WMCA Aims, Objectives & High Level Deliverables
We’re unlocking the potential of the West Midlands and our corporate Aims & Objectives set out how we’ll deliver the region’s priorities.
The table below highlights the six aims and allows you to click through to see the Objectives and High Level Deliverables that align to each of the six Aims.
Aim 1
To promote inclusive economic growth in every corner of the Return to region and stimulate the creation of good jobs
We will ensure public and private investment such as
We will develop economic strategy for the region to drive inclusive growth, and deliver interventions with partners to boost innovation, secure investment, and support industrial clusters
- Develop a broader regional economic policy to drive inclusive growth, co-ordination of policy & support the business taxation commission.
- Adoption, mobilisation and delivery of P4G and P4G implementation plans (cross cuttting interventions) - to include influencing funding allocations
- Develop a strategic partnership with a tech firm to deliver a set of core deliverables on the digital economy.
- Deliver the Create Central business growth plan.
- Develop the standards, tools and practices for embedding and delivering inclusive growth including an online IG portal and IG business partners programme
We will work with partners to create the optimum conditions for businesses to grow, by ensuring they have the support needed to start up, scale up and succeed
- Implement each of the 4 strands of the Social Enterprise Growth Strategy with a view to doubling the size of the sector in WM by 2030
- Deliver the WM Innovation Programme and Made Smarter West Midlands programme.
- Convene discussions with BEIS and partners to accelerate innovation programmes (or bodies) for the West Midlands.
We will invest in training and skills programmes that help our businesses grow and our citizens secure good jobs
- Procure new AEB training to meet current and/or emerging skills needs - from August 2022 monitoring, managing and flexing provision as required
- Launch and communicate regional Level 3 training offer to WM residents and employers
We will work with local authorities to support the role of culture and sport in making the region a good place to live, work, visit and invest
- Align cultural activity across the region through support for the Cultural Leadership Board (sector) and Cultural Officers Group (LA, LEP, WMGC).
- Develop proposals and support business cases to increase public investment in culture, particularly in areas where cultural activity is lower.
We will ensure public and private investment such as
HS2 and the Commonwealth Games, create good work opportunities for local people and more contracts for local businesses
- Deliver bespoke training for Commonwealth Games in line with committed and new (European Social Fund and National Lottery) funding
Aim 2
To ensure everyone has the opportunity to benefit as the region recovers Return to from COVID-19, improves resilience and tackles long-standing challenges
We will work with local authorities, Jobcentres, colleges and training providers to ensure our communities are given training and employment support to access and succeed in new opportunities
- Continue to promote youth platform as the 'place to go' for young people and collaborate with partners to generate engaging up-to-date content
- Identify potential new provision to address skills gaps for those in-work, in partnership with DfE and DWP.
- Introduce Outcomes Framework for Community Learning in collaboration with Community Learning providers.
We will work with partners to identify and address the differ- ent barriers faced by our diverse communities
- Support and develop the Coalition for Digital Inclusion
- Establish Life Chances Commission
- Convene partners to take action to address race inequalities through the Race Equalities Taskforce
- Support and develop the Young Combined Authority to deliver a programme of activity that puts young people’s concerns at the heart of regional policy-making
- Conclude the Mental Health Commission and take forward the recommendations with internal and external partners.
- Support and develop the Leadership Commission through a clear work programme which interfaces with other taskforces and commissions.
- Co-ordinate and support partners in addressing the needs of refugees and asylum seekers arriving in the region through the Strategic Migration Partnership
We will support social innovation to tackle complex and longstanding challenges facing our communities, where mu- tually agreed with partners
- Continue to deliver and extend the Thrive into Work programme and move to embed it as business as usual in primary and community care.
- Develop and deliver a work programme to promote and enhance an evidence-based approach to preventing and tackling health inequalities in the WMCA and amongst other regional partners.
- Develop new approaches to social innovation in the region including exemplar initiatives, training opportunities and a cross-agency virtual team.
- Ongoing facilitation of the Homelessness Taskforce and associated task and finish groups, members advisory group and pilot activity, including looking at alternative funding models for preventative activity.
- Ongoing oversight of Housing First pilot, Rough Sleepers Accommodation programme and Rough Sleepers Initiative.
- Deliver a Coalition on Trauma-Informed approaches, including implementing a regional vision, training framework and commissioning processes.
- Support a pilot programme of public sector leadership development with CIVIC and explore opportunities for wider roll-out
- Continue delivery of Thrive-at-Work programme as it transitions to becoming a more self-sutaining and autonomous project
- Develop collaborative projects with the Police and Crime Commissioner to help reduce crime and improve the criminal justice system
Aim 3
To connect our communities by delivering transport, and unlocking housing and regeneration
We will deliver and operate a safe, accessible, affordable, reliable, and sustainable transport system together with our partners that will enable all communities to better access opportunity across the region
- Increasing the efficiency and performance of transport delivery in the West Midlands
- Deliver the Commonwealth Games Active Travel Legacy programme
- Fund essential supported services that provide a social benefit including concessions, ring and ride, and tendered bus services
- Develop and enhance frontline services and infrastructure that deliver high quality experiences that meet changing customer demands at TfWM facility, bus stations and interchanges.
- Ensure strategic and operational Health and Safety aims and key deliverables are communicated and embedded throughout the WMCA
- Creating and maintaining accurate and reliable public transport travel information including the requirements set out in the National Bus Strategy and Vision for Bus.
- Work in collaboration with Government, Operators and the wider rail industry to deliver better outcomes from today's railway
- Co-manage the West Midlands rail franchise, through West Midlands Rail Executive
- Managing the West Midlands Transport Network through improved coordination with the Regional Transport Co-ordination Centre
- Keep the transport system safe and secure
- Develop and enhancing the performance of the Key Route Network (KRN)
- Deliver the operational plan for the Commonwealth Games for visitors to the region and ensuring reduced impacts on everyday journeys
- Improving the financial, operational and asset performance of WM Metro to support metro services and network expansions
- Maintain & publish a West Midlands Local Transport Plan and embed transport policy and strategy in the plans and programmes of the wider WMCA & partners.
- Develop and maintain a deep understanding of the needs, attitudes and perceptions of people who use the West Midlands transport system
- Continue to develop and maintain a robust common data environment for the West Midlands transport system
- Analyse the transport system to provide deep insight, recommend actions and produce robust and funded evidenced based business cases for schemes and programmes
- Creating a system for easy to use and affordable payments to access the transport system
We will build new and develop current transport infrastruc- ture, so that travel in the region is sustainable, active, and low-congestion and integrated with nationally-important projects such as HS2
- Deliver the West Midlands Walking and Cycling Programme and continue to invest in making streets more walkable
- Ensure the delivery of the CRSTS Capital Programme, including the TfWM Infrastructure programme
- Delivering our bus vision and BSIP to support inclusive growth.
- Building and planning tomorrow's railways by delivering the Rail Investment Programme
- Extending the WM Metro Network to better serve more people and businesses delivering Westside (Edge), Wolverhampton City Centre, WBHE and Birmingham East Side extensions.
- Keeping the West Midlands Moving by mitigating the impacts of transport investment programmes through Travel Demand Manage- ment
We will invest in and support housing and regeneration schemes across the region, working closely with the private sector and local authorities to unlock and accelerate sustain- able delivery
- Delivery of key requirements and output targets of Housing Deal & subsequent deals with HMG
- Supporting Local Planning Authorities with evidence for Local Plans and policy requirements
- Develop and collaborate on Board approved policy development work and masterplanning
- Deliver our nationally leading brownfield regeneration and delivery programmes
- Implement the approved Housing & Land Board Covid19 Recovery Strategy
- Run a series of industry led taskforces to provide critical insight and support
- Lead WMCA Strategic Asset Acquisitions, Disposals and Management programme
- Establish a series of new partnerships, ventures and joint ventures with public and private sector partners.
- Support and enable Affordable Housing Delivery including new joint venture and Registered Provider / Homes England partnerships
- Deliver and submit compelling business cases for additional funding from HMG
- Oversee delivery of the regional One Public Estate Programme (OPE)
We will support and deliver coordinated investment pack- ages with our partners across key corridors and local, town, and city centres
- Produce and launch 2022 WM Investment Prospectus and deliver programme of investor engagement and developer relationships
- Support and enable Town Centre regeneration and repurposing through investment and enabling work
- Lobby/engagement programme with HMG on behalf of the region on housing, land and regeneration matters
- Programme of acquisitions and disposals of land in line with the Public Land Charter
- Developing Park & Ride assets to support better access to the transport system including making our transport assets more affordable by increasing commercial revenues
- Support up to three local authority partners with 'Inclusive Growth in Action' schemes: Birmingham, Solihull and Sandwell
Aim 4
To reduce carbon emissions to net zero, enhance the environment and boost climate resilience
We will work with partners to facilitate investment in, and delivery of, programmes to support net zero development such as to retrofit homes and develop smart local energy systems
- Promote green investment in the region working with partners to leverage commercial finance and co-investment in key investable propositions, building on research and development opportunities in the region
- Develop a system to measure and monitor progress on decarbonisation and other sustainability goals in the region with clear reporting to regional partners
- Develop policies and projects to ensure the energy infrastructure of the region supports competitive, clean and inclusive growth particularly through Local Area Energy Plans and energy devolution
- Deliver Smart Local Energy Systems projects to accelerate innovation in local area energy planning
We will be national pioneers in advanced methods of construction, zero carbon housing and brownfield regeneration and delivery, in- formed by research at the National Brownfield Institute
- Deliver AMC (Advanced Manufacturing in Construction)investment attraction campaign and investment business case to HMG to accelerate growth in regional AMC industry
- Support delivery of milestones in charter and routemap for Zero Carbon Homes in line with #WM2041 and support partner-led Net Zero neighbourhood pilots
- Develop and deliver the Net Zero Neighbourhood Demonstrator programme to pilot place-based approaches to retrofit and wider decar- bonisation through a cohort of 3-5 local neighbourhoods
- Work with partners to develop and deliver projects to tackle fuel poverty in the region
- Establish the SMART Hub to support local authorities to access funding, intelligence and expertise to retrofit homes to reduce carbon emissions
We will develop programmes to drive industrial decarbonisa- tion, and grow the low carbon and circular economy
- Develop and implement the Circular Economy Routemap priorities including an Industrial Symbiosis programme, Zero Carbon Construc- tion Waste Hubs and wider enabling activities
- Develop and implement a programme of activities to rapidly reduce the Scope 1 and 2 carbon emissions of the WMCA including a scheme to decarbonise 16 Summer Lane and staff carbon literacy programme
- Lead and implement initiatives designed to build a sustainability legacy from the B2022 Commonwealth Games including Common- wealth Forest and Carbon Literacy programmes
- Work with partners on industrial decarbonisation and other initiatives to support regional businesses to decarbonise their operations including through the Net Zero Business Pledge
- Develop and deliver a programme of commercial energy efficiency and near/onsite energy generation projects with public and private sector partners
We will pioneer and embed transport innovations and drive behaviour change to reduce emissions, improve air quality, and enable the creation of green jobs
- Delivering a step change in our Mass Transit Network (including Sprint and Metro delivery programmes) to unlock inclusive growth and tackle climate change
- Develop and agree a strategy and target date to deliver a zero-emission bus fleet and supporting infrastructure across the West Mid- lands
- Create a strategic transport innovation eco-system by delivering the West Midlands Future Transport Zone programme
- Develop and commence delivery of Green Bootcamps for professional services
- Deliver a wide-ranging Net Zero Behaviour Change programme to citizens across the region including the development of a WM Net Zero Citizens’ Panel
- Implement the key actions in the Infrastructure for Zero Emission Vehicles strategy including delivery of EV Transit Stations spine programme
- Develop and deliver the agreed regional approach to tackling air pollution through the development of a Regional Air Quality Framework
- Implement activities to deliver the Natural Environment Plan including LNRA, Virtual Forest, project pipeline and WM Insetting Fund
- Support community partners to enhance access to quality green space through a Community Green Grants programme
- Develop and support the regional Climate Adaptation Strategy and identify and deliver key activities for the WMCA and our partners
Aim 5
To secure new powers and resources from central government, and demonstrate the strength of our regional partnership
We will develop our role as a collaborative regional partner, understanding the priorities of local organisations and acting as a convener and bridge to add value
- Develop research, intelligence and analytical functions across the organisation to ensure our work is founded upon a strong evidence base and we are measuring, monitoring and evaluating progress against our corporate aims and regional impact
- Develop and maintain a deep understanding of the principles and challenges of our local authority members through sustained engagement at multiple levels across organisations
- Co-ordinate and contribute to pan-regional and national partnerships such as the Midlands Engine, M10 and other associations where there are opportunities for shared advocacy and impact
- Work with the private sector to understand their perspectives and build shared projects and investment propositions both directly and through representative groups such as Chambers of Commerce
- Convene community groups and the third sector to understand their experiences, amplify their voices and support shared endeavours on regional challenges
- Support partners to develop and deliver the 5 missions of the WM Digital Roadmap
- Negotiate the further devolution of powers and flexibilities from central government
- Secure the resources needed for sustainable local and regional institutions and investment in priority projects through government budg- ets and funding streams
- Co-ordinating WMCA and regional responses to relevant fiscal events and government announcements
- Develop and deliver a co-ordinated regional approach to lobbying through the monthly Public Affairs Network
- Male the case for local rail devolution to deliver better outcomes for a future railway.
Aim 6
To develop our organisation and our role as a good regional partner
We will deliver collectively as one organisation with a collab- orative and inclusive culture, underpinned by best in class enabling services
- Implement new ways of working identified, during Business Transformation, that ensure our Enabling Services effectively support delivery.
- Support internal stakeholders in the efficient and effective delivery of key WMCA projects across the Region.
- Work with partners to deliver a balanced revenue budget for 22/23.
- Develop WMCAs inclusive culture of best-in-class enabling services when managing land and property assets including asset information, compliance, vacant land management, rates, rents and tenant management, income generation, leases and licenses (relating to acquisitions and disposals)
- Convene Policy Working Group fortnightly to coordinate policy submissions, identify opportunities to work collaboratively and align emerging work to the corporate strategy
- Carry out policy and public affairs horizon scanning and intelligence gathering to cascade relevant insights across the organisation
- Coordinate MP engagement with WMCA senior stakeholders to ensure they understand our role and advocate our priorities
We will drive cultural change to embed new hybrid and agile ways of working
- Ensure Strategic Asset Boards programmes support the transition to, and evolution of, hybrid working and agile practices for Acquisi- tions; Disposals; Income generation; Public Land Charter & OPE; Strategic Facilities Management, Space & Services; Safety, Security & Compliance
- We will continue to develop hybrid working across the organisation giving staff the support they need to be able to continue to fulfill their roles in both an office and non office environment.
- A Space & Services strategy is developed and implemented to include new ways of working and explore potential opportunities for our Estate.
Ensure our workforce have the skills and competencies to deliver our strategy
- We will continue to develop our coaching, mentoring, recruitment, training and leadership programmes in order to ensure our people can effectively deliver our Corporate strategy.
We will empower our organisation through digital-first and data enabled ways of working across all our activity
- Enhance the organisations digital culture and dexterity through improving and embedding our digital leadership, alignment and skills.
- Improve our digital end to end operational processes by becoming more streamlined, efficient and effective in our ways of working
- Modernise and improve our technology to become more digitally enabled
- Protect and manage our information to enable insight and evidence based decision making
- Enhance the organisations digital experience and interaction with internal and external stakeholders
We will provide leading support for a diverse workforce and demonstrate excellent equality and diversity practice
- We will continue to develop our role in attracting a wider pool of candidates that reflect regional diversity and offer development oppor- tunities to employees from protected characteristic groups.
- We will build staff competencies to ensure they are confident to actively engage in the equality and inclusion agenda, including develop- ing inclusive leadership initiatives.
- We will support positive physical / mental health and wellbeing to ensure it is championed throughout the organisation.
- Improve our workforce data, including transparency, to help us make informed decisions on future initiatives and more consistently mon- itor and evaluate the impact of these initiatives.
We will involve citizens with our work to put their views at the heart of our planning, decision-making and delivery
- Develop and support a varied portfolio of citizen engagement activity across the WMCA to ensure decisions are shaped by citizens and that our policies, practices and investments deliver real value for everyone living and working in the region
We will deliver through clear and effective governance and performance management that supports good, timely, and transparent decision making and the best use of public funds
- Align business planning with corporate strategy and report on outcome measures every six months
- Support the delivery of key Business projects across the organisation through the Procurement process to ensure best value for money
- A full review of external legal case management systems is being undertaken in line with the corporate objectives to ensure effective working practice with enhanced review analysis and management information.
- Implement the H&S Strategy and ensure strategic H&S aims and key deliverables are communicated and embedded throughout the organisation
- Demonstrable evidence that leadership at all levels of the organisation 'lead and promote a culture' in relation to health and safety.