homes England representative on the Board.
39. Declarations of Interests (if any) Simon Marks (Greater Birmingham and Solihull Local Enterprise Partnership) declared a personal interest in Agenda Item No. 5 (Affordable Homes Delivery Vehicle: update) inasmuch as the GB&SLEP) provided advice to the partners.
40. Chair's Announcement The Chair referred to the recent death of Councillor Peter Bilson following a spell of ill health and drew to the attention of the Board the contribution made to the work of this Board, the West Midlands Combined Authority and local government in general by Councillor Bilson over many years. At his invitation the Board held a minutes’ silence in respect of Councillor Bilson.
41. Minutes of last meeting Resolved: That the minutes of the meeting held on 15 January 2020 be confirmed as a correct record and signed by the Chair.
42. Affordable Homes Delivery Vehicle: Update Gareth Bradford gave a brief introduction to the principles behind the proposal for an Affordable Housing Delivery Vehicle and on the work with partners on its creation to unlock challenging brownfield opportunities. He advised that Kevin Rodgers from the West Midlands Housing Association Partnership had been involved closely with the work on this matter and whilst he could not be present at this meeting, he had requested that the Board be notified that he supported the contents of the report and the approach proposed and the positive working between WMCA and WMHAP.
Page 288
Rob Lamond presented the report which provided an update on progress in developing an Affordable Housing Delivery Vehicle with a number of Registered Providers operating in the West Midlands. He reminded the Board that the key purpose was to create a dedicated vehicle to unlock challenging brownfield opportunities in the region by the Housing Associations working with the WMCA which would not come forwards through other means thus providing real added value to the work of the WMCA under the Single Commissioning Framework, local housing partnerships, Homes England and local authorities on affordable housing delivery. He reported that a draft Memorandum of Understanding between the parties was being prepared and the Heads of Terms document for the vehicle was at an advanced stage and would be submitted to a future meeting for approval together with a detailed Business Case. He advised on the establishment of an internal Working Group at the WMCA including representatives from finance, legal and procurement to ensure that the appropriate governance measures were in place. Rob Lamond also set out some of the key next steps for seeking Board approval in June and launch in September.
Councillor Ian Courts welcomed the progress being made. He requested information on the type of projects which would be included. He asked what the Delivery Vehicle would achieve that individual Registered Providers could not deliver and whether there would be cases of partners, as seen historically in this sector, being unwilling to share their ideas on innovation. Rob Lamond explained that the proposed Delivery Vehicle would bring together the expertise and capacity of partners with different ways of unlocking difficult sites being considered and the opportunity to share risk. In relation to sharing examples of innovation, this would be based on mutual trust and a collaborative approach that had been developed between the partners. He advised that in future, subject to the success of such a vehicle, there could also be the opportunity for other public and private sector organisations to participate in the work of the Delivery Vehicle. The Chair commented that the Delivery Vehicle has the potential to play a key role in brownfield regeneration and supporting our post-Covid 19 Housing and Land Plan.
Councillor Jacqueline Sweetman opened her remarks by thanking the Chair and the Board for the earlier tribute to her erstwhile colleague, Councillor Peter Bilson. She referred to the 30% of income levels measure within the definition of affordable units and advised that in the Wolverhampton area the rental levels involved in meeting this definition would be above the local housing allowance and thus unaffordable to local people. Rob Lamond offered to provide Councillor Sweetman with further background papers on this matter as this local interpretation of the definition was critical to its formulation and endorsement by the Board. The Chair commented that the difficulties raised were acknowledged and precisely the reason which led to a more granular definition than the national affordable housing definition. He asked officials to keep progress under review and report back to the Board accordingly given this was a first attempt at defining ‘affordability’ at a regional level related to local incomes rather than house prices. The differences in rental levels and affordability across the region had been raised in previous meetings.
Page 289
Sarah Middleton referred to the outcomes detailed in paragraph 3.2 of the report and of the need to make specific reference to the economy recovery phase following the current Covid-19 pandemic. It would be necessary to think collectively on how the implications arising upon the Covid-19 pandemic were to be responded to and that this would include all of the Boards’ workstreams. Sarah Middleton commended the partnership approach detailed in the report.
Gareth Bradford gave a quick update on the broader regional recovery planning work and sought the Board’s steer on refining and amending the projects and programmes of work in the agreed Housing and Land Portfolio Business Plan in light of Covid-19. A Working Group under the Delivery Steering Group had been recently established to develop this work collectively. The Board sought the preparation of a Covid-19 Housing and Land Recovery Plan as a product of this work which should propose opportunities and interventions the Board could consider in line with the aims and objectives in the Business Plan. The Board requested regular updates on the impacts of Covid-19 and also the opportunities it might bring for delivering or further advancing the Portfolio’s Aims and Mission (for example in the fields of advanced manufacturing in construction and town centre regeneration).
Resolved: 1. That the strong progress that had been achieved collectively since the last meeting of the Board on creating a Collaborative Delivery Vehicle be noted; 2. That Councillor Jacqueline Sweetman be provided with additional information in relation to the regional affordable housing target for Affordable Units and the interrelationship with local housing allowance levels; 3. That the outcomes be amended to include specific reference to the economic recovery phase. 4. That the WMCA undertook to review the existing Housing and Land Business Plan and its key projects and programmes of work in light of the impacts of Covid-19 and develop a Covid-19 Housing and Land Recovery Plan proposing specific opportunities and interventions that the Board can consider for discussion at a future Board meeting.
43. Advanced Methods in Construction: Update on the Project Execution Plan and future work programme Gareth Bradford introduced the report by explaining the proposals to investigate and adopt advanced manufacturing in construction, for the region to become the market leader in Advanced Methods in Construction (AMC) and again linked back to its role as part of the economic recovery in the post Covid-19 pandemic period and a key element of the Housing and Land economic recovery work.
Page 290
Rachel-Ann Atterbury presented a report which updated the Board on the progress in implementing its earlier decisions regarding the Advanced Methods in Construction (AMC) programme, specifically the decision to move towards mainstreaming AMC on sites coming through the Single Commissioning Framework for WMCA investment and the decision to produce a new regional AMC strategy and routemap.
Councillor Jacqueline Sweetman commended the work on AMC as a good example of cross-region working. She queried whether the Market Intelligence Model included competitor research analysis in order to better understand what was being done elsewhere on this issue. Gareth Bradford assured the Board that such analysis and intelligence gathering was being carried out and would sit at the heart of the evidence-based AMC Strategy and routemap. Rachel-Ann Atterbury reported on approaches which had been received to date from companies operating in Lithuania and Ireland. She advised that a number of companies already existed in the United Kingdom but that with the commissioning of Cast Consultants, the market leaders, the WMCA was well placed to understand the position in the industry.
The Chair reported that some time ago Walsall MBC had invested in Accord Housing and its timber framed construction methods but that there were now other options apart from timber framed buildings for AMC. He commented that there were several brownfield sites in the area which could accommodate an AMC factory without the level of remediation required for the site to be used for residential purposes. He reminded the Board of its aspiration to be a major player in the United Kingdom in this industry, that it could be a real game changer for the region and on the opportunities to encourage manufacturers to base their operations in the region. Again the Chair noted how crucial this would be for post-Covid-19 recovery.
Gareth Bradford reported that many of the schemes being considered for funding support through the WMCA investment Board now included elements of AMC in line with previous agreements of the Board to embed AMC requirements into the SCF. He drew to the attention of the Board the development at Icknield Port Loop in particular. The Chair remarked on the quality of build and speed of erection at this development and encouraged Members to visit the site following the cessation of the Covid-19 limitations on travel.
Councillor Ian Courts stressed the importance of delivery at scale and reminded the Board that AMC was not solely related to timber framed buildings. He referred to the use of, for example, bathroom pods. He also commented on the opportunities which existed for boosting the skills agenda. On the downside, he reminded the Board that whilst the superstructures could be constructed completion of dwellings were dependent upon the completion of infrastructure works. He also commented on the opportunities for solar panels and PV tiles to be incorporated into AMC. Cllr Courts also referred to the importance of the work Gareth Bradford and his team were doing with Councils and other partners on using Housing and Land to support economic recovery.
Page 291
Resolved: 1. That the AMC pre-qualification requirement within the Single Commissioning Framework, as amended, be noted; 2. That the future programme of work on AMC and specific deliverables including the proposal to bring an AMC Charter to the Board in summer 2020, followed by a full AMC strategy by the end of the year be approved; 3. That further market intelligence analysis, including competitor research, be undertaken. 4. That AMC forms a key element of the Housing and Land Portfolio Business Plan and its post-Covid 19 economic recovery planning work.
44. Zero Carbon Homes: Definition and future work programme Gareth Bradford introduced the report by advising that the Single Commissioning Framework (SCF) could be reviewed to include reference to Zero Carbon Homes if the Board so wished. Rachel-Ann Atterbury presented a report which sought the views of the Board on the proposed approach - producing a 2025 Zero Carbon Homes standard based on a nationally recognised definition, a clear strategy and routemap as agreed as part of its deliverables for 2020/21.
Councillor Sharon Thompson sought clarification as to whether the intention was to have completed the journey to zero carbon homes in full by 2025 or whether a phased approach was intended. Rachel-Ann Atterbury confirmed that the phased approach was the intention.
Councillor Ian Courts advised that he had three points to raise: i) Whilst acknowledging the need to move forward on energy efficiency and carbon reduction there was a need to look at the cost effectiveness of the measures proposed, with the 2041 Action Plan having regard to the need to make best use of limited resources; ii) The need for local resource to overcome the necessity to import goods; iii) The need to consider the role of landscaping and carbon capture to contribute to carbon reduction rather than concentrating solely on improving energy efficiency.
The Chair opined that the Covid-19 pandemic would contribute to carbon reduction and that if such measures as the siting of an AMC factory in the region could be achieved, this would lead to a reduction in the carbon footprint and reduce the reliance on imported goods.
Page 292
Ed Cox commented that it should not be taken for granted, especially in the current circumstances, that the economic recovery process would concentrate on carbon reduction. He drew to the attention of the Board the benefits which could accrue from it working in conjunction with the Environment Board on this and associated issues. Gareth Bradford added that the financial resources available for zero carbon homes should also include those that could be levered through the SCF in the same way as had been achieved for affordable housing, higher design standards and AMC since the start of the SCF in April 2019. The SCF could be revised and reviewed to include reference to energy efficiency and carbon reduction. The Chair suggested that future reports to the Investment Board could include a specific paragraph regarding any contribution towards the zero-carbon target.
Councillor Peter Butlin acknowledged the advantages of the zero-carbon target as a clear ambition but suggested that it was not possible for the construction industry to achieve it based on current techniques and that the construction trade should not be placed at a disadvantage by having impossible targets placed upon it. He reminded the Board that its primary target was to achieve a significant increase in the provision of housing accommodation. He commented that he supported any attempts to bring manufacturing industries back to the region. Marc Lidderth advised that bringing back manufacturing to the region was fundamental and would assist in reducing the carbon footprint by reducing the need for imported goods. This view was supported by the Chair.
Gareth Bradford commented that one area the region continued to press HMG on was whether the current methodology for calculating Benefit Cost Ratios (BCR’s) could be amended or made more flexible to take greater account of issues such as brownfield regeneration and/or the use of AMC and wider inclusive growth benefits. The Chair commented that this remained crucial to supporting brownfield regeneration and counting wider outputs and opportunity costs.
Resolved: 1. That the proposal to adopt the UKGBC definition of ‘zero carbon buildings’ to homes in the West Midlands (as set out in Section 3 of the report) which addressed operational, embodied and whole life net carbon be supported; 2. That the proposal, in responding to the Housing and Land Delivery Board zero carbon commission to take a phased approach to delivering the zero carbon homes ambition in the 2041 Climate Action Plan, including establishing the current level of low/zero carbon building, producing an agreed routemap to 2025 and a zero carbon homes charter to encourage take up be noted;
Page 293
3. That the proposed governance structure for zero carbon homes programme which sought to draw expertise from across the private and public sectors including: • Appointment of West Midlands Zero Carbon Homes Champion; • An expert sounding board; • An Officer Working Group be noted.
45. Delivery and Investment Plans: Town Centre and Inclusive Growth Corridors - progress and next steps Pat Willoughby presented a report which detailed the background to the development of Delivery and Investment Plans (DIPs) for the first five Towns and two Investment Corridors, set out the work to date, its background from previous Board reports and which recommended a way forward. She advised that the development of the DIPs would afford an opportunity to look further at the use of AMC, the target for zero carbon homes and affordable housing. She explained that the various DIPs were almost ready for sign-off by the respective local authorities. The ‘next steps’ in the process had been agreed at the last Housing and Land Board and were being discussed bilaterally with each council including the necessary steps to deliver the proposed outcomes. She reminded the Board that each Town Centre was different and therefore that a ‘one size fits all’ solution would not be appropriate.
The Chair commented that the Town Centres would be very different when they did eventually re-open for trading and requested that a report be prepared for consideration at the next meeting of the Board in relation to supporting ‘Town Centre Living’. He acknowledged that this could possibly require changes to the current SCF and also local planning policies in relation to car parking provision. He suggested that a policy of proactively supporting Town Centre Living could reduce the reliance on car use and/or ownership but believed that living, working and shopping in the Town Centre could stimulate the local economy. Gareth Bradford commented that the SCF had been amended as agreed at the previous Board meetings around town centre regeneration and renewal, density, advanced methods of construction and affordable housing. He suggested that this important town centre living piece could helpfully link into the Covid-19 recovery work given the very significant challenges facing our town centres in light of Covid-19 exacerbating previous trends. A significant element of that work would be around amending the town centre programme of the Housing and Land Board in light of the enhanced challenges and new opportunities.
Councillor Joanne Hadley reminded the Board that she had raised previously the need for people to feel safe when shopping on the High Street and suggested that the use of Street Wardens or increased Police presence be explored. The Chair commented that there were several reasons why people were reluctant to use local Town Centres but that the Covid-19 pandemic had served to promote the use of local shops. He referred to the problems with on-street beggars which many people found threatening and on the need for people to support relevant charitable organisations rather than direct giving. He opined that Town Centre Living would improve the feeling of safety in Town Centres through increased footfall.
Page 294
Councillor Jacqueline Sweetman advised that research indicated that people visited Town Centres for an experience, be that to visit a restaurant, cinema, exhibition etc. rather than to shop necessarily. She also requested that future reports included details of timescales for the completion of tasks and identified the Responsible Officer. Gareth Bradford remarked that this was normally the case and referred the Board to the Project Execution Plan contained in the report on AMC, the clear next steps in the report on zero carbon or the report to the previous meeting on affordable Housing Delivery Vehicle when firm timelines had been detailed.
Councillor Jacqueline Sweetman commented that the feeling of wellbeing in High Streets could be markedly different when these streets re-opened and that there could be a complete re-imagination of the reason for the visit and thus the town centre itself. The Chair acknowledged that a congregation of youths would serve to disincentivise shoppers from visiting as would the lack of Public Conveniences.
Councillor Ian Courts commended the report and the ensuing discussion on town centre renewal. He asked whether there was a need to look at interventions in town centres on a wider scale and enquired as to the further possible interventions which could be deployed. He reminded the Board that the respective Business Improvement Districts had a role to play albeit they were struggling with their own problems at the present time. He commented on the need to encourage independent traders and suggested that local authorities which owned retail premises should look favourably on such traders.
Councillor Joanne Hadley commented that it was likely that some businesses would not re-open and suggested that steps be taken to encourage new businesses by offering financial inducements such as peppercorn rents etc. The Chair commented that many shop units were owned by absentee landlords who were indifferent to the success or otherwise of individual town centres and communities. He requested that a report on a Town Centre Strategy be submitted to the next meeting of the Board.
Councillor Joanne Hadley referred to the number of business premises which had fallen into disrepair and on the need for local authority Planning Departments to use their statutory powers to seek the necessary repair work.
Gareth Bradford concluded by thanking the Board for their welcome support for the papers presented today and that as requested the team working with local councils, business and other partners would come forward with initial proposals for discussion around the post Covid19 portfolio plan and a revised town centre programme and approach at the next meeting.
Resolved: 1. That the positive progress and engagement on the preparation of Delivery and Investment Plans which were now nearing completion in line with the framework, format, purpose, approach and characteristics set out previously by this Board over the last 12 months be noted. The Delivery and Investment Plans relate to:
Page 295
• Bilston; • Bordesley Green; • Dudley; • Walsall; • West Bromwich; • Walsall to Wolverhampton Inclusive Growth Corridor; and • Sandwell to Dudley Inclusive Growth Corridor. 2. That it be noted that the report had been considered and the contents endorsed for submission to this Board by the Housing and Land Steering Group in discussion with relevant members as appropriate; 3. That delegated authority be granted to the Director of Housing and Regeneration in consultation with the Portfolio Lead for Housing and Land to agree the final versions of the Delivery and Investment Plans (for publication) for the town centres and inclusive growth corridors listed above. This being conditional on each plan being agreed, in advance, by Officers and Members of the relevant local authorities; 4. That all future reports submitted to this Board include details of timelines for actions together with the Responsible Officer; 5. That a report on a revised Town Centre Strategy and programme as part of the Covid-19 response, including specific support for town centre living, be submitted to the next meeting.
The meeting ended at 11.34 am.
Page 296 Agenda Item 25
Round up of Young Combined Authority (YCA) activity, March – June 2020
The coronavirus (Covid-19) crisis has impacted all of our lives, and the YCA is no exception.
Lockdown meant the suspension of face-to-face meetings but also (due to the postponement of the 2020 elections for Mayor of the West Midlands) a break in the YCA’s project to develop a manifesto for young people that would be used to engage mayoral candidates.
The YCA has adapted to this challenging context and held regular virtual meetings since 1 April. Their new focus has been to connect with young people during the crisis and help to shape the region’s recovery.
Impact of the Covid-19 crisis on young people The YCA have noted key reports about the impact on young people:
Research by the IFS found that the Research shows that young people will be one of under 25’s will be disproportionately the hardest hit groups by Covid-19. Even in the hit by the crisis in the labour market. short term, the YCA membership includes people This was supported by the Princes who have experienced the challenges and Trust whose research found almost scenarios below: 1/3 young people say their future
- Directly suffered from Covid-19 prospects have been damaged. - A Levels cancelled - Sat university exams remotely Beatfreeks’ Take the Temperature - Beginning their careers / job hunting report shined the light on the wider - Are or have family who are key workers challenges experienced by young - Recently self-employed (ineligible for support) people during the pandemic, from - Taking care of themselves, friends or family increased pressures on mental - Are from BAME communities. wellbeing to disruptions in education. Page 297
YCA Response to Covid -19: round up of social media activity
The YCA’s initial focus has been on developing ways to use their social media channels to engage young people during the lockdown. This has included:
- Updates from Government Guidelines: raising awareness of Covid-19 guidelines - #YCAPositiveNews – a Friday feature to share good news from the region and beyond - #HowAreYouCoping? – encouraging people to talk about their mental wellbeing - #YCANewsYouMightHaveMissed: news updates that were eclipsed by Covid-19.
The YCA also ran an ambitious campaign for Mental Health Awareness Week. This included asking people to share their artwork through #QuarantineCreates (as featured on BBC WM!) and the YCA’s first podcast.
Listen the YCA’s debut podcast on mental health: https://twitter.com/Emerson _jh02/status/1264074860986 339328 Page 298
Shaping the Region’s Recovery from Covid-19
The YCA is increasingly turning its focus to how it could help shape the region’s recovery from Covid-19.
The plan is to ‘work smart’ – connecting with WMCA activity and infrastructure to use the YCA platform to advocate for young people.
By influencing what is already in train, the aim is to have a bigger influence on the future of our region.
Proactively addressing Supporting positive mental youth unemployment! Digital! Staying ahead health – the region is of the curve… and entering a recovery phase, making sure but so are people… communities are connected. YCA members have talked about key challenges and impacts of Covid-19 facing The wider Public transport! the region, and discussed impacts of Reopening schools which areas they think could matter most… domestic means catching violence… the bus…
How can this be an opportunity for Helping the homeless. We need universities and employers to work to make sure that a return-to- together – so students are attracted to normal does not mean a return study and know there will be good to rough sleeping. employment opportunities?
Stay up to date…
Twitter: @wmyoungboard Instagram: @wmyoungboard Website: www.wmyca.com Email: [email protected] (WMCA officer)
Page 299 This page is intentionally left blank