Board Meeting

[NOT PROTECTIVELY MARKED] 

Board Meeting 

Date: 7 April 2017 

Time: 11.00 am Public Meeting? YES 

Venue: 

Membership 

Council Chamber, Birmingham Council House, Victoria Square, Birmingham, B1 

1BB 

Constituent Members 

Birmingham City Council 

City of Wolverhampton 

Coventry City Council 

Dudley Metropolitan Borough Council 

Sandwell Metropolitan Borough Council 

Solihull Metropolitan Borough Council 

Walsall Metropolitan Borough Council 

Observers Awaiting Membership 

North Warwickshire Borough Council 

Rugby Borough Council 

Shropshire Council 

Stratford on Avon District Council 

Warwickshire County Council 

The Marches LEP 

Herefordshire Council 

Non-Constituent Members 

Black Country LEP 

Coventry and Warwickshire LEP 

Greater Birmingham and Solihull LEP 

Telford and Wrekin Council 

Cannock Chase District Council 

Nuneaton and Bedworth Borough Council 

Redditch Borough Council 

Tamworth Borough Council 

Observers 

West Midlands Police and Crime Commissioner 

West Midlands Fire and Rescue Authority 

Co-optees 

Trade Union Congress 

Quorum for this meeting shall be at least one member from five separate constituent councils. 

Information for the Public 

If you have any queries about this meeting, please contact the democratic support team: 

Contact 

Tel/Email 

Address 

Jaswinder Kaur 

01902 550320 jaswinder.kaur@wolverhampton.gov.uk 

Combined Authority, Civic Centre, 1st floor, St Peter’s Square, 

Wolverhampton WV1 1RL 

Agenda 

Page 1 of 3


Agenda 

Item No. 

Title 

No. Item Presenting Papers 

1. Meeting Business Items 

1.1 Apologies for absence Chair None 

1.2 Declarations of Interests (if any) Chair None 

1.3 Minutes of the WMCA Meeting held on 17 March 

2017 

Councillor Bob Sleigh 

Attached 

1.4 Forward Plan Councillor Bob Sleigh Attached 

1.5 Chairs Remarks Councillor Bob Sleigh None 

1.6 Update on Recent Events David Jamieson Verbal Update 

2. Combined Authority Governance 

2.1 Approval and Adoption of the Revised West 

Midlands Combined Authority Constitution 

2.2 West Midlands Combined Authority Overview 

and Scrutiny Committee 

2.3 West Midlands Combined Authority Audit, Risk 

and Assurance Committee 




Attached 

Attached 

Attached 

2.4 Wellbeing Board Minutes – 24 February 2017 Councillor Bob Sleigh Attached 

2.5 Transport Delivery Committee – 6 March 2017 Councillor Bob Sleigh Attached 

3. Chair of the West Midlands Combined Authority 

3.1 WMCA Annual Plan – 2017 - 2018 Councillor Bob Sleigh To Follow 

3.2 UK Central Urban Growth Company Hub Growth 

& Infrastructure Delivery Plan 


Attached 

3.3 Health & Safety Governance Structure Councillor Bob Sleigh Attached 

3.4 Equality Scheme 2017- 2019 Councillor Bob Sleigh Attached 

Agenda 

Page 2 of 3


4. Economic Growth 

4.1 Responding to the Industrial Strategy Green 

Paper 

5. Transport 

Councillor John Clancy 

Attached 

5.1 2026 Delivery Plan for Transport Councillor Roger 

Lawrence 

Attached 

5.2 Street Works - Permit Schemes on West 

Midlands Roads 

6. Health & Wellbeing 

Councillor Roger 

Lawrence 

Attached 

6.1 Mental Health Commission Update Councillor Pete Lowe Attached 

6.2 ‘West Midlands on the Move’ Physical Activity 

Strategy 

7. Finance and Investment 

7.1 West Midlands Integrated Transport Authority 

Pension Fund - Guarantee Arrangements 

8. West Midlands Police & Crime Commissioner 

Councillor Pete Lowe 

Councillor Izzi 

Seccombe 

Attached 

Attached 

8.1 Gangs and Violence Commission Update David Jamieson Attached 

8.2 Unauthorised Encampments Summit Report David Jamieson Attached 

9. Any Other Business 

9.1 None notified 

10. Date of Next Meeting 

10.1 Friday 21 April 2017, 1100 - 1300 

Agenda 

Page 3 of 3

This page is intentionally left blank

This report is PUBLIC 


Agenda Item 13 


Friday 17 March 2017 

Minutes 

Members 


City of Wolverhampton Council 









Black Country Consortium 


Nuneaton and Bedworth Council 




Stratford –on- Avon District Council 


Observers 

Police & Crime Commissioner 

Co-Optees 

Trade Union Congress 

Councillor Ian Ward 

Councillor Roger Lawrence 

Councillor Peter Bilson 

Councillor George Duggins 

Councillor Abdul Khan 

Councillor Pete Lowe 

Councillor Steve Trow 

Councillor Bob Sleigh – Chair 

Councillor Robert Hulland 

Councillor Sean Coughlan 

Ninder Johal 

Councillor George Adamson 

Councillor Dennis Harvey 

Councillor Bill Hartnett 

Councillor David Humphreys 

Councillor Michael Stokes 

Councillor Chris Saint 

Councillor Izzi Seccombe 

David Jamieson 

Lee Barron 

Officers In Attendance 







Black Country Consortium 

Greater Birmingham and Solihull LEP 

Telford and Wrekin Council 



Angela Probert 

Rachel Ratcliffe 

Sarah Norman 

David Stevens 

Rachel Egan 

Paul Sheehan 

Sarah Middleton 

Katie Trout 

Richard Partington 

Tony McGovern 

Brett Davies 

Page 1






Stratford-on- Avon District Council 


Herefordshire Council 



Police & Crime Commissioner Office 

Transport for West Midlands 

Transport for West Midlands 

West Midlands Combined Authority 









Chair of Transport Delivery Committee 

Kevin Dicks 

Jerry Hutchinson 

Adam Norburn 

David Buckland 

Monica Fogarty 

Richard Gabb 

Clive Davies 

Gemma Davies 

Ben Twomey 

Laura Shoaf 

Phil Hewitt 

James Aspinall 

Jan Jennings 

Mark Langford 

Rob Connelly 

Tony Smith 

Richard Kenny 

Louise Sketchley 

Jaswinder Kaur 

Andrew Kinsey 

Councillor Richard Worrall 

Item Title 

No. 

1. Meeting Business Items 

1.1 Apologies for absence 

Apologies for absence were received from Councillor John Clancy 

(substituted by Councillor Ian Ward), Councillor Steve Eling (substituted by 

Councillor Steve Trow), Councillor Ian Courts (substituted by Councillor 

Robert Hulland), Councillor Lee Jeavons, Stewart Towe (substituted by 

Ninder Johal), Jonathan Browning, Steve Hollis, Councillor Shaun Davies, 

Councillor Malcolm Pate, Councillor Steven Claymore, Councillor Tony 

Johnson, Graham Wynn and Councillor John Edwards. 

Councillor Bob Sleigh welcomed Lee Barron from the Trade Union 

Congress. 

1.2 Declarations of Interest (if any) 

There were no declarations of interest. 

1.3 Minutes of the WMCA Meeting held 3 March 2017 

That the minutes of the meeting held on the 3 March 2017 be approved as 

an accurate record. 

1.4 Forward Plan 

Page 2



Councillor Bob Sleigh advised the West Midlands Police and Crime 

Commissioner would present a report on Unauthorised Encampments 

Summit and the Gangs and Violence Commission at the next Board 

meeting. 

Resolved: 

1. That the forward plan be noted. 

1.5 Chairs Remarks 

Councillor Bob Sleigh advised that some members were not in attendance 

due to attendance at MIPIM. 

2. Chair of the West Midlands Combined Authority 

2.1 Minutes of the Investment Board – 21 November 2016 

Resolved: 

That the minutes of the Investment Board held on 21 November 2016 be 

noted. 

2.2 Minutes of the Overview & Scrutiny Committee - 27 January 2017 

Resolved: 

That the minutes of Overview & Scrutiny Committee held on 27 January 

2017 be noted. 

2.3 Minutes of the Transport Delivery Committee - 6 February 2017 

Resolved: 

That the minutes of the Transport Delivery Committee held on 6 February 

2017 be noted. 

2.4 Appointment of WMCA Returning Officer 

Councillor Bob Sleigh presented a report to appoint a Combined Authority 

Returning Officer in respect of the Combined Authority Mayoral election on 

4 May 2017. 

Resolved: 

1. That the decision to appoint the Returning Officer of 

Birmingham as the West Midlands Combined Authority 

Returning Officer be annulled. 

2. That the Chief Executive of the Combined Authority be 

Page 3

3. Health and Wellbeing 



appointed as the West Midlands Combined Authority Returning 

Officer. 

3.1 West Midlands on the Move 2017 – 30 Physical Activity Strategy 

Councillor Pete Lowe provided an update on the West Midlands on the 

Move 2017 – 30 Physical Activity Strategy. He outlined the strategy was 

underpinned by the following six strands Employment, Education and 

Skills, Transport, Development and Regeneration of Urban and Rural 

Space, Emotional Health and Wellbeing, Community Capacity Building 

and Business Innovation, Technology and Data. He added the mayoral 

candidates would be briefed on the West Midlands on the Move 2017 – 30 

Physical Activity Strategy. Endorsement of the strategy would take place 

through the Health Board and then the Board. 

Councillor Ian Ward requested that the Sports England strand on 

community cohesion be covered in the strategy. He also added that 

Birmingham City Council was currently undertaking a feasibility study on 

hosting the Commonwealth Games and if successful the opportunity 

should be used to increase grass route participation. 

Councillor Chris Saint requested that members be provided with a 

preliminary draft to comment on, to ensure there was no overlap with 

existing plans locally within councils. 

Councillor Izzi Seccombe requested that the Strategy and Commonwealth 

bid be used as an opportunity for school children to be involved in and 

improve lifestyles. 

Councillor Pete Lowe welcomed the comments, the strategy would be 

congregated to benefit the whole region and clarified a written report 

would be provided at the 7 April 2017 meeting. 

4. Transport 

4.1 West Midlands Combined Authority Transport Plan 2017 – 2018 

Councillor Roger Lawrence presented a report to review and approve the 

2017/18 West Midlands Combined Authority Transport Plan which sets out 

the delivery of objectives contained within the West Midlands Strategic 

Transport Plan. It was noted the Transport Delivery Committee had also 

considered the plan. The Annual Plan for the WMCA would be presented 

at a future Board meeting. 

The West Midlands Police and Crime Commissioner welcomed the report 

however observed that the key transport priorities did not give suitable 

prominence to dealing with incidents on the road network. He also 

stressed the level of cross partnership collaboration required when dealing 

with incidents. He requested that greater prominence be placed within the 

Page 4

eport on these issues. 



Councillor Roger Lawrence responded that the Transport Plan 2017-2018 

would be expanded to include detail on dealing with incidents. A small 

multi partnership task and finish group would be established to focus on 

road network incidents to ensure incidents were effectively dealt with by 

partners. 

Resolved: 

That the 2017/18 Combined Authority Transport Plan be approved. 

4.2 Review of Swift Card Brand 

Councillor Roger Lawrence presented a report on the introduction of a 

refreshed look and feel to the WMCA’s Swift Smartcard scheme and the 

continued expansion of Swift on the local rail network. It was noted the 

report had also been considered by the Transport Delivery Committee. 

Resolved: 

That the introduction of a refreshed branding for WMCA’s Swift Smartcard 

from week commencing 20 March 2017 be welcomed and approved. That 

the expansion of the Swift Smartcard scheme be welcomed and approved 

to cover the 12000 customers who purchased nTrain season tickets 

through WMCA’s Direct Debit scheme. 

4.3 Second Resolution for Submission of the Transport & Works Act 

Order Application for the Midland Metro (Birmingham Eastside 

Extension) Order 

Councillor Roger Lawrence presented a report and sought approval from 

the Board on the second resolution confirming the resolution to promote a 

Transport and Works Act Order for Midland Metro Birmingham Eastside 

Extension. 

Resolved: 

That a second resolution be passed to confirm the resolution passed on 

the 30 th September 2016, authorising WMCA to submit an application for 

the Midland metro (Birmingham city Centre Extension) Order. 

5. Finance and Investment 

5.1 Financial Monitoring 2016 - 2017 

Councillor Izzi Seccombe presented a report to provide an update of the 

WMCA finances as at the end of January 2017. She highlighted the key 

financial monitoring headlines. 

Resolved: 

Page 5



That the current financial position to the end of January 2017 be noted. 

5.2 Budget for Mayor’s Office – Year 1 

Councillor Izzi Seccombe presented a report to consider the range of 

possible budget options for the initial 11-month period before the Mayor 

was able to levy a precept to fund their office and associated 

requirements. The Board was recommended to approve option 2 which 

would be funded through gain share. 

The West Midlands Police and Crime Commissioner observed that it could 

be seen as peculiar that a Non-Constituent Member, with a democratic 

mandate outside the mayoral area, was reporting and making 

recommendations on the budget for the mayor’s office. He added that 

there appeared to be no flexibility on an incoming mayor deciding where to 

locate their own office. 

Councillor Bob Sleigh clarified that Councillor Izzi Seccombe was 

presenting the report as portfolio lead for finance and investment and that 

the mayor was being offered a location for their office. 

Councillor Izzi Seccombe added she offered an independent viewpoint as 

a Non-Constituent and ultimately the decision was for Constituent 

members to make. 

Resolved: 

That Option 2 be approved, detailed in paragraph 5.0 of the report, as the 

budget for the Mayoral office for the period 5 May 2017 to 31 March 2018. 

5.3 Membership and Voting Rights on the Investment Board – to agree 

revised formula 

Councillor Izzi Seccombe presented a report to inform the Board of the 

outcome of the Investment Board’s proposal to consider the membership 

and voting rights of the WMCA Investment Board. She outlined the 

proposed weighting of voting as detailed in the report. 

The West Midlands Police and Crime Commissioner observed that the 

Secretary of State had confirmed that devolution investment could only be 

made in the mayoral area. However in section 2.1 of the report reference 

was made to Non-Constituent membership in the context of investment. 

Councillor Bob Sleigh clarified that at this stage, devolution was to be 

devolved to the Constituent Members, however Non-Constituent Members 

can benefit from investment opportunities. 

Councillor Izzi Seccombe added as portfolio lead for finance and 

investment she had the opportunity to represent Non-Constituent 

members and the LEP nominations would also represent the Non- 

Page 6

Constituent members. 



Councillor Roger Lawrence went on to add that the initial membership was 

identified at section 2.1 of the report and the proposed membership was 

outlined at section 3.1. 

Resolved: 

That the revised proposal for membership and voting rights for the 

Investment Board be approved as detailed in section 3 of the report. 

5.4 Land Fund: Black Country Strategic Brownfield Land Programme Bid 

Councillor Izzi Seccombe introduced a report which summarised the Black 

Country Land Development programme, proposed by the Black Country 

LEP (BCLEP), which seeks to deliver a wide-ranging Brownfield Land site 

preparation and remediation programme to bring forward a portfolio of 

strategic sites for Commercial and Residential development. She added 

the Investment Board had unanimously agreed to support the proposal. 

Councillor Sean Coughlan thanked colleagues for the support on the 

Black Country brownfield programme. He outlined the benefits the 

programme would deliver in the Black Country and made reference to the 

focus within the Land Commission Report on the remediation of brownfield 

sites. He reiterated the WMCA would protect the members it represented 

in relation to land and housing. 

Resolved: 

1. That a £53m facility to be made available to the Black Country LEP 

from 2017/18 be approved to deliver a remediation programme 

designed to deliver 1600 houses, 1800 jobs and 126,000 sqm of 

commercial floorspace. 

2. That it be noted a future proposal will be brought to the Combined 

Authority supporting the Black Country wide strategic Land 

programme for a minimum of £150m, subject to the success of this 

initial phase. 

3. That it be noted agreement had been reached via Management 

Board, for an officer form the WMCA to sit on the Funding Sub- 

Board of the Black Country LEP. 

4. That it be noted that recognition would be afforded to the WMCA, 

through use of their branding and logo on sites being remediated. 

Page 7



5.5 Midland Metro - Centenary Square/Edgbaston (Five Ways) 

Extensions 

Councillor Izzi Seccombe introduced a report to advise the Board of the 

recommendations and decisions of the Investment Board relating to the 

proposed extension of Midland Metro to Centenary Square and Edgbaston 

(via Five Ways). 

Councillor Roger Lawrence outlined the process to progress the Midland 

Metro - Centenary Square/Edgbaston (Five Ways) Extension. The legal 

and financial implications were drawn to the Board’s attention. 

Resolved: 

1. That the submission by the WMCA to the Secretary of State for 

Transport of an application for The Midland Metro (Birmingham City 

Centre Extension, etc.) (Edgbaston Extension Land Acquisition) 

Order (“the Order”) be approved. 

2. That the associated commitment of £59.0m of WMCA funding to 

the scheme within the context of the overall funding requirement of 

£149.2m be approved. 

3. That the submission of the Full Business case to the Department 

for Transport requesting funding of £59.8m towards the project be 

approved. 

4. That it be noted the approval by the Investment Board of drawdown 

of up to £8.7m of WMCA funding “at risk” pending DfT’s acceptance 

of the final Business Case. 

5. That the TfWM’s recommendations be adopted as set out in 

paragraphs 2.2.3 to 2.2.4 of the report. 

6. Any Other Business 

6.1 The Board commended the work of Mark Rogers on negotiating and 

finalising the initial devolution deal and progressing work for future 

devolution deals. 

7. Date of Next Meeting 

7.1 Friday 7 April 2017, 1100 – 1300 

Resolved: 

That the date and time of next meeting be noted. 

Page 8



8. Exclusion of the Press and Public 

Resolved: 

That in accordance with Section 100A(4) of the Local Government Act 

1972 the press and public be excluded from the meeting for the following 

items of business as they involve the likely disclosure of exempt 

information relating to any individual, information which is likely to reveal 

the identity of an individual and/or information relating to the business 

affairs of any particular person (including the authority holding that 

information)] 

Part 2 - Matters Not Open to the Public and Press 

8.1 Midland Metro Future Operations 

Councillor Roger Lawrence presented a report to seek the approval of the 

Combined Authority Board to operate Midland Metro through a wholly 

owned subsidiary Midland Metro Ltd on expiry of the existing PFI 

Concession between the Authority and Altram L.R.T. Ltd on 1 October 

2018. 

Resolved: 

1. That the transfer of Metro Operations and Maintenance activities to 

Midland Metro Limited on expiry of the existing Altram L.R.T. Ltd 

concession on 1 October 2018 be approved. 

2. That the appointment of Laura Shoaf be approved and the existing 

appointments of James Aspinall, Linda Horne and Phil Hewitt as 

Directors of Midland Metro Limited be endorsed. 

3. That the Directors of Midland Metro Limited be tasked with 

submitting a revised constitution and transition plan for submission 

to and approval by the Authority in July 2017. 

Page 9





Agenda No. 1.4 

Forward Plan of the West Midlands Combined Authority Board 

Date Title Lead Member Lead Officer Aim 

21 April 

2017 

Governance 

Embedding the Universities - Higher 

Education Representation and 

Innovation Board 

Cllr Bob Sleigh 

Keith Ireland 

Finance 

Collective Investment Fund Update Cllr Izzi Seccombe Mark Taylor 

Strategic Framework 

Chair of the WMCA 

Cllr Bob Sleigh Martin Reeves 

Apprenticeship Scheme 

Economic Growth 

WMCA Growth Company 

Commissions 

Productivity & Skills Commission Cllr George Duggins Nick Page 

update 

Land Commission Cllr Sean Coughlan Jan Britton 

Delivery 

Transport 

Contactless Ticketing and Fare 

Capping 

Mobility as a Service Pilot 

Project 

Cllr Roger Lawrence 

Keith Ireland 

12 May 

2017 

Devolution 

Devolution Update Cllr Bob Sleigh Martin Reeves 

Finance 

Investment Propositions Cllr Izzi Seccombe Mark Taylor 

2016/17 Financial Monitoring Cllr Izzi Seccombe Mark Taylor 

Commissions 

Land Commission Cllr Sean Coughlan Jan Britton 



Chair of the WMCA Cllr Bob Sleigh Martin Reeves 

Economic Growth Cllr John Clancy Martin Reeves 

Finance & Investments Cllr Izzi Seccombe Mark Taylor 

Health & Wellbeing Cllr Pete Lowe Sarah Norman 

Housing & Land Cllr Sean Coughlan Jan Britton 

Public Service Reform Cllr Steve Eling Phil Loach 

Skills & Productivity Cllr George Duggins Nick Page 

Delivery 

Page 11





‘Thrive West Midlands’ Mental Health Cllr Pete Lowe Sarah Norman 

Implementation Plan 

Transport 

Cllr Roger Lawrence Keith Ireland 

National Productivity 

Investment Fund 

26 May 

2017 

9 June 

2017 

(AGM) 

Provisional Board meeting, if required - hold 

Governance 

Appointments to the WMCA Cllr Bob Sleigh Keith Ireland 

Schedule of Meetings Cllr Bob Sleigh Keith Ireland 

Membership Update Cllr Bob Sleigh Keith Ireland 

Devolution 

Devolution Update Cllr Bob Sleigh Martin Reeves 

Finance 



Commissions 

Land Commission Cllr Sean Coughlin Jan Britton 





Finance and Investments Cllr Izzi Seccombe James Aspinall 

Health & Wellbeing 

Cllr Pete Lowe Sarah Norman 

Mental Health and Young 

People 

‘West Midlands on the Move’ 

Physical Activity Strategy 

Housing & Land Cllr Sean Coughlin Jan Britton 



Gangs and Violence Commission PCC David Jamieson Jonathan Jardine 

Delivery 

‘Thrive West Midlands’ Mental Health 


Cllr Pete Lowe Sarah Norman 

Transport Cllr Roger Lawrence Keith Ireland 

7 July 

2017 

Governance 

Devolution 

Devolution update Cllr Bob Sleigh Martin Reeves 

Page 12





Finance 



Commissions 











Delivery 




11 August 

2017 

8 September 

2017 

Provisional Board meeting, if required - hold 

Governance 

Devolution 

Devolution update Cllr Bob Sleigh Martin Reeves 

Finance 



Commissions 











Delivery 

Page 13








Page 14




Agenda Item No. 2.1 


Date 7 April 2017 

Report title 

Cabinet Member 

Portfolio Lead 

Accountable Chief 

Executive 

Accountable 

Employee 

Report to be/has 

been considered 

by 

Approval and Adoption of the revised West 

Midlands Combined Authority Constitution 

Councillor Bob Sleigh – Chair of the WMCA 

Keith Ireland, Managing Director, City of Wolverhampton 

Clerk to the West Midlands Combined Authority Board 

Email: keith.Ireland@wolverhampton.gov.uk 

Tel: 01902554500 

André Bromfield, Corporate Solicitor, West Midlands 

Combined Authority 

Email: andrebromfield@wmca.org.uk 

Tel: 0121 214 7463 

WMCA Programme Board, 24 March 2017 

Recommendation(s) for action or decision: 

The Combined Authority Board is recommended to: 

1. Approve the revised Constitution, incorporating the devolution agreement functions and 

amendments, including the functions of a directly elected Mayor. 

2. To adopt the Constitution from the 8 May 2017 following the Mayoral election on the 4 May 

2017. 

Page 15




1.0 Purpose 

1.1 To provide the revised West Midlands Combined Authority (WMCA) constitution for Board 

approval and adoption on the 8 May 20107 following the Mayoral Elections. 

2.0 Background 

2.1 Following the agreement of the first devolution deal the governance and Parliamentary 

process has been carried out to incorporate the functions and constitutional changes in 

order to deliver the deal. 

2.2 The West Midlands Combined Authority (functions and amendment) Order 2017 (the 2017 

Order) has been approved by Parliament and will come into force on May 8 2017, following 

the Mayoral election on 4 May 2017. A revised constitution is required in anticipation of the 

conferral of these functions on the Mayoral Combined Authority. 

2.3 The revised Constitution has been developed and revised by Legal officers from the WMCA 

and all Constituent authorities. 

3.0 Revision to the WMCA Constitution 

3.1 The following key areas of the Constitution have been updated: 

- Overview and Scrutiny – to reflect the Combined Authorities Overview and Scrutiny 

Committees (Access to Information and Audit Committees) Order 2017; 

- Audit Risk and Assurance Committee – to reflect Combined Authorities Overview and 

Scrutiny Committees (Access to Information and Audit Committees) Order 2017; 

- Functions of the Authority – to reflect the 2017 Order; 

- Creation of a Committee to the WMCA board for appointment of Senior Officers; 

- Land Disposals and Acquisitions Protocol – a new module; and 

- Key Decisions - required to inform the Forward Plan of the WMCA. 

4.0 Next Steps 

4.1 It is recommended that the Monitoring Officer keep the Constitution under review to ensure 

it is fit for purpose following the election of the Mayor on 4 May 2017. 

5.0 Financial implications 

5.1 The are no financial implications flowing from the contents of this report 

Page 16




6.0 Legal implications 

6.1 There are no further legal implications flowing from the contents of this report. 

7.0 Equalities implications 

7.1 An initial equalities analysis has been carried out on the related documents to the 

establishment of the Combined Authority, having due regard to the equalities implications 

and there are no specific implications linked to the recommendations in this report. 

8.0 Appendices 

8.1 The Constitution is available at https://www.wmca.org.uk/media/1816/constitution-mastermodule-30317.pdf 

Page 17








Report title 




Executive 

Accountable 

Employee 

Report to be/has been 

considered by 

West Midlands Combined Authority Overview 

and Scrutiny Committee 


Jan Britton - Chief Executive, Sandwell Metropolitan 

Borough Council 

Email: jan_britton@sandwell.gov.uk 

Tel: 0121 569 3500 

Sarah Sprung, WMCA Scrutiny Lead 

Email: sarah_sprung@sandwell.gov.uk 

Tel: 0121 569 3200 

Met Leaders 

Programme Board 

Legal Group 



1. Consider the implications of the Combined Authorities Overview and Scrutiny Committees 

(Access to Information and Audit Committees) Order 2017. 

2. Adopt the membership model as detailed in option 1 of Appendix 2 for the West Midlands 

Combined Authority Overview and Scrutiny Committee. 

3. Note the progress of the Combined Authority Scrutiny Committee. 

Page 19



1.0 Purpose 

1.1 This report is to apprise the Combined Authority Board of progress with the development of 

the Scrutiny function, and on the implications contained in the Combined Authorities 

(Overview and Scrutiny Committees Access to Information and Audit Committees) Order 

2017 which comes into force on 8 May 2017. 


2.1 The Scrutiny Committee of the West Midlands Combined Authority was established by the 

Shadow Combined Authority Board on 10 June 2016, and ratified following the inception of 

the WMCA on 29 June 2016, also referred to as the AGM. The Committee met twice in 

2016 and, in addition, held a workshop event to which Combined Authority Board Members 

(the Executive), Scrutiny Committee Members and Chief Executives attended. 

2.2 At its first meeting on 15 July 2016, the Scrutiny Committee appointed its Chair, Councillor 

Peter Hughes, considered its terms of reference and other constitutional related items. At 

this point it was decided that a workshop to bring together the executive and scrutiny was 

required in order that a work programme could be developed which would allow the 

Scrutiny Committee to add value to the work of the Combined Authority. 

2.3 The purpose of the workshop held on 25 November 2016 was:- 

 

 

 

 

To learn of the key strands of work being undertaken by the West Midlands 

Combined Authority (WMCA); 

To hear of areas where the WMCA believed scrutiny’s involvement could add value; 

To consider a way of working by scrutiny members which balanced the need to hold 

to account with pre-decision scrutiny; 

To consider an outline work programme for the Joint Scrutiny Committee. 

2.4 One area which was given consideration at the workshop event was in relation to how the 

Scrutiny Committee could maintain links with local authority scrutiny across the Combined 

Authority Area. This matter had been identified as a key issue with other Combined 

Authority scrutiny arrangements nationally. However, the West Midlands are fortunate to 

have an established, mature Regional Scrutiny Network consisting of Local Authority 

Scrutiny Chairs and Scrutiny Managers. Consultation took place with the Network on 13 

January 2017, firstly to apprise them of progress in developing the CA scrutiny committee, 

and secondly to consider their views on how CA scrutiny should engage with local 

authorities in the area. 

2.5 The feedback received from the Network was that it could be utilised for ‘calls for evidence’ 

as required by the WMCA Scrutiny Committee but that this should not detract from 

maintaining a dialog with individual constituent and non-constituent councils. Indeed, 

contact was made with scrutiny managers of constituent and non-constituent councils in 

December 2016 seeking views on engagement. Only three responses were received, two 

with offers to host meetings. To further cement the relationship between WMCA Scrutiny 

and Local Authority Scrutiny an engagement session is planned to take place on 4 April 

2017 where discussion will take place on ways of working and protocols on responsibilities 

for holding to account. 

Page 20



2.6 A further meeting of the Scrutiny Committee took place on 16 December 2016. The 

Committee considered a report on the outcomes of the workshop and discussed its work 

programme and how best to structure its ways of working to deliver against this. It was felt 

that a key area in which Scrutiny may be able to add value was in relation to the three 

commissions established by the Combined Authority. The Committee considered that it 

would ‘add value’ not by scrutinising the content of commission reports, but by investigating 

how recommendations from the Commissions may be taken forward and implemented 

effectively across the Combined Authority area. 

2.7 Whilst the Scrutiny Committee will retain responsibility for holding WMCA to account, it was 

decided that (in the first instance) four task and finish groups be established to undertake 

key strands of work. These Groups reflect the three commissions, plus the requirement to 

undertake scrutiny of the Combined Authority budget. The structure of the scrutiny function 

is set out below:- 

WMCA Overview 

and Scrutiny 

Committee 

Mental Health 

Task and Finish 

Group 

Land Task and 

Finish Group 

Productivity Task 

and Finish Group 

Budget Scrutiny 

Task and Finish 

Group 

2.8 The Chair of Scrutiny has been working closely with the newly appointed independent Chair 

of Audit Risk and Assurance to ensure that the two areas work in a complementary, 

effective way. To further this, the Chair of Audit attended the Scrutiny Workshop on 25 

November, 2016 and the Scrutiny Committee Meeting in December. In addition a joint 

finance training session, for members of both scrutiny and audit, took place on 27 January 

2017. 

2.9 In order for any Scrutiny Committee to be effective it needs dedicated resources both in 

terms of officer commitment and commitment from its members. Going forward this is 

paramount to the Committee achieving positive outcomes and applies to the officer support 

provided to scrutiny, its members and substitute members. Where nominated members are 

unable to attend there needs to be a culture of sending substitute members to ensure 

consistent representation of both constituent and non-constituent members. To date the 

practice of sending substitute members has not been implemented successfully, in order to 

achieve the quoracy requirements of the Parliamentary Order this will need to be 

addressed. 

2.10 On 26 November 2016 a draft order was laid before Parliament, entitled the Combined 

Authorities (Overview and Scrutiny Committees Access to Information and Audit 

Committees) Order 2016 [the order] [Update: the Order was ratified on 27 January 2017 

and will take effect on 8 May 2017]. The Scrutiny Committee met on 27 January 2017 and 

discussed key areas of the Order and their implications for Combined Authority Scrutiny 

Page 21



arrangements. A full analysis of the Order is contained in Appendix 1, a summary of 

significant areas of the Order are summarised as follows: 

i) Membership 

 

 

 

 

 

 

 

The majority of members of the scrutiny committee must be members of a constituent 

council, all of those members have one vote. 

Where a member is not from a constituent council they don’t have a vote automatically, 

but can be given one by resolution of the combined authority, this provides a 

mechanism for the scrutiny committee to appoint members from non-constituent 

councils and/or expert co-optees. 

The spread of the scrutiny committee members from the constituent councils must 

reflect the overall balance of political parties across the constituent councils, this is the 

balance of members overall, not just the leadership of the councils. 

Appointments must be accompanied by a public notice. 

Two-thirds of members must be present for a meeting to be quorate. 

There is provision within the Order for WMCA to appoint an independent chair to the 

Scrutiny Committee. 

It should be noted that whilst the proposals put forward are based upon achieving 

political balance the Order does state that political balance applies ‘as far as reasonably 

practicable’. This element could be utilised where Leaders feel that membership may 

need to reflect local circumstances. 

In order to achieve a majority of Constituent Council representatives, and achieve political 

balance, the preferred option of the Chair of the WMCA Overview and Scrutiny Committee 

is detailed below:- 

i) 12 seats for Constituent Councils 

ii) 3 seats for LEP representatives 

iii) 4 seats for Non-Constituent Councils, 1 place per County area (Warwickshire, 

Worcestershire, Shropshire and Staffordshire). 

Further detail on membership and political balance is provided at Appendix 2. 

ii) Chairing 

 

 

 

Where the Chair is an “independent” person (an option open to CAs to include in their 

governance scheme) it means that they must not be a member or officer now (or in the 

last five years) of a constituent council, or a parish council which forms part of an area 

covered by a constituent council, or a close friend or relative of someone with the above 

characteristics; 

Where the Chair is not an independent person, they must be an appropriate person. 

This means that they cannot be of the same political party as the Mayor. Where the 

Mayor is elected as an independent candidate, the scrutiny committee chair must not 

be of the same party that has the majority of members on the scrutiny committee – or 

where two or more parties have the same number of members, any of those parties; 

There has to be a public appointment process for the Chair if they are to be an 

independent person. 

The Chair of the Overview and Scrutiny Committee (and their political party) for the next 

Municipal year can only be determined once the Mayoral election has been concluded. 

Page 22



iii) 

Member references and work programming 

 

 

Similar provisions exist here as apply to individual councils. The CA scrutiny committee 

must put in place arrangements to ensure that any of its members (and, importantly, 

any member of the combined authority) can refer an issue to the scrutiny committee for 

discussion; 

Where the committee decides not to accept such reference it has to provide reasons for 

its decision. 

iv) 

Relations with the Mayor and combined authority 

 

 

 

The provisions here are broadly similar to those that apply to individual authorities. CA 

scrutiny committees have the power to make recommendations to the combined 

authority and Mayor, both the CA Board and Mayor are required to respond within two 

months; 

In relation to call-in (provided for under Schedule 5A of the 2009 Act) a meeting must 

be convened by the CA Board or Mayor to reconsider the decision no later than 10 days 

after the scrutiny committee’s recommendation is received. 

Where information is provided to a member of a scrutiny committee, the Mayor or CA 

Board, the usual provisions around confidential and exempt information will apply. 

Members of scrutiny committees do however have enhanced information rights, broadly 

similar to those conferred on councillors by virtue of Regulations laid in 2012. In the 

case of CA scrutiny committee members, such requests must be complied with by the 

Mayor or CA Board no later than 10 days after they are received. 

Appendix 3 to the report details mechanisms for holding the mayor and the Combined 

Authority to account. 

v) Mayoral and CA decision-making – key decisions 

 

 

The provisions around “key decisions” are essentially identical to those applying to 

individual authorities. A key decision is one involving significant (the term is not defined) 

expenditure or significant issues covering two or more electoral wards or divisions in the 

area. As usual, the requirement is that certain details of such decisions be published 28 

days in advance, although there are certain urgency provisions that apply. 

The special urgency provisions provide for the 28 days requirement, and normal 

urgency provisions, to be waived if the scrutiny chair agrees. Where the Chair is not 

available, the duty falls to the Chair of the CA. Where the CA Chair is also the Mayor, 

this could involve the Mayor making a judgment on the urgency of one of his/her own 

decisions. The Centre for Public Scrutiny has sought further clarification on this element 

of the Order. The Department for Communities and Local Government have advised 

that they do not envisage that the Mayor will be classed as a “decision-maker” under 

this part, so the Mayor cannot find themselves in the position of giving approval to their 

own request for special urgency. Further clarification on the definition of “decisionmaker” 

for the purpose of the Order is awaited. 

vi) 

Scrutiny officer 

 

As with individual councils, the CA must appoint a “scrutiny officer”, with a duty to 

promote the function. Such an officer must be an employee of the CA – not any of the 

constituent councils. The Centre for Public Scrutiny has sought further clarification on 

this element of the order and has provided the following update as of 15 December, 

2016: The Department for Communities and Local Government advised that their 

Page 23



reading of this part (Clause 9 of the Order) is that it does not preclude a seconded 

officer from a constituent council from holding the position of combined authority 

scrutiny officer. 

Sandwell Metropolitan Borough Council has seconded an officer to undertake the role of 

Statutory Scrutiny Officer for 2.5 day per week for a 12 month period. 

2.10 At its meeting on 27 January 2017, the WMCA Scrutiny Committee considered the 

implications of the Order and provides the following comments that the Board may wish to 

take into consideration:- 

Membership requires the right balance to ensure that the Committee does not become 

too large and unwieldy, whilst also ensuring that non-constituent members have a 

strong voice. The preferred option in terms of political and geographical balance is 

detailed in Appendix 2, Option 1. 

Protocols between the executive and scrutiny need to be developed to ensure that there 

is clarity of purpose and accountability. 

Protocols also need to be developed between CA Scrutiny and local authority scrutiny. 

Mechanisms for scrutiny of the CA budget need to be put in place for the 2017/18 

Municipal Year. 

3.0 Wider WMCA Implications 

3.1 The effectiveness of the CA Scrutiny function will contribute to the overall effectiveness of 

the Combined Authority. 

3.2 The CA must ensure that it is compliant with relevant legislation. 

3.3 Arrangements for the scrutiny of CA decisions also need to be developed. The WMCA 

Scrutiny Committee has investigated the process undertaken at the London Assembly. 

Appendix 3 to this report details how Overview and Scrutiny will achieve this. 


4.1 At present the cost of the officer to support the scrutiny function is being met by Sandwell 

Metropolitan Borough Council (SMBC). SMBC have agreed to fund this post for a fifteen 

month period, this period commenced on 1 January 2017. 


5.1 A number of amendments will be required to the WMCA Constitution in light of the 

Combined Authorities (Overview and Scrutiny Committees, Access to Information and Audit 

Committees) Order 2017, as detailed in Appendix 1 to this report. 

5.2 There are no further legal implications flowing from this report 

6.0 Schedule of background papers 

6.1 House of Commons Library – briefing paper number 06649, 23 November 2016 Combined 

authorities. 

The Combined Authorities (Overview and Scrutiny Committees, Access to Information and 

Audit Committees) Order 2017. 

Page 24




Appendix 1 – Analysis of the Combined Authorities (Overview and Scrutiny Committees, 

Access to Information and Audit Committees) Order 2016; 

Appendix 2 – Membership of the West Midlands Combined Authority Overview and Scrutiny 

Committee; 

Appendix 3 – Holding the Mayor and the Executive to Account. 

Page 25


Appendix 1 

Section of the Order Current Provision Further Action Required 

3. - (1) The majority of members of a combined 

authority’s overview and scrutiny committee must be 

members of that combined authority’s constituent 

councils. 

Compliant at present. At present there are 12 members on the 

Scrutiny Committee, 7 from Constituent 

Authorities, 3 from Non-Constituent 

Authorities and 2 from LEP’s. 

Black Country and Coventry and 

Warwickshire have each nominated a 

representative to the scrutiny board, the 

third LEP (Greater Birmingham and 

Solihull) have yet to nominate a 

representative. 

Page 27 

3. - (2) At least two-thirds of the total number of 

members of the overview and scrutiny committee must 

be present at a meeting of the overview and scrutiny 

committee before business may be transacted. 

Requires change in 

constitution. 

As the number of non-constituent 

councils increase there is a danger that, 

should each wish to sit on the Scrutiny 

Committee, the majority of members 

would cease to be from constituent 

councils. Options are discussed within 

the report and detail is provided in 

Appendix 2. 

Part 2, Section 9. of the WMCA 

Constitution be amended to read: 

“no business is to be transacted at a 

meeting of any overview and scrutiny 

committee appointed by the Combined 

Authority unless two thirds of its 

members from at least five separate 

Constituent Authorities (or substitute 

members acting in place of those 

members) are present at the meeting.

Appendix 1 

Page 28 


3. - (3) Each member of the overview and scrutiny 

committee appointed from the constituent councils is to 

have one vote and no member is to have a casting 

vote. 

Compliant. No action required. 

3. - (4) Members of the overview and scrutiny 

committee who are appointed other than from the 

constituent councils shall be non-voting members of 

the committee but may be given voting rights by 

resolution of the combined authority. 

3. - (5) Any questions that are to be decided by the 

overview and scrutiny committee are to be decided by 

a simple majority of the members present and voting 

on that question at a meeting of the overview and 

scrutiny committee. 

3. - (6) If a vote is tied on any matter it is deemed not 

to have been carried. 

3. - (7) In this article, references to an overview and 

scrutiny committee include references to a 

subcommittee of such a committee. 

4.—(1) The combined authority must— 

(a) appoint such a number of members of each of the 

constituent councils to an overview and 

scrutiny committee, so that the members of the 

committee taken as a whole reflect so far 

as reasonably practicable the balance of political 

parties for the time being prevailing 

Part 2, Section 6 of the 

WMCA Constitution states 

that each member of the 

Overview and Scrutiny 

Committee has one vote. 

Compliant. 

Compliant. 

As the Committee has 

established Select 

Committees the provisions of 

this order will also apply to 

these bodies. 

Will be reliant on each council 

confirming nominations in 

order to be compliant. 

The decision to allow non-constituent 

councils the right to vote needs to be by 

resolution of the Board. The CA 

constitution is silent on this at the 

moment and needs to be explicit. 

No action required. 



Liaise with all councils to advise of 

deadline for receipt of nominations. 

Publish notice online advising of 

appointments.

Appendix 1 

Page 29 


among members of the constituent councils when 

taken together; and 

(b) within the period of 28 days beginning with the day 

on which an appointment is made to the overview and 

scrutiny committee, publish a notice that— 

(i) states that it has made an appointment; 

(ii) identifies each member of the committee who has 

been appointed; and 

(iii) specifies the period for which the members of the 

committee have been appointed. 

4. - (2) The notice mentioned at paragraph (1)(b) must 

be published— 

(a) if the combined authority has a website, on its 

website; or 

(b) otherwise, in such manner as it thinks is likely to 

bring the notice to the attention of persons who live in 

its area. 

See above. 

See above. 

5.—(1) — Paragraphs (2) to (4) apply where the chair 

of an overview and scrutiny committee is to be an 

independent person in accordance with provision 

made under paragraph 3 of Schedule 5A to the 2009 

Act(b). 

5. - (2) A person is independent if the person— 

(a) is not a member, co-opted member or officer of the 

combined authority; 

(b) is not a member, co-opted member or officer of a 

constituent council or a parish council 

for which a constituent council is the principal 

authority; 

(c) is not a relative, or close friend, of a person within 

Not applicable at present. 

The WMCA Board may wish to consider 

the appointment of an independent chair 

in future years, if so these provisions 

would apply.

Appendix 1 

Page 30 


sub-paragraph (a) or (b); and 

(d) was not at any time during the 5 years ending with 

an appointment as chair of the overview and scrutiny 

committee under arrangements made by the combined 

authority in accordance with paragraph 3(4)(a) of 

Schedule 5A to the 2009 Act— 

(i) a member, co-opted member or officer of the 

combined authority; or 

(ii) a member, co-opted member or officer of a 

constituent council or a parish council for which a 

constituent council is the principal authority. 

(3) A person may not be appointed as independent 

chair of the overview and scrutiny committee 

unless— 

(a) the vacancy for a chair of the overview and scrutiny 

committee has been advertised in 

such manner as the combined authority considers is 

likely to bring it to the attention of 

the public; 

(b) the person has submitted an application to fill the 

vacancy to the combined authority, and 

(c) the person’s appointment has been approved by a 

majority of the members of the combined authority. 

5. - (4) A person appointed as independent chair of the 

overview and scrutiny committee does not cease to be 

independent as a result of being paid any amounts by 

way of allowances or expenses in connection with 

performing the duties of the appointment. 

5. - (5) Paragraph (6) applies where the chair of an 

overview and scrutiny committee is to be an 

appropriate person in accordance with provision made

Appendix 1 

Page 31 


under paragraph 3(4)(b) of Schedule 5A to the 2009 

Act. 

5. - (6) Where the mayor is not a member of a 

registered political party, a person may not be 

appointed as chair of the overview and scrutiny 

committee if that person is – 

(a) a member of the registered political party which 

has the most representatives among the members of 

the constituent councils on the combined authority, or 

(b) where two or more parties have the same number 

of representatives, a member of any of those parties. 

6.—(1) The combined authority must ensure that it 

enables— 

(a) any member of an overview and scrutiny committee 

to refer to the committee any matter which is relevant 

to the functions of the committee; 

(b) any member of a sub-committee of an overview 

and scrutiny committee to refer to the sub-committee 

any matter which is relevant to the functions of the 

sub-committee; 

(c) any member of the combined authority to refer to 

an overview and scrutiny committee any matter which 

is relevant to the functions of the committee and is not 

an excluded matter; and 

(d) any member of a constituent council or a nonconstituent 

council(a) of a combined authority to refer 

to an overview and scrutiny committee any matter 

Not compliant. 

Compliant. 

Change required to Part 2, Section 7 of 

the WMCA Constitution. The Chair of 

the WMCA Scrutiny Committee will not 

be able to be of the same political party 

as the elected mayor, following the 

mayoral election on 4 May 2017. 

Add to 7.1 “The chair of the committee 

must come from a different political 

party from the combined authority mayor 

(or the combined authority’s majority 

party, if there is no mayor)”. 

Suggest further work take place with 

constituent and non-constituent councils 

to publicise the work of WMCA Scrutiny 

Committee, in order to engage Council’s 

in the scrutiny process. 

Existing work with the West Midlands 

Regional Scrutiny Network provides a 

good foundation for this work in 

ensuring messages are delivered at a 

local level and that there is opportunity 

for council’s to feed information up. 

Session carried out with the Regional 

Scrutiny Network on 13 January, 2017.

Appendix 1 

Page 32 


which is relevant to the functions of the committee and 

is not an excluded matter. 

6. - (2) For the purposes of paragraph (1), a combined 

authority enables a member mentioned in paragraph 

(1)(a) to (d) to refer a matter to a committee or subcommittee 

if it enables that member to ensure that the 

matter is included in the agenda for, and discussed at, 

a meeting of the committee or sub-committee. 

Compliant. 

See above. 

6. - (3) Paragraphs (4) to (7) apply where a matter is 

referred to an overview and scrutiny committee 

by a member of a combined authority or a member of 

a constituent council or a non-constituent 

council in accordance with arrangements made by the 

combined authority pursuant to paragraph 

(1)(c) or (d). 

6. - (4) In considering whether or not to exercise any of 

the powers under arrangements made in 

accordance with paragraph 1(2)(a) or (3)(a) of 

Schedule 5A to the 2009 Act in relation to a matter 

referred to the committee, the committee must have 

regard to any representations made by the member as 

to why it would be appropriate for the committee to 

exercise any of these powers in relation to the matter. 

6. - (5) If the committee decides not to exercise any of 

its powers under arrangements made in 

accordance with paragraph 1(2)(a) or (3)(a) of 

Schedule 5A to the 2009 Act in relation to the 

matter, it must notify the member of— 

(a) its decision; and 

(b) the reasons for it. 

Compliant 

Compliant 

Ensure that members are trained on the 

powers of overview and scrutiny. 

Ensure that members are trained on the 

powers of overview and scrutiny.

Appendix 1 

Page 33 


6. - (6) The committee must provide the member with a 

copy of any report or recommendations 

which it makes under paragraph 1(2)(b) or (3)(b) of 

Schedule 5A to the 2009 Act in connection 

with the matter referred to it by the member. 

6. - (7) Paragraph (6) is subject to article 8 

(confidential and exempt information). 

7.—(1) Where an overview and scrutiny committee or 

a sub-committee of such a committee 

makes a report or recommendations the committee 

may— 

(a) publish the report or recommendations; 

(b) by notice in writing require the combined authority 

or the mayor to— 

(i) consider the report or recommendations; 

(ii) respond to the overview and scrutiny committee 

indicating what (if any) action the 

combined authority proposes to take; 

(iii) if the overview and scrutiny committee has 

published the report or recommendations under 

paragraph (a), publish the response. 

(2) A notice given under paragraph (1)(b) must require 

the combined authority or the mayor to comply with it 

within two months beginning with the date on which 

the combined authority or the mayor received the 

reports or recommendations or (if later) the notice. 

(3) The combined authority or the mayor must respond 

to a report or recommendations made by 

an overview and scrutiny committee, or a subcommittee 

of such a committee, as result of a 

No recommendations have 

been put forward from 

scrutiny to the executive as 

yet. 

Develop protocols between scrutiny and 

the executive to ensure all parties are 

clear on requirements and expectations 

in relation to the consideration of 

recommendations.

Appendix 1 

Page 34 


referral made in accordance with article 6 within two 

months beginning with the date on which the combined 

authority or the mayor received the notice. 

(4) Where an overview and scrutiny committee 

exercises any of its powers under arrangements 

made in accordance with paragraph 1(2) or 1(3) of 

Schedule 5A to the 2009 Act in relation to a 

decision made but not implemented— 

(a) where recommendations have been made under 

paragraph 1(4)(b) of Schedule 5A to the 

2009 Act, the combined authority or the mayor must 

hold a meeting to reconsider the decision no later than 

10 days after the date on which the recommendations 

of the overview and scrutiny committee were received 

by the combined authority; and 

(b) any direction under arrangements made in 

accordance with paragraph 1(4)(a) of Schedule 

5A to the 2009 Act may have effect for a period not 

exceeding 14 days from the date on 

which the direction is issued. 

Compliant. 


8.—(1) This article applies in relation to— 

(a) the publication of any document as a result of a 

reference made in accordance with article 

7 (duty of combined authority and the mayor to 

respond to overview and scrutiny committee) 

comprising— 

(i) a report or recommendations of an overview and 

scrutiny committee; or 

(ii) a response of a combined authority or the mayor to 

any such report or recommendations; and 

No recommendations have 

been put forward from 

scrutiny to the executive as 

yet. 

Develop protocols between scrutiny and 

the executive to ensure all parties are 

clear on requirements and expectations 

in relation to the consideration of 

recommendations.

Appendix 1 

Page 35 


(b) the provision of a copy of such a document to a 

member of a combined authority or to a member of a 

constituent council or a non-constituent council, by an 

overview and scrutiny committee or a combined 

authority or the mayor. 

(2) The overview and scrutiny committee or the 

combined authority, or the mayor in publishing 

the document— 

(a) must exclude any confidential information; and 

(b) may exclude any relevant exempt information. 

(3) The overview and scrutiny committee, or the 

combined authority, or the mayor , in providing 

a copy of a document to a member of the combined 

authority or to a member of a constituent 

council or a non-constituent council, may exclude any 

confidential information or relevant exempt information. 

(4) Where information is excluded under paragraph (2) 

or (3), the overview and scrutiny committee or the 

combined authority, or the mayor , in publishing, or 

providing a copy of, the document— 

(a) may replace so much of the document as discloses 

the information with a summary which does not 

disclose that information; and 

(b) must do so if, in consequence of excluding the 

information, the document published, or copy provided, 

would be misleading or not reasonably 

comprehensible. 

(5) If by virtue of paragraph (2), (3) or (4) an overview 

and scrutiny committee or the combined 

authority, or the mayor , in publishing or providing a 

Compliant. 

No action required.

Appendix 1 

Page 36 


copy of a report or recommendations— 

(a) excludes information; or 

(b) replaces part of the report or the recommendations 

with a summary, it is nevertheless to be taken to have 

published the report or recommendations. 

(6) In this article— 

“confidential information” has the meaning given by 

section 100A(3) of the Local Government Act 1972(a) 

(admission to meetings of principal councils); 

“exempt information” has the meaning given by section 

100I of that Act(b); and 

“relevant exempt information” means— 

(a) in relation to a report or recommendations of an 

overview and scrutiny committee, 

exempt information of a description specified in a 

resolution of the overview and scrutiny 

committee under section 100A(4) of the Local 

Government Act 1972 which applied to 

the proceedings, or part of the proceedings, at any 

meeting of the overview and scrutiny 

committee at which the report was, or 

recommendations were, considered; and 

(b) in relation to a response of the authority or of the 

mayor, exempt information of a 

description specified in such a resolution of the 

authority which applied to the proceedings, or part of 

the proceedings, at any meeting of the authority at 

which the report or response was, or 

recommendations were, considered. 

(7) In this article, references to an overview and 

scrutiny committee include references to a

Appendix 1 

Page 37 



9.—(1) A combined authority must designate one of its 

officers as the scrutiny officer of the overview and 

scrutiny committee to discharge the functions in 

paragraph (2). 

(2) Those functions are— 

(a) to promote the role of the overview and scrutiny 

committee; 

(b) to provide support and guidance to the overview 

and scrutiny committee and its members; 

(c) to provide support and guidance to members of the 

combined authority and to the mayor in relation to the 

functions of the overview and scrutiny committee. 

(3) A combined authority may not designate as the 

scrutiny officer any officer of a constituent council of 

the combined authority. 




10.—(1) Subject to paragraph (3), a member of an 

overview and scrutiny committee or a subcommittee 

of such a committee is entitled to a copy of any 

document which— 

(a) is in the possession or under the control of the 

combined authority or the mayor ; and 

(b) contains material relating to— 

(i) any business that has been transacted at a meeting 

of a decision-making body of that 

authority; or 

(ii) any decision that has been made by an individual 

Compliant. 

Compliant. 

DCLG have indicated that a seconded 

officer from a constituent authority would 

meet requirements. 

No action required.

Appendix 1 

Page 38 


member of that combined authority. 

(2) Subject to paragraph (3), where a member of an 

overview and scrutiny committee or a subcommittee 

of such a committee requests a document which falls 

within paragraph (1), the combined authority or the 

mayor must provide that document as soon as 

reasonably practicable and in any case no later than 

10 clear days after the combined authority receives the 

request. 

(3) No member of an overview and scrutiny committee 

is entitled to a copy— 

(a) of any such document or part of a document as 

contains exempt or confidential 

information unless that information is relevant to— 

(i) an action or decision that that member is reviewing 

or scrutinising; or 

(ii) any review contained in any programme of work of 

such a committee or subcommittee of such a 

committee; or 

(b) of a document or part of a document containing 

advice provided by a political adviser (a). 

(4) Where the combined authority or the mayor 

determines that a member of an overview and scrutiny 

committee is not entitled to a copy of a document or 

part of any such document for a reason set out in 

paragraph (3), it must provide the overview and 

scrutiny committee with a written statement setting out 

its reasons for that decision. 



Compliant. 

No action required.

Appendix 1 

Page 39 



PART 3 – Key Decisions 

11. —(1) In this Order— 

(a) a “key decision” means a decision of a decision 

maker, which in the view of the overview 

and scrutiny committee for a combined authority is 

likely— 

(i) to result in the combined authority or the 

mayor incurring significant expenditure, or the 

making of significant savings, having regard 

to the combined authority’s budget for the 

service or function to which the decision 

relates; or 

(ii) to be significant in terms of its effects on 

person s living or working in an area 

comprising two or more wards or electoral 

divisions in the area of the combined 

authority; 

(b)“decision maker” includes a mayor or a person 

exercising functions pursuant to arrangements 

under section 107D(3)(a) or (b) of the 2009 Act. 

(2) Where a decision maker intends to make a key 

decision, that decision must not be made until 

a notice has been published which states— 

(a)that a key decision is to be made in relation to 

the discharge of functions which are the 

responsibility of the combined authority; 

(b)the matter in respect of which the decision is to 

Forward plan for CA in place. 

Forward plan for CA in place. 

Update required to the constitution in 

order to set out mechanisms to ensure 

compliance and communication/training 

for officers to ensure requirements of 

the Order are met. 





the Order are met.

Appendix 1 

Page 40 


be made; 

(c) the decision maker’s name, and title if any; 

(d)the date on which, or the period within which, 

the decision is to be made; 

(e) a list of the documents submitted to the 

decision maker for consideration in relation to the 

matter in respect of which the key decision is to be 

made; 

(f) the address from which, subject to any 

prohibition or restriction on their disclosure under 

article 8(2), copies of, or extracts from, any 

document listed is available; 

(g) that other documents relevant to those matters 

may be submitted to the decision maker; 

(h)the procedure for requesting details of those 

documents (if any) as they become available. 

(3) At least 28 clear days before a key decision is 

made, the notice referred to in paragraph (2) 

must be— 

(a)published— 

(i) if the combined authority has a website, on its 

web site; or 

(ii)otherwise, in such manner as it thinks is likely to 

bring the notice to the attention of persons who 

live in its area; 

(b) made available for inspection by the public at 

the offices of the combined authority. 

(4) Where, in relation to any matter— 

Forward plan for CA in place, 

published on the CA website. 





the Order are met.

Appendix 1 

Page 41 


(a) the public may be excluded under section 

100A of the Local Government Act 1972 from 

the meeting at which the matter is to be discussed; 

or 

(b)documents relating to the decision need not, 

because of article 8 (confidential 

information), be disclosed to the public, the notice 

referred to in paragraph (2) must contain 

particulars of the matter but may not contain any 

confidential information or exempt information or 

particulars of the advice of a political adviser. 

(5) In paragraph (4), “confidential information” and 

“exempt information” have the meanings given by 

article 8(6). 

General exception 

12. 

—(1) Subject to article 13, where the publication of 

the intention to make a key decision under article 

11 is impracticable, that decision may only be 

made— 

(a) where the proper officer has informed the chair 

of the relevant overview and scrutiny committee 

or, if there is no such person, each member of the 

relevant overview and scrutiny committee by 

notice in writing, of the matter about which the 

decision is to be made; 

(b) where the proper officer has made available to 

the public at the offices of the combined authority 

Matters of urgency are 

detailed in the CA’s 

constitution, however at 

present this does not comply 

with the Orders requirements. 

Constitution requires amendment to 

comply with requirement.

Appendix 1 

Page 42 


for inspection by the public and published on the 

combined authority’s website, if it has one, a copy 

of the notice given pursuant to sub-paragraph (a); 

(c) after 5 clear days have elapsed following the 

day on which the proper officer made available the 

copy of the notice referred to in sub -paragraph 

(b). 

(2)Where paragraph (1)(a) or (b) applies to any 

matter, article 11 need not be complied with in 

relation to that matter. 

(3)As soon as reasonably practicable after the 

proper officer has complied with paragraph (1), 

he or she must— 

(a)make available to the public at the offices of the 

combined authority a notice setting out the 

reasons why compliance with article 11 is 

impracticable; and 

(b) publish that notice on the combined authority’s 

web site, if it has one. 

Cases of special urgency 

13.—(1) Where the date by which a key decision 

must be made makes compliance with article 

12 impracticable, the decision may only be made 

where the decision maker has obtained 

agreement from— 

(a)the chair of the relevant overview and scrutiny 

committee; or 

Matters of urgency are 

detailed in the CA’s 

constitution, however at 

present this does not comply 

with the Orders requirements. 

Constitution requires amendment to 

comply with requirement.

Appendix 1 

Page 43 


(b)if there is no such person, or if the chair of the 

relevant overview and scrutiny committee 

is unable to act, the chair of the combined 

authority; or 

(c) where there is no chair of either the relevant 

over view and scrutiny committee or of the 

combined authority, the vice-chair of the combined 

authority, that the making of the decision is urgent 

and cannot reasonably be deferred. 

(2)As soon as reasonably practicable after the 

decision maker has obtained agreement under 

paragraph (1) that the making of the decision is 

urgent and cannot reasonably be deferred, the 

decision maker must— 

(a)make available to the public at the offices of the 

combined authority a notice setting out 

the reasons why the meeting is urgent and cannot 

reasonably be deferred; and 

(b) publish that notice on the combined authority’s 

web site, if it has one.


Appendix 2 

West Midlands Combined Authority Overview and Scrutiny Committee 

Membership (based upon political proportionality of relevant authorities as at 

1 April 2017) 

Option 1 – Based upon the membership structure of the Police and Crime Panel 

1. The Committee consists of a total of 19 members, 12 from Constituent 

Councils and 7 from LEP’s and Non- Constituent Councils. 

Constituent Councils 

2. The Committee consists of 12 elected members from Constituent Councils, 

appointed on an annual basis by the Authorities as follows: 

(a) One Member appointed by each of the following Councils: 







Wolverhampton City Council 

(b) Two further Members to be nominated by Birmingham City Council 

and appointed by the West Midlands Combined Authority. 

(c) Two further Members to be jointly nominated by Dudley MBC, 

Sandwell MBC, Walsall MBC and Wolverhampton City Council (via 

the Association of Black Country Authorities) and appointed by the 

West Midlands Combined Authority. 

(d) One further Member to be jointly nominated by Coventry City Council 

and Solihull Metropolitan Borough Council and appointed by the West 

Midlands Combined Authority. 

3. Appointments must be made with a view to ensuring the balanced 

appointment objective as required under Part 2, Section 3 of the Combined 

Authorities (Overview and Scrutiny Committees, Access to Information and 

Audit Committees) Order 2016, in that it represents all parts of the Combined 

Authority area and the political make-up of the local authorities (when taken 

together). 

4. Taking into account the West Midlands 2016 local election results the 

following political balance will apply to the Committee: 

Labour 8 

Conservative 4 

Page 45

5. Each constituent council is responsible for making its own individual 

appointment each with a named substitute. Appointments to the remaining 5 

elected member places (and named substitutes) will be considered by the 

Combined Authority in line with the table shown below. 

Scenario 1: 

Party 

Labour (8) 

LA Individual 

Appointments (7) 

6 Places 

Places for 

confirmation at a 

meeting of the West 

Midlands Joint 

Committee (5) 

2 Places 

Total 

8 

Conservative (4) 

Birmingham (1) 

Coventry (1) 

Dudley (1) 

Sandwell (1) 

Walsall (1) 

Wolverhampton 

(1) 

1 Place 


Coventry CC /Solihull 

MBC (1) 

to be nominated on an 

annual rotation basis. 

3 Places 

4 

Solihull MBC (1) Birmingham (1) 

Black Country Councils 

(2) 

to be nominated via the 

West Midlands 

Combined Authority. 

Total 7 5 12 

Scenario 2: 

Party 

Labour (8) 

LA Individual 

Appointments (7) 

6 Places 

Places for 

confirmation at a 

meeting of the West 

Midlands Joint 

Committee (5) 

2 Places 

Total 

8 


Coventry (1) 

Dudley (1) 

Sandwell (1) 

Walsall (1) 

Wolverhampton 

(1) 



(1) 


West Midlands 

Combined Authority 

to be nominated on an 

annual rotation basis. 

Conservative (4) 

1 Place 

3 Places 

4 

Solihull MBC (1) 


Page 46

Coventry CC /Solihull 

MBC (1) 


(1) 


West Midlands 


Total 7 5 12 

Non-Constituent Authorities 

6. The Committee consists of four elected members from non-constituent 

councils, to ensure a geographical spread of representation the following 

applies: 

Shropshire Non-Constituent Local Authorities [Shropshire, 

Telford] 

Staffordshire Non-Constituent Local Authorities [Cannock, 

Tamworth] 

Warwickshire Non-Constituent Local Authorities [Nuneaton & 

Bedworth, North Warwickshire, Rugby, Stratford-on-Avon, 

Warwickshire CC] 

Worcestershire Non-Constituent Local Authorities [Redditch] 

1 Seat 

1 Seat 

1 Seat 

1 Seat 

7. In addition, the appointment of non-constituent representation must as far as 

reasonably practicable, not change the overall political balance of the 

committee as outlined in point 4 above. 

8. The Committee consists of three representatives from Local Enterprise 

Partnerships, one seat for each of the LEP’s within the Combined Authority 

area: 

i. the Black Country, 

ii. Coventry and Warwickshire, 

iii. Greater Birmingham and Solihull 

Option 2 

1. The Committee consists of a total of 13 members, made up of the following:- 

i. 7 seats for constituent Council’s (1 per authority); 

ii. 5 seats for non-constituent council’s; 

iii. 1 seat for LEP representation. 

Page 47


Appendix 3 

West Midlands Combined Authority Overview & Scrutiny Committee 

Holding the Mayor and the Combined Authority to Account 

 

 

 

 

 

The West Midlands Combined Authority Overview and Scrutiny Committee [the 

Committee] holds the Mayor and the Combined Authority to account by publicly 

examining policies and programmes through committee meetings, plenary 

sessions, site visits and investigations. 

The Committee may require that an officer or member of the Combined Authority 

attend meetings to answer questions, including the Mayor or Deputy Mayor. 

The Combined Authority and the Mayor should formally respond to the 

Committees motions and formal recommendations within two months. 

The Committee will hold formal public question sessions with the Mayor a 

minimum of two times a year at Mayor’s Question Time, one session of which 

will focus on the Mayor’s budget and will be scheduled at an appropriate time to 

allow the Committee to suggest budget amendments, should it consider this 

necessary. 

As well as examining the Mayor’s actions and decisions, the Committee act as 

champions for residents of the West Midlands by investigating issues that are 

important to the area - from improving the economy to how to tackle mental 

health in the region. 

Call-in 

The Committee has the power of call-in to call in decisions of the Mayor and 

Combined Authority which have been made but not implemented. This applies to all 

decisions, not just “key decisions”. (Section 1(2)(a), Schedule 5A, Local Democracy, 

Economic Development and Construction Act 2009, as inserted by the Cities and 

Local Government Devolution Act 2016). 

A stop can be placed on the implementation of the decision once it is under scrutiny. 

Section 4(1), Schedule 5A, Local Democracy, Economic Development and 

Construction Act 2009, as inserted by the Cities and Local Government Devolution 

Act 2016. 

Key decisions must be publicised. This includes publicity 28 days prior to when they 

are expected to be made, although urgency provisions do exist which allow the 

timescale to be shortened –with the agreement of the chair of the Overview & 

Scrutiny Committee. 

This will help the Overview & Scrutiny Committee to understand when particularly 

important decisions may be coming to be made, and to plan to influence them 

beforehand. 

Page 49








Report title 




Executive 

Accountable 

Employee 


considered by 

West Midlands Combined Authority Audit, Risk 

and Assurance Committee 


Keith Ireland, Monitoring Officer to the Combined 

Authority 

Email: keith.ireland@wolverhampton.gov.uk 

Tel: 01902554500 

Chris Tunstall, CA Advisor 

Email: chris.tunstall@wolverhampton.gov.uk 

Tel: 0121 569 3200 

WMCA Programme Board, 24 March 2017 

WMCA Legal 


The Combined Authority Board are recommended to: 

1. Approve the West Midlands Combined Authority Audit, Risk and Assurance Committee 

membership model, as detailed in paragraph 4.0 of the report. 

2. Note the implications of the Combined Authority (Overview and Scrutiny Committees 

Access to Information and Audit Committees) Order 2017, detailed in paragraph 3.0 of the 

report. 

Page 51



1.0 Purpose 

1.1 To recommend the membership model for the West Midlands Combined Authority (WMCA) 

Audit, Risk and Assurance Committee to the Board to ensure that the Committee is 

compliant with the Combined Authorities (Overview and Scrutiny Committees Access to 

Information and Audit Committees) Order 2017, which comes into force on 8 May 2017. 


2.1 The Audit, Risk and Assurance Committee of the West Midlands Combined Authority was 

established by the Shadow Combined Authority Board on 10 June 2016, and ratified at the 

first meeting of the WMCA on 29 June 2016. The Committee is Chaired by an Independent 

person. 

2.2 The Independent Chair of Audit Risk and Assurance has worked closely with the Chair of 

Scrutiny to ensure that the two areas work in a complementary, effective way. To further 

this, the Chair of Audit attended the Scrutiny Workshop on 25 November, 2016 and the 

Scrutiny Committee Meeting in December. In addition, a joint finance training session, for 

members of both Scrutiny and Audit, took place on 27 January 2017. 

3.0 The Combined Authority (Overview and Scrutiny Committees Access to information 

and Audit Committees) Order 2017 

3.1 The Combined Authorities (Overview and Scrutiny Committees Access to Information and 

Audit Committees) Order 2017 (the Order) was ratified by Parliament on 27 January 2017 

and will come into force on 8 May 2017. 

3.2 The implications for the Combined Authority Audit arrangements of the Order are as 

follows: 

3.2.1 Membership: 

 

 

 

 

 

 

The majority of members of the Audit Committee must be members of a Constituent 

Council, all of those members have one vote. 

Where a member is from a Non-Constituent Council they do not have a vote 

automatically, but can be given one by resolution of the Combined Authority, this 

provides a mechanism for the Audit Committee to appoint members from non- 

Constituent Councils. 

The spread of the Audit Committee members must reflect the balance of political 

parties across the Constituent Councils. This is the balance of political membership 

across the Constituent Councils overall, not just the leadership of the Councils. 

There must be an Independent appointment. 

Two-thirds of members must be present for a meeting to be quorate. 

No officer of the Combined Authority or of a Constituent Council can be a member of 

the Committee. 

3.2.2 The Independent Person: 

 

The Independent Person will not be entitled to vote at meetings. 

Page 52



 

An independent person: 

(a) is not a member, co-opted member or officer of the authority 

(b) is not a member, co-opted member or officer of a parish council for which the 

authority is the principal authority 

(c) is not a relative, or close friend, of a person within sub-paragraph (a) or (b) 

(d) was not at any time during the 5 years ending with the appointment: 

(i) a member, co-opted member or officer of the authority; or 

(ii) a member, co-opted member or officer of a parish council for which the 

authority 

is the principal authority. 

 

An “Independent” person may not be appointed unless: 

(a) The vacancy has been advertised 

(b) An application form has been received 

(c) The appointment has been approved by the majority of members of the 


4.0 Recommended Committee membership model 

4.1 Following consultation with officers, members and the current independent Chair of the 

Audit, Risk and Assurance Committee, it is recommended that the following membership 

model is adopted: 

13 members, with the following composition: 

- 7 seats for Constituent Councils (1 per authority); 

- 4 seats for Non-Constituent Councils 

- 1 or 2 seat(s) for LEP representation; 

- 1 seat for an independent person. 

4.2 This model provides compliance with the Order and prioritises oversight through a Board of 

manageable size. 

4.3 Further detail of the composition is detailed below: 

4.3.1 Constituent Councils 

 

 

The Committee to consist of one elected member appointed by each of the Constituent 

Councils, on an annual basis. 

Appointments must be made to ensure that they represent all parts of the Combined 

Authority area and the political make-up of the local authorities (when taken together). 

This satisfies the balanced appointment objective under Part 2, Section 3 of the 

Combined Authorities (Overview and Scrutiny Committees, Access to Information and 

Audit Committees) Order 2016. Concession of a seat is at the discretion of the 

member. 

Page 53



 

Taking into account the West Midlands 2016 local election results the following political 

balance will apply to the Committee: 

a. Labour 2/3 

b. Conservative 1/3 

4.3.2 Non-Constituent Authorities 

 

The Committee would consist of four elected members from Non-Constituent Councils, 

to ensure a geographical spread of representation the following applies: 

Shropshire Non-Constituent Local Authorities 

[Shropshire, Telford] 

Staffordshire Non-Constituent Local Authorities 

[Cannock, Tamworth] 

Warwickshire Non-Constituent Local Authorities 

[Nuneaton & Bedworth, North Warwickshire, Rugby 

Stratford-on-Avon, Warwickshire CC] 

Worcestershire Non-Constituent Local Authorities 

[Redditch] 

1 Seat 

1 Seat 

1 Seat 

1 Seat 

 

In addition, the appointment of Non-Constituent representation must as far as 

reasonably practicable, not change the overall political balance of the Committee as 

outlined in point 4 above. 

4.3.3 LEPs 

 

One or two seats of LEP representation 

4.3.4 Independent Person 

 

One Independent person as required. 


5.1 As there are no allowances payable to either Committee the only variable costs incurred are 

subsistence payments, which will be marginal. The costs will be met from the Transport 

Levy. 


6.1 The recommended membership model will meet the legal requirements as laid out in the 

Combined Authorities (Overview and Scrutiny Committees, Access to Information and Audit 

Committees) Order 2017. 


7.1 The Combined Authorities (Overview and Scrutiny Committees, Access to Information and 

Audit Committees) Order 2016. 

Page 54




Meeting: 

Subject: 

Date: 

Wellbeing Board 

Minutes 

Friday 24 February 2017 at 2.00pm 

Present: 

Councillor Pete Lowe (Chair) 

Wellbeing Portfolio for WMCA 

Councillor Les Caborn 


Councillor Paulette Hamilton 


Councillor Rachel Harris 


Councillor Barry Longden 


Councillor Ken Meeson 


Councillor Ian Robertson 

Walsall Metropolitan Council Council 

Councillor Paul Sweet 


Lola Abudu Public Health England 

Jonathan Jardine West Midlands Police 

Sarah Norman Health Chief Executive Lead for WMCA 

Sean Russell Mental Health Implementation Director 

Gary Taylor 

West Midlands Fire Service 

Alison Tonge 

NHS England 

In Attendance: 

Mark Barrow 

John Dixon 

Jane Moore 

Arcadis 


WMCA 

Apologies for absence were received from Councillors Khan, Lawrence and 

Shackleton and Richard Beeken (NHS Improvement), Andy Hardy (STP 

Systems Leader), Sue Ibbotson (Public Health England), Andrew McKirgan 

(STP Systems Leader), Mark Rogers (STP Systems Leader), and Andy 

Williams. 

01/16 Welcome and Introductions 

The Chair welcomed everyone to the first meeting of the Wellbeing Board and 

at the invitation of the Chair introductions were duly made. 

Page 55



02/16 Terms of Reference 

The Chair presented a report on the terms of reference for the Wellbeing 

Board, as agreed by the West Midlands Combined Authority Board on 18 

November 2016. 

Resolved that the purpose and terms of reference of the board be noted, 

03/16 Appointment of Vice-Chair 

The Chair invited nominations to the position of Vice-Chair for the Board. 

No nominations were put forward so it was agreed that the matter would be 

deferred to the next meeting. 

Resolved that the appointment of Vice-Chair be deferred to the next meeting, 

04/16 Health, Wellbeing and Wealth – Sides of the Same Coin 

Lola Abudu presented a report on Health, Wellbeing and Wealth – Sides of 

the Same Coin, to inform the board’s decisions about the scope of its work. 

The report set out the discussion regarding the widening gap between life 

expectancy and healthy life expectancy, the importance of starting well and 

ageing well, the added value of working across the wider West Midlands and 

the need for an integrated intelligence function for the WMCA to support its 

health and wellbeing aim. The report also included an appendix of the current 

West Midlands level activities relevant to ‘wealth and health’ objectives. 

In relation to a comment from Councillor Meeson regarding the need to be 

careful not to duplicate areas of work already being delivered within each local 

authority, Jane Moore reported that the board would look to add value on the 

wider geography with regards to areas that would have the best impact on 

public health. 

Councillor Robertson reported that he recognised that different local 

authorities have different areas of focus and that Walsall was prioritising early 

years (0-3), future development and the frail and the elderly. 

Councillor Harris welcomed the report and considered that whilst the key 

messages in the report were self-evident it was important that these were 

taken forward. Councillor Harris also noted the differing and diminishing 

resources for each local authority and the need to share/ showcase good 

practice. 

Jonathan Jardine concurred that the integrated intelligence function was 

significant and that the Public Service Reform Board (which he sat on) was 

also focusing on this. He added that West Midlands Police was gathering data 

from multiple sources and there was an opportunity for sharing personalised 

Page 56



individual data to help individuals and that the West Midlands Fire Service 

was also working with an individualised data base. 

Jane Moore enquired how the board could link up with the police and fire 

service to utilise their expertise and intelligence. 

Councillor Meeson considered that West Midlands Observatory could take on 

an expanded role and obtain information from different agencies as it was 

important not to re-event the wheel. 

Resolved 

(1) That the proposal to develop a Population Health and Wellbeing Plan 

be agreed; 

(2) That decision- making of the Wellbeing Board be supported by 

evidence from the new population health intelligence and insight 

function; 

(3) That the Wellbeing Board receive an update on the developing health 

intelligence and insight function at a future meeting ; 

(4) That the public health and prevention work currently ongoing across 

the West Midlands footprint of relevance to the West Midlands 

Combined Authority’s ambition be noted and 

(5) That the proposals for prevention and public health be submitted to the 

Wellbeing Board be agreed. 

05/16 Mental Health Commission Update 

Sean Russell presented a report that updated the board on the current 

position of the West Midlands Mental Health Action Plan. 

The report outlined progress on the Mental Health Implementation Plan that 

focused on 21 work streams covering five key areas that would be delivered 

over the next two years. The West Midlands Mental Health Commission’s 

‘Thrive’ document, the baseline assessment document from the University of 

Birmingham to support the Action Plan (with recommendations) and the 

Implementation Delivery Plan were also attached to the report as appendices. 

Sean Russell reported that the launch of the West Midlands Mental Health 

Commission document, ‘Thrive’ on 31 January 2017, along with its Action 

Plan was received very positively and the concordat (designed to assist the 

implementation of the plan), was signed by the majority of partners. 

Sean Russell advised the board that in addition to the circa £10m awarded by 

the Department of Work and Pension Health and Work Unit for the Individual 

Placement and Support Programme, a further bid had been submitted to the 

same unit for £2m to support a fiscal incentive trial within the Employer 

Page 57



Wellbeing area for 100 small and medium enterprises across the region; the 

outcome of the bid was expected to be announced within the next two weeks. 

The Chair reported that the launch of the Thrive document was one of the 

best events he had attended and expressed his appreciation to Sean Russell 

for making this happen. The Chair added that whilst he recognised the 

challenges ahead, it was also exciting times for the Mental Health 

Commission and that work areas would be undertaken with the Public Sector 

Reform Board to avoid silo working. 

In relation to an enquiry from Councillor Meeson regarding how the ten or so 

programmes listed in the plan such as mental health first aid would fit with the 

work of other agencies to avoid fragmentation or work carried out in isolation, 

Sean Russell reported that the Thrive West Midlands Plan had been 

developed with other agencies and he planned to ‘tap into’ existing structures 

rather than create new work and for mental health first aid training this could 

include work with schools. 

Alison Tonge reported that the intention was to add value to this programme 

and that NHSE would work closely with the Mental Health Implementation 

Director to ensure there was no duplication of effort. 

In relation to an enquiry from Councillor Meeson as to how many areas have 

Mental Health Champions, the Chair advised that all seven constituent 

authorities have Mental Health Champions. 

Councillor Sweet noted the barriers to people raising problems relating to their 

mental health and the importance of friends and family in assisting them to 

seek help. 

Resolved 

(1) That the proposed Action Plan delivery mechanism be supported and 

(2) That Health and Wellbeing Boards be invited to consider the Thrive 

document and how it might align with local developments and provide 

feedback on the implementation plan. 

06/16 One Public Estate 

The committee received a presentation from Mark Barrow on the One Public 

Estate Programme, Asset Enabled Transformation following discussion at the 

Devolution Health Sub Group. 

The presentation outlined the One Public Estate initiative, the West Midlands 

profile, the governance and work streams for the programme, health/care 

current projects, figures relating to the ageing population of the West 

Midlands, the cost of delayed transfers and the potential revolving investment 

fund model. 

Page 58



In relation to the cost of delayed transfers, Mark Barrow provided an example 

of Good Hope Hospital that is saving on the cost of delayed transfers by 

providing independent accommodation and a package of support. Mark 

Barrow advised that this model could be adopted across the region which 

would result in significant savings. 

Councillor Meeson considered that parts of the estate could be utilised such 

as old convalescent hospitals but noted problems regarding capacity and the 

availability of beds. 

Councillor Robertson reported of the need for accommodation to have ‘in built 

use-ability’ to cope with the health needs of a person as they get older rather 

than having to spend considerable sums adapting the accommodation to 

meet their needs in later years. 

Alison Tonge reported that she was very supportive of this work and sought 

clarification on the criteria for the projects that were included in the 

programme. 

Mark Barrow advised that to date this has been a Government Programme 

with Government Programme bidding arrangements. However going forward 

the revolving investment fund that is proposed would provide for WMCA 

decision making. The Project Group and Property Board include 

representatives from all bodies including local authorities and health and that 

proposals would need to be aligned to the strategic priorities in the SEP and 

the STPs for complete integration. He reported that it was planned to have 

something in place following agreement by the WMCA Board around April 

time. 

The Chair asked that Mark Barrow provide an update to the next meeting 

either by way of presentation or a report. 

Resolved that the presentation be noted. 

07/16 Accountability for Place 

Alison Tonge presented a progress report on the direction for increased 

accountability in place, utilising the STP footprint initially and to build 

additional capacity for transformation in partnership with the wider public 

service reform. 

The report outlined the current environment and the need for change, the 

initial work that has been undertaken and the options for further development. 

Alison Tonge reported that a workshop session is proposed to develop these 

options and other ideas further. 

Councillor Meeson expressed some reservations from his experience of the 

STP process regarding the lack of flexibility and the need to take into account 

local conditions which did not always fit the national formula. He indicated 

Page 59



that whilst he agreed with sharing good practice this should not stifle local 

initiatives. 

Councillor Caborn reported that he concurred with Councillor Meeson’s views. 

The Chair reported that he supported a half day workshop session to discuss 

the options and governance arrangements with local authorities and key 

partners. 

Gary Taylor reported that he welcomed the report and considered the timing 

was right to bring key players and leaders together for the best chance of 

success. 

Resolved 

(1) That the opportunity to develop further the Accountability at Place 

utilising the STP footprints across the region be noted ; 

(2) That Alison Tonge arrange a workshop session for Wellbeing Board 

members and relevant partners to develop the options for 

Accountability at Place and 

(3) That the direction for the West Midlands level transformation and 

development programmes of work particularly on public health, social 

value, transformation of public services and the drive to reduce the 

demand on public services in the medium term be supported. 

8/16 Local Systems Plans and WMCA – Opportunities for Mental Health, 

Children and Prevention 

Alison Tonge outlined a presentation that set out a 5 year vision with a triple 

aim of improving the gaps in health and wellbeing, care and quality and 

funding and efficiency for the three programmes of mental health, children 

and prevention. The presentation emphasised the importance of the right 

care, in the right place and the importance of the role of the STPs and the 

WMCA in delivering the priorities. 

The Chair reported that he supported the three programmes and considered 

that whilst the WMCA and the STPs were the region’s best assets they also 

represented the biggest challenges. He added that it was essential the 

governance arrangements that were put in place were right in order to ensure 

there was ‘buy in’ from all parties and proposed that a separate session be 

held for Wellbeing Board representatives and Wellbeing Champions which 

could possibly be combined with the half- day session already proposed. 

The Chair asked that Alison Tonge convene an away day session as 

proposed above and invite delegates as appropriate. 

Councillor Caborn reported that by the end of this year Warwickshire should 

have a children’s strategy in place; John Dixon added that this work could 

feed into the programmes. 

Page 60



Jane Moore reported that it was important to consider the linkages to other 

areas noting how the ‘Thrive’ document links to skills and education and 

proposed a session with colleagues looks at how the programmes linked 

together (‘cross pollination’) to avoid duplication. 

Councillor Meeson noted that national programmes are in place for early 

years and these also should be taken into consideration. 

The Chair agreed with the comments made by Councillor Meeson and the 

need to link the devolved agenda with the national agenda and for Leaders to 

come together to examine the priorities for the children’s agenda. 

Resolved 

(1) That the presentation be noted and 

(2) That Alison Tonge arrange for a session to be held with colleagues as 

appropriate to take forward the opportunities/ priorities for mental health, 

children and prevention. 

9/16 Devolution Opportunities 

Sarah Norman informed the board that there further opportunities to receive 

devolution deals from Government and a second devolution for the West 

Midlands was deal was expected to be announced within the next month or 

so. With regards to devolution monies for Wellbeing, Sarah Norman advised 

that firm proposals could be put forward for investment on a spend to save 

basis. 

10/16 Future Programme 

The Chair reported that he would email colleagues regarding the vacant 

position of Vice- Chair to seek their nominations. 

11/16 Any Other Business 

None notified. 

12/16 Date of Next Meeting 

Friday, 19 May 2017 at 2.00pm 

CHAIRMAN 

Page 61





Meeting: 

Subject: 

Date: 

Transport Delivery Committee 

Minutes 

Monday 6 March 2017 at 1.00pm 

Present: 

Councillor Richard Worrall (Chair) 

Councillor Philip Davis (Vice-Chair) 

Councillor Pervez Akhtar 

Councillor Robert Alden 

Councillor Adrian Andrew 

Councillor Paul Brothwood 

Councillor Mohammed Fazal 

Councillor Kath Hartley 

Councillor Diana Holl-Allen 

Councillor Roger Horton 

Councillor Timothy Huxtable 

Councillor Chaman Lal 

Councillor Keith Linnecor 

Councillor Ted Richards 

Councillor Judith Rowley 

Councillor David Stanley 

Councillor Daniel Warren 

(Walsall Metropolitan Borough Council) 

(Birmingham City Council) 

(Coventry City Council) 


(Walsall Metropolitan Borough Council) 

(Dudley Metropolitan Borough Council) 



(Solihull Metropolitan Borough Council) 

(Sandwell Metropolitan Borough Council) 




(Solihull Metropolitan Borough Council) 

(City of Wolverhampton Council) 

(Dudley Metropolitan Borough Council) 

(City of Wolverhampton Council) 

Apologies for absence were received from Councillors Susan Eaves and 

David Welsh. 

In attendance: 

James Aspinall (Corporate Services Director) 

André Bromfield (Corporate Solicitor) 

Pete Bond (Director of Transport Services) 

Babs Coombes (Rail Partnerships Manager) 

Jon Hayes (Head of Network Delivery) 

Linda Horne (Head of Finance) 

Shashi Patel (Metro Operations Development Manager) 

Alison Pickett (Head of Sustainable Travel) 

Colin Saward (National Express Midland Metro) 

Sandeep Shingadia (Head of Programme Development) 

David Whitehouse (Virgin Trains) 

Page 63



84/16 Chair’s Remarks 

85/16 Minutes 

The Chair reminded members of the committee to use the appropriate 

channels if they wish to raise very localised matters. 

The minutes of the meeting held on 6 February 2017 were agreed, and signed 

by the Chair, as a correct record. 

86/16 Financial Monitoring Report Month Ending 31 January 2017 

The committee considered a report of the Corporate Services Director that set 

out the financial position as at 31 January 2017. The report provided a 

summary of the West Midlands Combined Authority’s Transport Delivery 

Committee revenue and capital budgets along with a summary of treasury 

management indicators. 

Resolved: 

(1) That the favourable year to date variance against the revenue budget of 

£0.516m and the favourable movement of £0.155m in the full year 

position be noted. 

(2) That the favourable year to date variance against the capital budget of 

£6.529m and the favourable full year position of £4.499m be noted. 

87/16 2016/2017 TfWM Capital Programme Delivery Monitoring Report 

The committee considered a report of the Transport for West Midlands 

Managing Director that provided a progress update on the approved 

Transport for West Midlands-led 2016/17 programmes and projects. 

The Vice-Chair provided a progress update in respect of the Sprint 

programme which was now progressing. The Head of Programme 

Development added that with regard to Hagley Road scheme, Transport for 

West Midlands was working closely with Greater Birmingham & Solihull LEP 

in respect of its Business Case. 

Councillor Timothy Huxtable enquired about the delivery of park and ride sites 

and the delays behind the prioritisation study. Transport for West Midlands 

was currently undertaking a review of previous work that had been 

undertaken to ensure that it captured all key aspects of work needed going 

forward. A revised report on park and ride would be submitted to the next 

meeting of the committee for its consideration. 

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Councillor Diana Holl-Allen enquired about the delays in connecting CCTV at 

Dorridge and Solihull stations into the Combined Authority’s Security Centre. 

The Head of Programme Development explained that the delay was due to 

the identification of a Responsible Officer within Chiltern Railways and the 

arrangement of required site visits. He undertook to look into this matter 

further and would provide an update in due course. 

Resolved: 

(1) That the achievements since 16 May 2016 meeting of the Finance, 

Delivery & Performance Monitoring Committee be noted. 

(2) That the progress of deliverables under the 2016/2017 Capital 

Programme, with respect to the baseline programme previously 

endorsed, be noted. 

(3) Where indicated, any slippages from the baseline programme and the 

proposed mitigation/action being undertaken be noted. 

(4) That the 2017/18 Capital Programme as set out in the report be 

endorsed. 

88/16 Metro Operations Business Report 

The committee considered a report of the Metro Programme Director on 

matters relating to the performance, operation and delivery of Metro services 

in the West Midlands. 

The Chair introduced Colin Saward, General Manager for National Express 

Midland Metro to the meeting who had replaced Ben Ackroyd. The positive 

growth in patronage on Midland Metro since the opening of the Grand Central 

tram stop was welcomed. Councillor Roger Horton assured the committee 

that the increase in patronage on Midland Metro was not at the detriment of 

other modes of transport. 

On 1 January 2017, Snow Hill tram stop was renamed St Chads, and Bull 

Street tram stop which provided level access to Snow Hill was now the 

primary tram stop promoted as the interchange for Snow Hill station. 

Following the Metro extension from Snow Hill station and the loss of direct 

access from the Metro stop (now re-named St Chads) to Snow Hill rail 

platforms, the Vice-Chair asked whether the committee could be advised on 

what would be done to restore seamless passenger access. The Head of 

Programme Development agreed that the current situation was unacceptable 

and advised that Transport for West Midlands would review initial works that 

had previously been undertaken on the development of the Snow Hill 3 rd 

Access. He added that the scheme was also referenced within the Snow Hill 

Master Plan. 

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The Head of Programme Development agreed to submit a report on Snow Hill 

3 rd Access to Transport Delivery Committee on 8 May 2017. Prior to its 

submission to the committee, the report would be shared with members of the 

Rail and Metro Lead Member Reference Group. 

Resolved: 

(1) That the report be noted. 

89/16 Christmas Period Public Transport Services 

The committee considered a report of the Director of Transport Services on 

what happened with public transport provision over the Christmas 2016 

period, with an emphasis on Boxing Day. 

The Head of Network Delivery commented that bus service provision over the 

Christmas period in Coventry was not as good as some other areas, and to 

avoid this happening again Transport for West Midlands would have early 

dialogue with Coventry City Council and the bus operators to find solutions. 

Councillor Roger Horton welcomed the ‘Festive Bus, Tram and Train’ leaflet 

that provided service information during the two week festive period and 

asked whether the leaflet could be circulated wider and earlier in the future. 

The Head of Network Delivery agreed that there were lessons to be learnt, 

however the timescale for its distribution was very difficult to manage due to 

the discussions and negotiations to be had with partners. 

Resolved: 

(1) That the report and proposed actions for Christmas 2017/18 be approved. 

90/16 Virgin Trains Partnership Agreement Update 

The committee considered a report of the Transport Services Director on the 

creation of a partnership agreement between Virgin Trains and Transport for 

West Midlands. Members of the committee also considered a summary of the 

agreement and received a joint presentation from Babs Coombes, Rail 

Partnerships Manager, and David Whitehouse from Virgin Trains. 

Councillor Chaman Lal enquired about Virgin Trains ex-offenders programme 

and asked how people with criminal convictions could benefit from the 

partnership. David Whitehouse reported that Virgin Trains had developed and 

introduced an extensive ex-offenders programme and welcomed experiences, 

views and comments about how the programme could be extended further. 

The Chair welcomed the partnership and looked forward to working with 

Virgin Trains. 

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Resolved: 


(2) That Transport for West Midlands entering into a partnership agreement 

with Virgin Trains be approved. 

91/16 2017/18 Transport Annual Plan 


Managing Director on the draft 2017/18 Transport Annual Plan which set out 

the delivery of those objectives contained within the West Midlands Strategic 

Plan. 

The committee considered that the West Midlands Combined Authority 

needed to address the disparity between regional spend and spend in 

London, as it was suggested that this had widened. Also, given the 

importance of tackling air quality, additional emphasis on this was required 

within the Transport Plan. Members also recognised the importance of the 

need for better bus services on local estates, improvements to 

interconnectivity, and that the section relating to safety and security within the 

plan needed to be expanded. 

Councillor Timothy Huxtable highlighted a number of areas within the 

business plan that needed to be reviewed relating to the metro extension 

programme, park and ride and bus-based park and ride sites. 

With regard to the Productivity and Investment Fund, the Head of Programme 

Development explained that there had been some discussion about how the 

fund could be aligned with the Key Route Network and a ‘call-out’ had gone 

out to local authorities with regard to its proposals about how this fund could 

be utilised. 

Councillor Adrian Andrew enquired about the audience of the document due 

to the format of the Transport Plan. The Transport Services Director 

commented that the Transport Plan was key commentary in dialogue with 

stakeholders and partner organisations. 

The Head of Finance thanked the committee for its comments. She was 

aware that additional checks were needed on the draft Transport Plan and 

agreed to feedback the comments received to the design team to incorporate 

into the document. 

Resolved: 

(1) That comments on the draft 2017/18 Transport Annual Plan to be 

integrated into the document and presented to the West Midlands 

Combined Authority on 17 March 2017 for approval. 

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(2) That delegation of any amendments of the Plan to Transport for West 

Midlands Managing Director on-route to the Combined Authority Board 

as a statutory approval body be approved. 

92/16 West Midlands Smart Network, Smarter Choices 16/17 Programme 

Update 


Managing Director on the transition/legacy plans for sustainable travel 

activities beyond March 2017, following the outcome of West Midlands 

Combined Authority’s submission to the Department for Transport’s Access 

Fund. 

Councillor Judith Rowley, Lead Member for Safe and Sustainable Travel, 

introduced the report and referred to the unsuccessful outcome of the 

September 2016 bid submission by the Combined Authority to the 

Department for Transport’s Access Fund, which would unfortunately result in 

a loss of jobs within the organisation. The report highlighted what would be 

achieved, lost and provided a succession strategy for each workstream 

(including Education Travel Plan engagement, Business & Employer Travel 

Plan engagement, Cycling support and WorkWise support). 

Councillor Judith Rowley informed the committee that Alison Pickett, Head of 

Sustainable Travel would be leaving the West Midlands Combined Authority 

at the end of March 2017. She had done an extremely good job over the 

years and would be a loss to the organisation. The committee expressed its 

thanks to Alison Pickett for her hard work and valuable contributions over the 

years and wished her well for the future. 

Alison Pickett reported that the report highlighted the achievements of Local 

Sustainable Transport Fund Programme over the years and in terms of 

WorkWise support, she was pleased to report that bus operators had 

approved an enhanced ticket discount of 50% for the first three months for 

eligible unemployed people starting a new job, with customers paying the 

other 50%. 

The Head of Sustainable Travel agreed to include the Local Sustainable 

Transport Fund grants given to Birmingham, Dudley and Coventry as part of 

the 2012-15 Local Sustainable Transport Fund funding. 

Resolved: 

(1) That the outcome of the September 2016 submission by the West 

Midlands Combined Authority to the Department for Transport’s Access 

Fund and transition/legacy plans for the Transport for West Midlands 

sustainable travel activities beyond March 2017 be noted; 

(2) That the progress to date of the 2016/17 Local Sustainable Transport 

Fund-funded Smart Network, Smarter Choices programme be noted. 

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93/16 ‘Out of Sight, Out of Mind’ - Understanding Transport & Mobility Issues 

for People with Hidden Disabilities 

The committee considered a joint report from Councillor Judith Rowley, Lead 

Member for Safe & Sustainable Travel, and Councillor Diana Holl-Allen on the 

‘Out of Sight, Out of Mind’ - Understanding Transport & Mobility Issues for 

People with Hidden Disabilities Conference in London on 23 January 2017. 

Councillor Judith Rowley provided an overview of the report and shared her 

thoughts, views and experiences of the conference which she found to be 

very informative. Councillor Diana Holl-Allen considered the conference to be 

very interesting and considered that people with hidden mental issues needed 

more help. She commented that the presence of staff and additional staff 

training in identifying and helping people with a hidden disability was of 

significant importance. 

Resolved: 


94/16 UK Bus Summit 

The committee considered a report of the Transport Services Director on the 

UK Bus Summit conference held in London on 9 February 2017. 

Councillors Kath Hartley, Susan Eaves and David Stanley attended the UK 

Bus Summit along with a number of officers from Transport for West 

Midlands. The Head of Network Delivery commented that the conference was 

very useful and had a focus on air quality and congestion, which continued to 

increase across the country. 

The Head of Network Delivery agreed to circulate the slides from the 

conference and presentational material to members of the committee for 

information. 

Resolved: 


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95/16 WMCA Update - Transport Reports for Information Only 

(a) Network Resilience - Preliminary Report 

The committee considered a report on the work undertaken to 

understand the scale of the challenge of managing and securing a 

resilient and robust transport network during a period of major 

infrastructure work across the West Midlands. The report also 

highlighted a number of actions which were recommended in order to 

mitigate potential adverse impacts of any resulting poor network 

resilience (the ability of the system to cope with planned change and 

incidents). 

The forthcoming M5 Oldbury viaduct major maintenance works that 

was due to commence shortly would have a significant impact on traffic 

movement across the region. Councillor Adrian Andrew reminded 

members of the committee that the issue of resilience was on an 

everyday basis and not just when major schemes were taking place. 

Sandwell Metropolitan Borough Council was concerned about the 

forthcoming works as it was thought that Sandwell would become 

gridlocked. Councillor Roger Horton added that National Express West 

Midlands had made some changes to services on local routes as a 

result of the forthcoming works but not many changes were made on 

those routes that would be directly affected by the planned works. 

Resolved: 


(b) HS2 Connectivity Package 

The committee considered a report which set out a revised HS2 

Connectivity Package following a review of scheme viability. 

Resolved: 

96/16 Forward Plan 


The committee considered a report of agenda items to be submitted to future 

meetings. 

Councillor Judith Rowley added that she and Councillor Daniel Warren had 

recently attended a visit to West Yorkshire to see the Leeds Bradford Cycle 

Superhighway. She agreed to submit a report on her visit to the next meeting 

of the committee. 

Page 70



Resolved: 


97/16 Any Other Business 

(a) Arrangements for Director of Transport Services Role 

The Transport Services Director reported that as from 31 March 2017, he 

would be taking adoption leave for a 12 month period. Steve McAleavy 

had been appointed as Interim Director of Transport Services and had 

considerable experience within the public transport industry. 

CHAIRMAN 

Page 71


G&I 







Report title 

Cabinet Member Portfolio 

Lead 


Executive 

Accountable Employee 


considered by 

UK Central Urban Growth Company Hub 

Growth & Infrastructure Delivery Plan 

Councillor Bob Sleigh – WMCA Chair 

Paul Dransfield, Director of Investment WMCA 

Email: Paul.dransfield@birmingham.gov.uk 

Tel: 0121 303 3168 

Huw Rhys Lewis, Managing Director - Urban Growth 

Company 

Email: huw.lewis@ugcsolihull.uk 

Tel: 0121 704 6244 

HS2 Delivery Board on 22 February 2017 

WMCA Programme Board on 24 March 2017 



1. Endorse the UGC UK Central Hub Growth & Infrastructure Delivery Plan. 

1.0 Purpose 

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1.1 This purpose of this report is to seek formal endorsement of the WMCA for the proposals 

detailed in the UK Central Hub ‘Growth & Infrastructure Plan’ that has been prepared and 

submitted by the UK Central Urban Growth Company. 

1.2 The report outlines the work undertaken in creating the Growth and Infrastructure Plan and 

how this work looks to support the wider growth aspirations of the WMCA. 

1.3 The report also outlines some of the key changes within the project and the financial and 

funding implications that will need to be considered by the WMCA as the project is 

developed further. 


2.1 Following the approval of the Midlands HS2 Growth Strategy, which was approved by 

Business Enterprise Innovation and Skills and Department for Transport in April 2015, and 

the subsequent detailed work stream implementation plans, Solihull Metropolitan Borough 

Council created the Urban Growth Company (UGC) to deliver the next stage of the UKC 

Infrastructure programme – ‘The UK Central Hub Growth and Infrastructure Delivery Plan’. 

2.2 This plan has been drafted in collaboration with key land owners in the hub area, Jaguar 

Land Rover, NEC, Birmingham Airport and Arden Cross, who are creating their own 

masterplans & business plans currently, the known outcomes of which are contained in the 

Growth and Infrastructure Plan. 

2.3 The high level Growth & Infrastructure Plan does not form part of the formal local planning 

process but will contribute to the evidence base for the Local Plan which is due for 

submission later in 2017. This Growth and Infrastructure Plan, therefore, seeks to support 

the Solihull local plan in making sure sufficient land is available to deliver the growth plans 

of the WMCA SEP, the HS2 Growth Strategy and the ambitions of the key businesses in 

the area. 

3.0 Impact on the Delivery of the Strategic Transport Plan 

3.1 The ‘Growth and Infrastructure Plan’ has been developed in collaboration with TfWM so will 

compliment and support the Strategic Transport Plan. 


4.1 Some of the key opportunities are identified within the Growth and Infrastructure Plan such 

as: 

4.1.1 The opportunity to link with the ‘East Birmingham and North Solihull programme that 

is seeking to create growth and regeneration opportunities offered by creating direct 

links via metro between Birmingham, East Birmingham, North Solihull and the HS2 

Interchange. 

4.1.2 The Growth and Infrastructure Plan and the developments proposed by the UGC 

could act as a centre of excellence for digital technologies and strategies envisage in 

the WMCA SEP. 

4.1.3 Creating environmental opportunities linking up and enhancing key green areas 

across the broader geography. 

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4.2 The Growth and Infrastructure Plan also considers the development of additional skills 

opportunities through such an ‘Advanced Manufacturing Campus’ proposed and this could 

clearly link to facilities like NSCHR as well as other similar facilities across the WMCA and 

potentially wider afield. 

4.3 There is also a potential for the wider expansions and development of the key supply chain 

opportunities for JLR and other large manufacturing organisations in the area with the 

delivery of not just the local growth and infrastructure plans, not only in the hub area but 

covering the whole WMCA geography. 


5.1 UGC will be preparing a “Hub framework” document which provide technical evidence to 

support the plan and it submission as evidence to support the SMBC local plan. In addition 

UGC will be preparing an investment appraisal and Strategic Business case to seek to 

modify the station design contained in the Hs2 hybrid bill to seek a design and technical 

solution for the station and surrounding car parks which allows and enables growth, 

development and investment outlined in the Growth & infrastructure plan to take place. 


6.1 The Growth and Infrastructure Plan is seeking to bring to together the wider aspirational 

growth plans covering the whole of the UKC Hub (not just the Arden Cross Site) and its key 

stakeholders, JLR, NEC, Arden Cross and the Airport. The Growth and Infrastructure Plan 

seeks to identify and capture likely infrastructure investment required to support, facilitate 

and enhance these growth opportunities. This has resulted in an updated assessment of 

infrastructure covering the requirements and needs of the private sector, Local Government 

and Central Government culminating in a new estimate of £1.621billon investment capital 

requirements. This compare with an earlier estimate of £1,36billion produced by UK Central 

prior to the formation and arrival of UGC and the development of the Growth and 

Infrastructure Plan. 

The resulting changes are be categorised in a number of different areas, the most 

significant of which are - 

1 Greater clarity on the geographical scope of the Hub area which is wider than 

envisaged previously. 

2 Earlier estimates did not include provisions for the major utility upgrades that will be 

required. 

3 The estimated costs of the Connecting Europe Facility (CEF) EU funded project at 

Birmingham International Station are now higher than the earlier project estimates 

compiled in 2015. 

6.2 The Growth and Infrastructure Plan is NOT at this stage seeking any further funding from 

the WMCA. Initially alternative funding sources are being sought through a combination of 

private developers, investors, utility companies etc. 

6.3 The Growth and Infrastructure Plan will be under pinned by a Value Capture Framework 

produced by UGC which seeks to set out a ‘tool kit’ of options that could be applied by the 

WMCA and Government to recover infrastructure investment cost from the private sector. 

Page 75



The draft Value Capture Framework document is currently under review by WMCA and 

central government officers. If the approach is applied to UK Central Hub could provide an 

alternative method of funding the £1,621billion infrastructure investment with less reliance 

on WMCA resources. 

6.4 The Growth and Infrastructure Plan aligns with the WMCA growth plans and forms a 

strategic part of the WMCA and SMBC local plan and how best to meet those growth 

targets. 

6.5 The endorsement of the Growth and Infrastructure Plan does not imply commitment to fund 

at this stage. Detailed business cases will need approval before further commitments can 

be made. 


7.1 There are no immediate legal implications flowing from the contents of this report. 

The following should be noted 

That the HS2 Delivery Board formally endorsed this plan on February 22 nd 2017. 

Greater Birmingham and Solihull Local Enterprise Partnership is seeking to endorse 

this plan at their next formal Board meeting on March 31 st 2017 

UGC has formally submitted this plan to SMBC as part of the ‘local plan’ process 


8.1 No direct equality implications arising from this report. Individual schemes will need to be 

impact assessed for any equality implications 

9.0 Other implications 

9.1 As with all programme of this size and with such complexity, there are both inherent and 

residual risks. The key element in the mitigation of these risks is to ensure that effective 

steps and actions are taken though many of the risks are actually a key element of the 

opportunity. 

9.2 Some of the key risks are as follows: 

9.2.1 The airport masterplan is looking at the possibility of constructing a new terminal 

integrated with the proposed HS2 station. This is set out as an option in the plan. 

This will have potentially significant impacts across a number of elements of the 

overall programme and is currently being managed proactively by UGC. 

9.2.2 We must also accept that there is also a risk around the timing and scope of 

approval through the Solihull Local Plan. Local planning processes are known 

nationally to be challenging to deliver on a timely basis. 

9.2.3 Similarly consideration must be given to the risk associated with the utilities 

diversions and any timetables that would need to be coordinated to ensure that all 

works ran concurrently and in line with programme plans. 

9.2.4 There are obvious risks around the wider network resilience which are being 

managed currently by TfWM though it has been accepted that the UGC need to play 

Page 76



a more direct role in this work going forward and as plans start to become more 

developed. 

9.2.5 There are also risks that both the environmental mitigation and the social 

infrastructure do not deliver the wider benefits or offset the environmental impact. 

This will be managed through the individual plans but a strategic oversight will need 

to be maintained so as to ensure that these opportunities are maximised. 


Please click onto the link below to access the UK Central Growth & Infrastructure Plan 

https://arup.sharefile.com/d-s25aaa02713f451e8 

Page 77








Report title 




Executive 

Accountable 

Employee 

Health and Safety Governance Structure 


Debbie Simpson, Interim Head of Governance 

Email: DebbieSimpson@centro.org.uk 

Tel: 0121 214 7254 

Phil Hewitt, Metro Programme Director 

Tel: 0121 214 7254 

Email: Phil.Hewitt@tfwm.org.uk 


considered by 

WMCA Management Board 

WMCA Programme Board 


The Combined Authority Board is asked to: 

1. Approve the Health and Safety Policy (Annex 1). 

2. Approve the Delegation of Health and Safety responsibilities as set out in the 

scheme of delegation (Annex 2). 

3. Task the Management Board with procuring an independent external review 

of the Health & Safety Management arrangements and with developing and 

implementing improvement plans to address any issues arising from that 

review. 

Page 79

1.0 Purpose 

1.1 To provide an integrated structured framework throughout the Authority that 

can be defined and communicated to staff, Stakeholders and Partner 

organisations. The framework will provide a structure that facilitates the 

effective management of Health and Safety and provides the combined 

authority with assurance that regulatory compliance is being achieved across 

all business areas. 

1.2 To provide a robust platform and effective management structure for the 

delivery of the Authority’s Health and Safety Policy, aspirations and 

objectives. 

1.3 To ensure no ambiguity exists relevant to accountability, responsibility, 

assurance and management of Health and Safety within the Authority. 


2.1 Following the significant changes associated with its formation the Authority 

needs to update the arrangements for Health and Safety inherited on its 

formation to reflect the changes that have arisen as a result of the creation of 

the CA and the new governance arrangements relating to the discharge of 

these legal obligations by the Authority and its Officers. 

2.2 The Combined Authority should consider its arrangements for the 

management of Health and Safety in the following areas: 

 

 

 

 

Provision of office based services and management of “head office” facilities 

Management of bus network infrastructure (construction, maintenance) and 

operational support services. 

Management of rail infrastructure (construction, maintenance) and operational 

support services activities. 

Management of Metro infrastructure (construction, maintenance) and 

outsourced operations. 

The Combined Authority’s rail and metro activities take place in a Health and 

Safety environment regulated by the Office of Rail and Road to whom we are 

required to demonstrate our compliance with the law. The Office of Rail and 

Road can take enforcement action (by issue of improvement notices, 

prohibition notices and prosecuting) businesses and individuals where a 

breach of the applicable rail and tramway safety regulations has taken place. 

Furthermore, as the role of the Combined Authority matures additional areas 

of (non-transport) responsibility will develop and the Combined Authority will 

need to ensure that it is prepared for and is able to meet the H&S 

requirements of these. 

2.3 To ensure that we are able to comply with (and demonstrate our compliance 

with) our statutory duties and effectively discharge our obligations we are 

Page 80

equired to update and re-structure organisational Health & Safety 

management systems to ensure effective management and compliance with 

the following: 

 

 

 

General legislative requirements relating to Health and Safety (i.e. 

Health & Safety at Work Act 1974 and associated regulations) 

Duties arising from such legislation 

Specific legislation and regulatory requirements arising from the 

functions and activities of the Combined Authority (e.g. Construction 

Design & Management Regulations, Construction & Use Regulations, 

Railways and Other Guided Transport Systems (Safety) Regulations, 

Electromagnetic Compatibility (EMC) Regulations) 

Metro enabling Acts and Orders (e.g. Midland Metro Act 1989, 

Tramways Act 1870, Swan Lane Crossing Order) 

2.4 In response to this it is proposed that independent advice be sought on the 

future Health and Safety management structure with a focus on the effective 

transfer of responsibilities and authority to implement health and safety 

improvement actions from the accountable body (The Combined Authority) to 

the appropriate Officers and, where applicable, partner organisations. The 

Management Board will develop and implement plans for addressing any 

recommendations arising from this review. 

2.5 A clearly defined and adequately resourced structure is essential to allow the 

Health and Safety priorities of the Combined Authority to be effectively 

communicated to staff, contractors and stakeholders and to actively 

encourage the engagement of these groups at all levels within the 

organisation. Safety is everyone’s responsibility and as such the 

encouragement of a culture that empowers effective management of Health 

and Safety should be seen a primary objective of the Authority. 

2.6 The Combined Authority Board is ultimately accountable for the health and 

safety impacts of the Combined Authority’s activities. 

Accordingly it is proposed that the WMCA Board should: 

 

 

 

 

Annually review and approve the Safety Policy for the WMCA. The 

proposed H&S policy for 2017/18 is appended at Annex 1 

Ensure that when approving budgets sufficient resource is allocated to 

meet H&S obligations 

Approve a scheme of delegation of statutory (H&S) functions, obligations 

and responsibilities. The proposed scheme of delegation is appended at 

Annex 2. 

Receive Assurance from the Management Board on compliance with H&S 

obligations 

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3.0 Impact on Delivery of Strategic Transport Plan 

3.1 Failure to implement robust HSE management arrangements could result in a 

breach of duty leading to delay, disruption and additional cost in the delivery 

of network enhancements and in the delivery of operating services. 


4.1 The cost of an independent review and report on the safety management 

arrangements of the Authority has been included within the 2017/18 budget. 


5.1 Organisations have a legal duty to put in place suitable arrangements to 

manage for health and safety. Health and Safety law in Great Britain clearly 

sets out that the primary responsibility for managing risks to workers and the 

public who might be affected by work activity lies with the business or 

organisation that creates the risks in the first place. This applies whether the 

organisation is an employer, self-employed, service provider or a 

manufacturer or supplier of articles or substances for use at work. Whilst the 

primary responsibility sits with the business, workers also have a 

responsibility to care for their own health and safety and others who may be 

affected by their actions. 

5.2 As an employer WMCA has a number of general health and safety duties 

embodied within legislation such as Health and Safety at Work Acts and 

secondary legislation arising therefrom. Under the Health and Safety at Work 

etc. Act 1974 (the HSW Act), you have to ensure, so far as is reasonably 

practicable , the health and safety of yourself and others who may be affected 

by what you do or do not do. It applies to all work activities and premises and 

everyone at work has responsibilities under it, including the self-employed. 

The Management of Health and Safety at Work Regulations 1999 also apply 

to every work activity and workplace and require all risks to be assessed and, 

where necessary, controlled. At a minimum an organisation should have 

processes and procedures required to meet legal requirements including: 

 

 

 

 

 

 

 

A written health and safety policy 

“suitable and sufficient” assessments of risks to employees, contractors, 

customer, partners and any others affected by your activities recording in 

writing 

Arrangements for the effective planning, organisation, control and 

monitoring and review of the preventive and protective measures arising 

from the risk assessments 

Access to competent health and safety advice 

Provide employees with information about risks in the workplace and how 

they are protected 

Instruction and training for employees 

Ensuring adequate supervision 

5.3 In addition, as a transport authority, SRO for Bromsgrove Station and owner 

of the Metro there are a number of specific pieces of legislation in these fields 

that have Health and Safety implications. The Authority has obligations as 

Page 82

egards Metro safety under the Railways and Other Guided Transport 

Systems (Safety) Regulations 2006 (“ROGS”) as regards safety systems, risk 

assessments and safety verification. 

5.4 As the owner and employer on various construction and engineering projects, 

project based Health and Safety requirements are also relevant including 

Construction Design and Management Regulations and on site safety 

requirements. 

5.5 The HSE provides clear guidance on planning to ensure health and safety 

arrangements are appropriate and work. It is clear that successful delivery of 

compliant health and safety regime can rarely be achieved by one-off 

interventions and requires a sustained and systematic approach to the area. 

The revisions suggested have been designed to ensure a full and complete 

corporate approach to health and safety across the CA as a whole. 

5.6 The Authority complies with these requirements in part through codes and 

systems developed for specific risk areas (such as Bromsgrove station safety 

management system and ROGS compliant Metro systems), in addition to 

OHSAS 18001 accreditation for the occupational health and safety 

management system. 

5.7 The existing health and safety structure has been identified as not meeting 

the requirements of the standard during a recent re-certification audit and 

therefore categorised as a non-conformance. At present re-accreditation to 

OHSAS 18001 standard cannot be achieved until this non-conformance has 

been addressed. 

5.8 The view of the Health and Safety Manager that the independent review of the 

Health and Safety Management arrangements is necessary to ensure 

continued compliance with the above requirements is noted and given the 

importance of those systems to the Authority’s continued legislative 

compliance, Legal supports the recommendations made. 


6.1 It is not envisaged that the proposed changes would have any adverse impact 

on equalities. 


7.1 Adoption of the Health and Safety Policy and scheme of delegation will 

address immediate requirements to provide clarity of accountabilities and 

responsibilities to senior officers. . 

7.2 Failure to implement clear and unambiguous Health and Safety arrangements 

could possibly lead to regulatory intervention e.g. Office of Rail and Road 

(ORR) or Health and Safety Executive (HSE). 

7.3 The periodic independent external review / audit of health and safety 

management arrangements is good practice and will help to ensure that these 

arrangements remain current and reflect changing statutory, contractual 

requirements and political and public expectations. 

Page 83

7.4 Failure to address the non-conformance identified by the external accreditor 

relating to provision of a clearly defined Health and Safety Governance 

structure may result in loss of OHSAS 18001 accreditation. 

7.5 Detailed Health and Safety arrangements for the each operational business 

area of the Authority would be embedded within management structures. 


8.1 WMCA Health and Safety Structure (Annex 3) 

Page 84

Annex 1 

HEALTH & SAFETY POLICY 

Page 85

Health and Safety Policy 

GENERAL 

West Midlands Combined Authority (WMCA) recognises its responsibilities with regard to Health and Safety and 

takes due cognisance that health and safety is integral and important to its business objectives and as such is 

totally committed to ensuring the health and safety and welfare of our employees and others who could be 

affected by our activities or undertakings. 

As an ethical organisation we aim to achieve high standards for health and safety management and will continue 

to pursue progressive improvements in health and safety performance. We will monitor our performance and 

review this statement, the organisation and arrangements in place on a regular basis to ensure our continued 

effectiveness. 

OBJECTIVES 

Our main health and safety objectives are: 

a. to ensure compliance with all statutory requirements that are applicable to our activities 

b. to engender a positive safety culture throughout the organisation, where each employee recognises 

their responsibilities 

c. to support continual improvement in health and safety performance and safe working practices across 

the organisation and beyond by proactively engaging with partners and stakeholders 

CORE AIMS 

To ensure the effective identification, assessment and control of risk; establishing a detailed risk profile 

to assist with the management of health and safety 

To comply with, and where reasonably practicable, exceed the requirements and targets set by current 

legislation, as well as adapting to legislative changes to ensure continued compliance 

To monitor, evaluate and continuously improve our health and safety performance 

To provide and maintain a safe working environment for employees and the wider community 

To ensure the competence of all employees through selection, instruction, training and supervision 

To actively encourage the involvement of employees at all levels within the organisation 

To develop and lead a positive health and safety culture in which unsafe acts or conditions are 

unacceptable and ensuring the existence of an open environment where employees feel able to raise 

concerns without fear of recrimination 

To prevent or minimise the adverse impacts of our activities and services 

To provide a common framework for health and safety management at all levels within the organisation 

with clearly defined roles and responsibilities relevant to all employees 

To allocate appropriate resources to ensure the effective implementation of this policy 

To maintain appropriate systems of communication and consultation with our employees, stakeholders 

and partners and report regularly on our health and safety performance 

To establish realistic and challenging health and safety objectives 

To continually review this policy and health and safety management systems against organisational 

structure and activities to ensure their ongoing adequacy and effectiveness 

The Core Aims detailed in this statement can only be achieved through proactive leadership, responsible 

management and ownership of health and safety by all employees throughout the organisation. They are reliant 

on everyone who works within the organisation taking personal and collective responsibility to achieve our shared 

aims and objectives. 

These aims will not be confined to the organisation but will be made known to our partners, stakeholders, 

suppliers and contractors who we expect to share in this commitment. 


Chair, West Midlands Combined Authority 

07 April 2017 

Page 86

Health & Safety Policy 

PART 2: ORGANISATION & RESPONSIBILITIES 

This section of the policy sets out the general responsibilities and duties of all employees, along with the 

additional responsibilities of various individuals, committees, departments and groups. 

WMCA MANAGEMENT BOARD 

Overall responsibility for Implementation of the Policy 

Be aware of the overall responsibilities and liabilities imposed upon themselves, the organisation and its 

employees by Health and Safety legislation. 

Delegate authority as stated to facilitate successful implementation and review of the policy at all levels. 

Appoint a member of the Management Board as Director Responsible for Health & Safety 

DIRECTOR RESPONSIBLE FOR HEALTH & SAFETY 

Responsible for ensuring the Policy is implemented across all areas of the Authority 

Ensure that when making decisions the Board takes account of the Authority’s Health and Safety commitments 

as articulated in the policy statement. 

Ensure the Management Board is kept informed of any significant safety, health and risk management issues. 

CORPORATE SERVICES / TfWM BOARDS 

Ensure strategic commitment and provision of the resources necessary to implement this policy successfully and 

to achieve the stated objectives. 

Maintain responsibility for monitoring business activities to identify potential Health and Safety issues and for 

maintaining and improving standards. 

Ensure that a suitable framework is implemented through which effective communication of Health and Safety 

information, policies and procedures can be made to all employees. 

Ensure that Employees safety duties are incorporated within agreed Role Profiles 

Ensure effective working relationships with statutory enforcing authorities responsible for Health and Safety. 

Receive Assurance from Operational Directors / Heads of Departments on compliance with Health and Safety 

Policy commitments and statutory duties 

HEALTH & SAFETY MANAGER / H&S DEPT 

Keep abreast of developments in Health and Safety legislation and practices applicable to the organisation and 

ensure all relevant parties are aware of its implication and application. 

Formulate policy to satisfy legal compliance, industry practice and organisational needs. Ensure effective 

communication of policy to management and employee safety representatives. 

Identify and devise effective risk strategies and Health and Safety management systems to include provision of 

information, risk assessment and identification of suitable control measures for safe systems of work. 

Conduct periodic inspections of premises/assets and working practices to ensure, so far as is reasonably 

practicable, that they are without risk to Health and Safety. 

Take responsibility for requirements under RIDDOR (Reporting of Injuries, Diseases and Dangerous 

Occurrences Regulations) and for the specification, collation and presentation of other statistics, designed to 

support Health and Safety activities. 

Chairs SHE Committee meetings and provide relevant information to enable the Committee to effectively transact 

business. 

Provide fair and impartial advice and support to all employees on Health and Safety matters. 

Page 87

SITE MANAGERS / DEPARTMENTAL HEADS 

In particular they will ensure: 

Managers, supervisors and others allocated specific duties in their area of control are aware of their 

responsibilities, given sufficient information, training and time to perform them and that their activities are coordinated 

and monitored. 

Adequate arrangements for communication and consultation on health and safety matters between employees, 

managers and others who may visit or share the workplace are in place. 

Suitable and sufficient site risk assessments are conducted, along with specific risk assessments where required, 

and any significant findings are brought to the attention of those who may be adversely affected. 

Organisational Health and Safety standards are implemented locally and improvement programmes used to 

improve standards where practical. 

Resource for capital projects, plant improvements and maintenance, ensuring that all applicable Health and 

Safety standards for these are met. 

They promote an interest in and enthusiasm for Health and Safety matters and set a good personal example. 

MANAGERS 

In particular they will ensure: 

All new employees under their control undergo induction training in a timely manner and fully understand and 

adhere to local safety arrangements and emergency procedures. 

Accidents and incidents that occur within their area of responsibility are reported, investigated and recorded as 

detailed by organisational reporting procedures. 

That employees under their control, plan, allocate and carry out work in such a way that Health and Safety is not 

compromised. 

That employees under their control receive adequate supervision, instruction, information and training to enable 

them to work safely. 

Their manager is kept appraised of any matters relevant to Health and Safety. 

They promote an interest in and enthusiasm for Health and Safety matters and set a good personal example. 

PROJECT MANAGERS / ASSET MANAGERS 

In particular they will: 

Ensure as part of any design and development process that full risk assessments are undertaken of both design 

risks and any residual operational risks, and for ensuring these are drawn to the attention of the relevant 

operational manager. 

Be responsible, as appropriate, for the selection and appointment of suitably qualified Principal 

Designers/Designers in line with WMCA selection process. 

Be responsible for the selection and appointment of Contractors in line with the WMCA Contractor 

Approval process. 

Maintain properties, services and assets in a safe and healthy manner, keeping appropriate records in 

accordance with best practice and legislative requirements. 

Organise and manage construction works in a safe, healthy and environmentally conscientious manner, and in 

accordance with all relevant legislation. 

Page 88

ALL EMPLOYEES 

In particular they should: 

Know and comply with all legal requirements, organisational policies and guidance relevant to their work, 

position, areas and responsibilities. 

Know and comply with the procedures and instructions as regards the action to be taken in the event of serious 

or imminent danger. 

Use any safe systems of work identified as necessary for the activity to be carried out, including the wearing of 

protective equipment as specified. 

Co-operate with management in the maintenance, care, use, storage and wearing of any specified safety 

equipment including using the appropriate safety devices. 

Report unsafe acts, conditions, or shortcomings that impact on Health and Safety to their manager. 

Co-operate in the investigation of accidents and dangerous occurrences and the reporting of them. 

Not knowingly use any defective work equipment and not bring into the workplace any article or substance that 

may present or constitute a hazard. 

Be encouraged to promote ideas on the improvement of Health and Safety standards and also provide suitable 

suggestions for reduction in risks. 

Not intentionally or recklessly interfere with, or misuse, anything provided in the interests of Health and Safety. 

SAFETY REPRESENTATIVES 

In particular they will: 

Provide representation for both the employees they were appointed to represent, and the organisation, in any 

consultations with the Health and Safety Executive (HSE) or any other enforcing body. 

Participate as a full and active member of the SHE Committee. 

Actively encourage co-operation between employer and employee to ensure the promotion and development of 

essential measures to ensure the Health and Safety of employees. 

Bring to their employers notice any unsafe acts, unhealthy conditions or working practices which have come to 

their attention. 

Page 89

Health & Safety Policy 

Part 3 

SHE STEERING COMMITTEE 

Terms of Reference 

OBJECTIVE 

The objective of the Committee is to promote co-operation between management and employees in the 

development and implementation of measures to ensure the health, safety and welfare at work of employees and 

others. 

The Committee will recommend and initiate activity, but the responsibility for implementation is that of relevant 

managers under the guidance of the Health and Safety Manager. 

FUNCTIONS 

Monitoring of safety performance and recommending new measures and standards or the revision of 

existing measures. 

Presenting proposals for improvements, alterations or additions to health, safety and welfare matters. 

Consider general matters of health and safety, rather than the day to day safety matters that are addressed 

by line managers, in order to review lessons learned. 

MEMBERSHIP 

The core membership of the Committee is made up of representatives from all areas of the business activity and 

from all levels within the business and includes recognised Trade Union representation. 

The membership will be determined by the Health and Safety Manager in conjunction with the Director 

Responsible for Health and Safety. 

On occasion it may be necessary to co-opt specialist advisers as ex-officio members. This will occur when their 

attendance would prove beneficial in relation to specific issues to be discussed. 

FREQUENCY OF MEETINGS 

The Committee will meet on a bi-monthly basis but special meetings to address any specific issues may be called 

as and when required. 

Page 90


Annex 2 

Scheme of Delegation 

Page 91



The WMCA Management Board has responsibility to the WMCA Board for: 

 

 

 

 

 

 

 

 

 

 

 

Recommending an overarching Health & Safety policy for approval by the WMCA Board 

Appointing one of the Management Board’s members as Director Responsible for 

Health and Safety 

Setting budgets ensuring sufficient resource is allocated to meet H&S obligations 

Receiving and approving plans for addressing recommendations for action following an 

independent review of H&S management arrangements 

Identifying the board member responsible for Health and safety 

Approving Key Safety Indicator targets and Safety Improvement Plans 

Receiving assurance from the operational directorates and corporate services on H&S 

Compliance 

Instigating strategic interventions to ensure H&S targets are met 

Establishing a scheme of delegation empowering Operational Directors to take 

responsibility for and manage H&S in their business areas. 

Ensuring Safety Responsibilities are clearly communicated to and appropriate training is 

given to senior officers. 

Establishing a Safety, Health and Environment Committee to review in detail the HSE 

performance of the WMCA and to direct the business units to take appropriate action to 

address any HSE performance shortfalls or improvement requirements. 

Corporate Services Director 

The Corporate Services Director is responsible for: 

Procuring an independent review of H&S management arrangements and developing / 

implementing plans for addressing any actions arising from the review. 

 

 

Developing and implementing strategies and procedures to meet the corporate H&S 

Policy applicable to the “head office” functions of the WMCA (including TfWM 

programme development. Policy & Strategy, Integrated Mobility teams) ; 

Preparing an annual safety assurance plan (as part of the annual Business Plan); 

Page 92


TfWM Operational Directors 

The TfWM Operational Directors (MD TfWM, Director of Transport Services, Metro Director) 

have the day to day responsibility for the management of H&S in the provision of public transport 

services of the WMCA. 

In particular the Operational Directors will: 

 

 

 

 

 

 

 

 

 

Establish H&S policies, strategies and procedures (Safety Management System(s)) that 

align with the Corporate H&S Policy and meet the specific legislative and regulatory 

requirements of their business sectors 

Discharge the WMCA statutory and regulatory duties relating to their business sectors 

Develop, implement and review an annual HSE management and improvement plan 

Develop budgets and secure the resources necessary to meet H&S requirements as 

set out in the annual plan. 

Review, Monitor and Report on the HSE performance of their business areas 

Implement robust risk based approach to management of their business activities 

(including asset management, change management 

Investigate and take reasonably practicable actions to address any issues arising from 

incidents, close calls, near misses or from any adverse change in risk or introduction of 

new hazards. 

Cooperate with and support the Corporate Services Director in the preparation and 

delivery of the H&S Assurance plan 

Consult and cooperate with staff, customers, other duty holders and stakeholders to 

ensure HSE requirements are identified, managed and discharged. 

Non-Operational Directors / Heads of Service 

Non-Operational Directors and Heads of Service across the Authority will ensure that they and 

their teams 

 

 

 

 

Comply with H&S policies, strategies and procedures and Safety Management Systems 

applicable to their business areas 

Support and promote a positive Health & Safety culture and initiatives aimed at 

improving the Health & Safety performance of the Authority 

Provide Health and Safety information in a timely and accurate manner 

Co-operate with the delivery of the H&S Assurance Plan 

Page 93


West Midlands Combined Authority – Proposed Health & Safety Organisation 


(WMCA) 

 

 

 

ANNUAL SAFETY PLAN 

Submitted to WMCA by Management Board 

Plan produced in conjunction with H&S Dept. 

and SHE Committee. 

Identifies Priorities, Achievements, Targets, 

Performance 

 

 

 

Monthly Assurance Report 

Submitted by TfWM Board / Corporate 

Services Board 

Stamement of compliance 

By exception report 


Page 95 

Corporate Services 

Governance, Finance, Organisation 

Development, ICT, PMO, Communications 

Policy & 

Strategy 

Transport for West Midlands (TfWM) 

Programme 

Development 

“Head Office” Safety Reporting / Management Requirements 

Coordinated by Head of Health & safety 

Transport 

Innovation 

Metro 

Board 

Transport 

Services 

Operational Safety Reporting / Management Requirements 

Operational Directors 

Safety, Health & Environment Consultative 

Committee 

 

 

 

 

 

 

Promote co-operation between 

management and employees in the 

development and implementation of H&S 

Consideration of general H&S matters 

Monitoring of operational H&S 

performance 

Route for escalation of issues to SHE 

Committee 

Attendees: H&S Manager (Chair), Trade 

Union Representative(s), Employee 

representatives from across organisation, 

Ex-officio members (as appropriate) 

Frequency: Bi-monthly 

Safety Management System status 

Assurance / NCR updates 

Change Management 

Compliance with SMS 

Regulatory Impacts 

Resources 

Incident / accident reporting (staff) 

Monthly SHE performance reports (KSI’s / KPI’s, Dashboards) 

Accident and Incident Investigations 

Change Proposals 

Industry Lessons / Best Practice 

HSE / ORR / RAIB Interfaces 

Occupational Health & Safety Issues 

SMS Effectiveness & Development 

Audits / CAR’s 

Enforcement / Regulatory Intervention



[NOT PROTECTIVELY MARKED 





Report title Equality Scheme 2017-2019 




Executive 

Accountable 

Employee 


considered by 


Martin Reeves, Chief Executive WMCA 

Email: Martin.reeves@coventry.go.uk 

Tel: 024 7683 3232 

James Aspinall, Director of Corporate Services 

Email: james.aspinall@wmca.org.uk 

Tel: 0121 214 7600 




1. Approve the 2017/19 Equality Scheme and Action Plan attached as Appendix 1. 

Page 97



1.0 Purpose 

1.1 To provide a summary of key Equality Scheme objectives and inform the Board of 

provisional timescales for publication of the scheme. 


2.1 The Equality Scheme 2017/19 is a statutory document setting out the WMCA’s approach 

and practices for equalities meeting the statutory requirements. It describes how the WMCA 

promotes equality and encourage good relations between people in all aspects of our dayto-day 

business. It draws out our key commitments, current activities and future plans in 

regards to equality and diversity. It also brings together different work streams (transport, 

mental health, skills, employment and public sector reform) under one unified equalities 

focused action plan. 

2.2 The Scheme provides an overview of key legislation, shows linkages to key strategies such 

as the Strategic Economic Plan and Movement for Growth (pages 6-7), and offers a picture 

of the West Midlands Region from an equalities perspective, covering different protected 

characteristics whilst also summarising key trends and equality issues (pages 7-9). The 

scheme also provides a snapshot of the WMCA’s workforce composition (page 9). 

2.3 The Equality Scheme is structured around 2 key objectives and a number of key 

deliverables under each objective that will help progress equalities for both WMCA staff and 

the public. Developing equality objectives forms a key legislative requirement that all public 

authorities need to develop. WMCA Equality Scheme objectives centre on employment, 

service and programme delivery (pages 14-16). The objectives were developed following 

consultation with the public as part of the regular community engagement sessions. 

2.4 The first objective focuses on the provision of accessible and inclusive services and the 

delivery of programmes and schemes that will help promote inclusion and improve wellbeing 

outcomes for hard to reach groups. Key deliverables include the delivery of mental 

health initiatives that will help support good mental health across the region; the delivery of 

initiatives to reduce inequalities and improve life chances for people with multiple complex 

needs; improved public transport accessibility and availability for all; reduction in total 

recorded crime and improved passenger perception with safety on the transport network; 

the delivery of employment and skills initiatives that meet the needs of diverse 

communities. 

2.5 The second objective focuses on the development of a fair, inclusive and diverse workforce. 

Actions include workforce data improvements; increasing transparency and addressing 

barriers to employment for equality groups underrepresented in the workforce; ensuring all 

staff feel equally supported and respected within their role, and enhanced staff well-being. 

2.6 The Equality Scheme includes a comprehensive action plan for each objective to help 

achieve equalities best practice for both employees, service users and West Midlands 

residents (pages 17-26). 

2.7 The Equality Scheme will be published on the WMCA website in April 2017. 

Page 98




3.1 There are no foreseen wider implications for the WMCA. 


4.1 There are no financial implications arising from the recommendations in this report. 


5.1 There are no legal implications or legal challenges arising from the recommendations in this 

report. 


6.1 The scheme is likely to have a positive impact on a number of protected characteristics who 

will benefit from the activities outlined within the Equality Scheme Action plan. 


Appendix 1 – Equality Scheme 2017-2019 

Page 99


EQUALITY SCHEME 

2017-2019 

Page 101

ABOUT THE WEST MIDLANDS COMBINED 

AUTHORITY (WMCA) 

The West Midlands Combined Authority (WMCA) 

is a new governance structure for the region. It has 

been created so that the region’s local authorities 

and Local Enterprise Partnerships (LEPs) can work 

together to move powers and fiscal responsibilities 

from Westminster to the West Midlands. Members 

of the WMCA are working collaboratively to improve 

transport, economic development, regeneration, 

skills and to deliver public sector reform, in an effort 

to close the productivity gap and grow the economy. 

The WMCA will focus on the delivery of services that 

improve the quality of life for the people and the 

businesses of the region. This includes their health 

and well-being, nurturing the capability and untapped 

assets in local communities and supporting the 

ageing population. 

From a transport perspective, the WMCA’s delivery 

arm is Transport for West Midlands (TfWM). It is 

responsible for transport infrastructure and public 

transport services in the West Midlands Metropolitan 

Area. TfWM’s remit is to develop an integrated 

network encompassing the region’s road, rail, bus 

and tram system. TfWM sets the long-term strategy 

for the West Midlands’ public transport system, 

contributing to regional economic growth through 

the development of a public transport system which 

includes a rapid transit network and Midland Metro. 

In partnership with bus operators, train operators and 

Midland Metro, TfWM is delivering major transport 

schemes and improvements. TfWM does not 

operate bus, train or tram services, but does own and 

run bus stations, provides bus shelters, subsidises 

socially necessary transport services and funds 

socially necessary services such as Ring and Ride. It 

funds free travel for older and disabled people and 

half-price travel for under 16s. TfWM also promotes 

sustainable travel options including cycling and safe 

walking routes. 

The WMCA will deliver a number of its priorities 

through the Productivity, Land and Mental Health 

Commissions and through the Public Sector reform 

programme, which aims at improving the life chances 

of West Midlands residents and has an initial focus 

on people with complex needs, employment and 

skills, health and well-being and criminal justice. 

The Productivity and Skills Commission will establish 

the true extent of the productivity and skills challenge 

in the West Midlands, make recommendations 

and ensure appropriate implementation plans 

are developed. Ultimately, the WMCA aims to 

broaden young people’s aspirations and secure work 

readiness and upskill the unemployed, low skilled 

and individuals with complex needs. 

The Mental Health Commission will assess the 

scale of poor mental health and wellbeing across 

the region and will make recommendations on how 

public services should be transformed and on how 

resources could be redirected to measures that keep 

people mentally well and enable recovery. Drawing 

on the evidence received the Commission has also 

developed a series of actions on a number of key 

areas, such as employment and housing, criminal 

justice and 

The role of the West Midlands Land Commission is 

to take a fresh look at matters affecting the West 

Midlands’ land supply. It will consider what measures 

could be initiated and undertaken to ensure an 

improved supply of developable land which supports 

the growth ambitions of business, the housing needs 

of residents, and the future diversification of the local 

economy. 

Page 102

CONTENTS 

Foreword 3 

Introducing The Scheme 4 

Equality And The Public Sector Duty 4 

Our Equality And Diversity Vision 5 

Links To Key Strategies, Policies And Schemes 6 

Knowing Our Communities – The Region At A Glance 7 

The West Midland Combined Authority’s Workforce Composition 9 

Understanding The Issues 10 

Initiatives And Achievements So Far 10 

External Diversity And Inclusion Initiatives 10 

Internal Diversity And Inclusion Initiatives 13 

Next Steps – Our Equality Objectives And Priorities 14 

Monitoring And Reviewing The Scheme 16 

Consultation Feedback, Queries And Questions 16 

Appendix 1: Action Plan: 2017-2019 17 

Appendix 2: The Equality Act 2010 In Detail 27 

Types Of Discrimination 28 

Appendix 3: Groups Consulted Since 2013 31 

Page 103

FOREWORD 

I am delighted to present the West Midland Combined 

Authority’s (WMCA) Equality scheme. 

The scheme describes our vision and policy on 

equality, diversity and inclusion from 2017-2019. 

It has been produced following engagement with 

colleagues and interest groups in the West Midlands 

region and it builds on the knowledge that we have 

gathered over the past few years. 

We believe that promoting the principles and 

practices of diversity and equality is essential for us 

as an organisation and we are committed to driving 

improvements by embedding the values of equality 

in everything we do and the way we deliver our 

services. 

This Equality scheme comprises two key objectives 

around service delivery and employment and sets 

out a clear framework for our detailed programme of 

work ensuring that equalities and inclusion are at the 

heart of everything we do. 

The scheme will help improve our services and 

policies and make sure that the different needs 

of people in the region are understood and met. 

Ultimately, our aim is to reduce inequality in the 

things that matter to the region’s communities and 

to make a real difference to people’s lives helping to 

increase equality of opportunity in the region. 

Martin Reeves 

Chief Executive 


Page 104 

3.

INTRODUCING THE SCHEME 

The West Midlands Combined Authority (WMCA) 

is committed to eliminating discrimination and 

promoting equality in both our policies and how we 

deliver our services. In line with our overall vision 

organisational objectives it is essential we provide 

opportunities to achieve equal outcomes through our 

policies, strategies and the services we provide. 

This scheme outlines our equalities vision and 

explains what steps we will take to meet our statutory 

duties to promote equality for all groups in society. It 

describes how we will tackle unlawful discrimination, 

promote equality and encourage good relations 

between people in all aspects of our day-to-day 

business and draws out key commitments and future 

plans for equality and diversity. 

This scheme is a guide to our work to promote equal 

opportunities, oppose discrimination and recognise 

the benefits of a diverse community. It has provided 

us with the opportunity to highlight the successes we 

have had, review our current work to see where we 

are focusing our efforts and to assess the challenges 

ahead. We have engaged with many users, ensuring 

we have a scheme that places equality at the heart of 

the organisation. 

In a climate when local authorities must make 

increasingly complex decisions, we must be clear on 

the implications of our actions and our decisions, 

especially on the most vulnerable in our society 

and ensure that we do not put an unfair and 

disproportionate burden upon them. We also need 

to make sure our policies and actions enhance and 

support fairness, inclusion and equality. 

This document presents our priorities and objectives 

for 2017-19 and is supported by an equalities action 

plan. We are keen to achieve our equality objectives 

in the next few years, monitoring, reviewing and 

updating our performance annually across all 

business areas. The scheme will primarily focus on 

the delivery of transport related objectives, but as 

the Combined Authority grows the scheme will be 

amended to reflect equality related aspirations on 

other areas such as mental health and public sector 

reform. 

EQUALITY AND THE PUBLIC 

SECTOR DUTY 

The Equality Act 2010 is the law that protects against 

discrimination and helps achieve equal opportunities 

in the workplace and in service provision. 

The Act brought together and replaced previous 

equality legislation, such as the Disability 

Discrimination Act 1995 (DDA), the Race Relations 

Act 1976 and the Sex Discrimination Act 1975. It 

simplified and updated the law and strengthened it 

in important ways. Most of the Act came into force 

on 1 October 2010; some provisions were introduced 

later. 

The Act protects people from discrimination on the 

grounds covered by the previous equality laws. These 

grounds are now called ‘protected characteristics’. 

They are: 

• Age 

• Disability 

• Gender reassignment 

• Marriage and civil partnership 

• Pregnancy and maternity 

• Race 

• Religion and belief 

• Sex 

• Sexual orientation. 

The Act also promotes equality of opportunity to 

prevent discrimination arising in the first place. 

Some of the key changes brought about by the 

Equality Act are: 

• Extending the equality duty to require the 

public sector to take into account the needs of 

all protected groups, not just race, disability and 

gender - both in employment practices and in 

service provision; 

• Protecting people from discrimination in the 

recruitment process, making it unlawful for 

employers to ask applicants questions about 

disability or health before making a job offer 

(with very few specified exceptions); 

• Protecting people discriminated against because 

they are perceived to have, or are associated with 

someone who has, a protected characteristic. 

For example, the act will protect people who are 

caring for a disabled child. They will be protected 

by virtue of their association to that person; 

Page 105 

4.

• Extra protection for pregnant women and 

mothers; 

• Changing the definition of gender reassignment, 

by removing the requirement for medical 

supervision; 

• Harmonising the thresholds for the duty to make 

reasonable adjustments for disabled people; 

• People cannot be treated unfavourably because 

of something connected to a disability, the 

standard example being that of spelling mistakes 

because of dyslexia; 

• Disabled people can now claim a particular rule 

or requirement disadvantages people with a 

certain disability; 

• Allowing claims for direct gender pay 

discrimination where there is no actual 

comparator and making pay secrecy clauses 

unenforceable; 

• Harmonising provisions allowing voluntary 

positive action. 

The Public Sector Equality Duty came into force in 

April 2011. It replaced three previous duties on race, 

disability and gender, bringing them into a single 

duty, and extended it to cover age, sexual orientation, 

religion or belief, pregnancy and maternity, and 

gender reassignment. Its aim is to embed equality 

considerations into the day-to-day work of public 

authorities, so they actively tackle discrimination and 

inequality and help make society fairer. 

As a public sector organisation, the WMCA needs to: 

• Eliminate discrimination, harassment, 

victimisation and any related prohibited conduct; 

• Advance equality of opportunity between persons 

who share a ‘relevant protected characteristic’ 

and persons who do not share it; and 

• Foster good relations between persons who 

share a relevant protected characteristic and 

persons who do not share it. 

OUR EQUALITY AND DIVERSITY VISION 

Our Equality and Diversity Vision is integral to 

our overall vision of improving the quality of life of 

everyone who lives and works in the West Midlands 

and is embedded in our values, strategic aims, 

policies and day to day activities. We put equality 

and diversity at the heart of the business. We value 

the diversity of our customers, staff, suppliers, 

partners and all the people we work with and are 

committed to treating everyone fairly and achieving 

equal outcomes for all. We strive to creative a positive 

working environment where everyone is treated 

with dignity and respect and provide services and 

implement strategies that meet the diverse needs of 

people in the West Midlands. We will: 

• Work in a way which promotes equality and 

diversity and which does not discriminate against 

any of our staff or service users. 

• Take into account and value individual and 

group differences and implement policies that 

recognise people’s different needs. 

• Challenge any instance of inequality and will 

proactively address the different needs of 

customers and employees 

• Proactively engage and consult with employees 

and customers to understand the diverse society 

in which we operate, ensure our policies and 

services meet key needs and that there is public 

involvement and influence in decision making, 

planning, policy and service delivery 

• Continue to strive towards a culture that is 

diverse and inclusive that recognises the benefits 

and opportunities of having a diverse community 

of staff. 

• Strive to ensure that everyone can access our 

services, facilities and information 

• Ensure equalities and diversity are priorities 

across all parts of the organisation, including at 

senior level 

Page 106 

5.

Examples of specific equality actions and principles 

include: 

• Identifying specific resources for improving 

equality 

• Improving equality through planning and set 

targets within departments and service areas 

• Having a structured way of involving people in 

the development of ideas 

• Delivering a customer-focused service by 

recognising the needs of different communities 

and individuals and actively engaging with the 

public 

• Developing a diverse workforce at all levels of the 

organisation 

• Developing, reviewing and promoting policies 

and practices that ensure equality of opportunity 

and eliminate discrimination in all areas of 

employment (including recruitment, retention, 

learning and development, promotion, grievance, 

disciplinary and retirement) 

• Creating a working environment where equality 

and diversity are valued and act as a key driver 

for change 

• Promoting good relations, understanding and 

respect between members of staff and raise 

awareness through a range of media, such as 

training, induction, one-to-one meetings. 

• Ensuring suppliers and contractors adhere to 

equality principles 

• Ensuring that our procurement practices are 

transparent, objective and non-discriminatory in 

the selection of our suppliers 

• Conducting an equality impact assessment 

on our priorities, schemes, policies, functions 

and strategies to ensure that they have a 

positive impact on disability, gender, gender 

reassignment, pregnancy and maternity, race, 

age, sexual orientation and religion/belief 

• Embedding equality and diversity priorities 

within business operations using our EIA process 

and training and setting performance targets 

so that we can measure progress against our 

diversity agenda 

• Monitoring progress to inform future planning. 

LINKS TO KEY STRATEGIES, POLICIES 

AND SCHEMES 

STRATEGIC ECONOMIC PLAN 

The West Midland Combined Authority’s (WMCA) 

Strategic Economic Plan sets out the vision, 

objectives, strategy and actions to improve the 

quality of life for everyone who lives and works in 

the West Midlands, especially those facing multiple 

disadvantages. It is based on an understanding of 

what makes the West Midlands different – namely, 

its location, history of manufacturing excellence, its 

cultural diversity and its potential to support a diverse 

population to flourish. The plan sets the context for 

the WMCA’s devolution agreement with government 

and explains how devolved powers and resources will 

be used. 

The plan will ensure the skill levels of local people 

match and exceed the national average that 

employers have the right support so their employees 

have the skills they need, and people of all ages 

have access to the best education and training. The 

WMCA will ensure acceleration of the housing market 

to support economic growth and to provide a better 

range and more sustainable mix of homes. The drive 

to improve productivity across the region is also vital 

to achieving the strategic economic plan’s vision, 

while a public service reform programme includes 

an initial programme of activing supporting people 

with complex needs, reforming criminal justice and 

improving employment, skills and mental health. 

Equality of outcomes is integral within the Strategic 

Economic Plan and three Commissions have been 

formed to support its key vision and priorities. 

Equality considerations will form an integral aspect 

of each priority within the Strategic Economic Plan 

and the equality impact of any policy decisions and 

schemes will be fully assessed. 

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MOVEMENT FOR GROWTH 

“Movement for Growth”, Transport for the West 

Midland’s (TFWM) Strategic Transport Plan is the long 

term, overall transport strategy document for the 

West Midlands. Providing transport investment to 

reduce transport poverty and social isolation, health 

inequalities and encourage positive mental health is 

an important objective in the strategy. The need for 

accessibility is integral to our future transport system 

through such measures as accessible information 

provision, infrastructure design, comprehensive 

local network coverage, disability awareness and 

supporting services such as Ring and Ride and 

Community Transport. Working with partners to 

ensure that individual transport needs are understood 

and met is a key element of the transport strategy. 

The provision of transport investment, such as 

new and improved public transport routes serving 

deprived communities and initiatives such as travel 

training and shared mobility will also support equality 

and improved accessibility. 

Promoting the importance of social well-being is also a 

key objective in Movement for Growth. The document 

supports improvement in the quality of life for people 

not involved in the world of work. Better access to 

work, services, healthcare, education, entertainment, 

and other life enhancing opportunities is needed for 

all, particularly those from socially excluded groups. 

HS2 CONNECTIVITY PROGRAMME 

The HS2 Connectivity Programme includes a range 

of transport measures which will ensure the benefits 

from HS2 are spread as far as possible across the 

region, enabling existing businesses to expand and 

providing opportunities for new businesses. The 

Connectivity programme ensures the region benefits 

from investment in the two new station hubs, and 

their associated development zones, provides access 

to jobs and training for all residents and opens 

up new areas for major regeneration, housing and 

business growth across the Midlands. Importantly, 

it will enable businesses and people across the 

Midlands access to what will become one of the best 

connected locations in the country boosting business 

and employment opportunities for other parts of the 

region. 

To achieve accessibility, an Early Assessment Sifting 

Tool (EAST) will measure the accessibility impact of 

the preferred package of schemes and will be analysed 

against a range of key indicators. This will include 

identifying future issues relating to accessibility of 

the two HS2 stations by public transport, including 

26 key corridors in total. 

KNOWING OUR COMMUNITIES – 

THE REGION AT A GLANCE 

The West Midlands Metropolitan Area comprises 

Birmingham, Coventry, Dudley, Sandwell, Solihull, 

Walsall and Wolverhampton. 

Key equality highlights (as per the 2011 Census) are 

presented below. 

ESTIMATED POPULATION 

The population was 2,736,460 million in 2011. 

Population density is the highest in Birmingham, 

with 40.7 people per hectare and lowest in Solihull 

with 11.7 people per hectare. 

The population has grown faster than previously 

anticipated. Births have been increasing compared 

with 2001. There are increasing concentrations 

of younger people within the West Midlands 

Metropolitan area with potential implications for 

housing and employment. 

The population is projected to increase by 16.1% by 

2037. 

International net in-migration has continued at a high 

rate but with variations in the origins of migrants. 

The growing population is likely to become 

increasingly diverse. The changing population may 

result in the need for more infrastructure and pressure 

on the environment. 

RACE AND ETHNIC BACKGROUND 

The West Midlands Metropolitan area has the largest 

non-White regional population outside of London. 

Asian or Asian British is the ethnic group that 

makes up the biggest non-white proportion of the 

population. 

66% of the population has a white ethnic background, 

which compares to an average of 80.5% in England 

and Wales. Birmingham is the most ethnically 

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diverse district (47% being minority ethnic groups), 

followed by Wolverhampton, Sandwell and Coventry. 

The two biggest ethnic minority groups are Pakistani 

(at 7.3%) and Indian (at 6.8%). 

According to the University of Birmingham IRIS 

department, Birmingham is now classified as a ‘Super 

diverse’ city composing 187 different nationalities/ 

ethnicities. 

There are distinct concentrations of minority ethnic 

communities within the metropolitan area. 

FAITH OR BELIEF 

People in the West Midlands Metropolitan area have 

a greater level of religious affiliation than in England 

overall. 53.8% of the population declared that they 

are Christian. This compares to 59.3% in England and 

Wales. 20.3% of the population declared that they 

have no religion, whilst 12.2% declared that they are 

Muslim. 

SEX 

The split between the sexes (50.8% female and 49.2% 

male) is similar to England and Wales. 

AGE 

The West Midlands Metropolitan area has one of 

the highest proportions of population aged under 

16 and a lower proportion of people aged over 65 

compared with other regions. The mean age is 37.4 

which compares to 39.4 in England and Wales. The 

only districts that slant older are Solihull and Dudley. 

Walsall has got a higher proportions of younger aged 

groups but it also has a higher proportion of people 

above retirement age. 

Birmingham specifically is described as the youngest 

city in Europe, with under 25s accounting for nearly 

40% of the population. 

The younger population, with the proportion of 

people aged 0 to 19, is projected to drop slightly from 

26.7% in 2012 to 25.8% in 2037. 

The West Midlands Metropolitan area also generally 

has a lower percentage of people aged 65+ with the 

exception of Solihull and Walsall that have higher 

proportions of people above retirement age than 

nationally. 

SEXUAL ORIENTATION 

1.3% of the West Midlands population identified 

themselves as gay, lesbian or bisexual in 2015 

. However, key organisations such as Stonewall 

estimate the figure to be higher at 5-7%. 

DISABILITY 

The West Midlands Metropolitan area has a larger 

percentage of people in households with a limiting 

long-term illness (6% of households compared to 

4.7% in England and Wales). It also has a slightly 

larger proportion of disabled people than England 

and Wales (19% versus 18% in England and Wales). 

The Equality Act defines disability as any physical 

or mental impairment that has a substantial and 

long term effect on people’s ability to carry out day 

to day activities. This includes people with mobility 

difficulties, sight loss, hearing loss, people with mental 

health impairments, dyslexia and other neurodiverse 

conditions, speech impairments and people with 

learning disabilities. Progressive conditions such as 

HIV, cancer, dementia and multiple sclerosis are also 

included. 

SOCIAL INEQUALITY 

The West Midlands Metropolitan area has smaller 

percentages of managers, professionals, small 

employers and self-employed workers. Conversely, 

it has higher percentages in the never worked and 

student categories, though there are differences by 

district. For example, in Solihull there are 13% in the 

higher managerial and professional category and 

23% in the lower managerial and professional. In 

Sandwell, the percentages are much lower (5 and 14). 

Overall, the West Midlands Metropolitan area has a 

higher proportion of working age residents claiming 

out of work benefits compared to England and a 

higher percentage of working age residents who 

are economically inactive. It also has the highest 

proportion of the working age population having no 

qualifications among all the English regions. 

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8.

32% of households are in multiple deprivation. 

Household multiple deprivation is most severe in the 

Black Country and Birmingham. 

Birmingham, Sandwell, and Wolverhampton are the 

three most deprived authorities in the metropolitan 

area as per the 2015 Index of Deprivation. Specifically, 

they ranked 7th, 13th and 17th of the 326 authorities 

in England and Wales. Walsall (33rd most deprived) 

and Coventry (54th most deprived) also have high 

levels of deprivation. 

SUMMARY OF KEY TRENDS/ISSUES 

• The area has seen significant population growth 

over the past decade and it is projected that 

recent trends will continue. 

• Births in the West Midlands Metropolitan area 

have been increasing rapidly and there are 

increasing concentrations of younger people with 

implications for employment and housing. 

• As people continue to live longer there will also 

be an increase in the percentage of people over 

the age of 65 and people with disabilities with 

potential implications for a number of areas, 

such as transport and health and social services. 

• The working age population will make up a 

smaller percentage of the population 

• Continued population growth will result in greater 

need for housing 

• The growing population will likely become 

increasingly diverse. 

• Social inequality remains an issue with increased 

levels of multiple deprivation 

• Segregation between different cultural groups is 

also continuing with distinct concentrations of 

minority ethnic communities within the area. 

It is against this background that the scheme has been 

developed. With such diverse communities and the 

number of challenges present, focusing on achieving 

equality outcomes is of utmost importance. 

THE WEST MIDLAND COMBINED 

AUTHORITY’S WORKFORCE 

COMPOSITION 

A summary of key statistical information (September 

2016) is included below. 

GENDER: 

As of January 2017, 44.5% of the WMCA’s workforce 

are women. The representation of women at higher 

salary level positions is slightly lower with 41.7% of 

staff paid between £32,000 and £43,000 p.a. being 

women and 39% of staff paid over £43,000 p.a. 

being women. 

ETHNICITY: 

28.6% of the WMCA’s workforce are from minority 

ethnic backgrounds. The representation of minority 

ethnic staff at senior positions is slightly lower overall, 

with 29.2% of staff paid between £32,000 and 

£43,000 p.a. being from minority ethnic backgrounds 

and 20.8% of staff paid over £43,000 p.a. being from 

minority ethnic backgrounds. 

DISABILITY: 

9.1% of the WMCA’s workforce have declared that they 

have a disability. The representation of people with 

a disability at senior positions is slightly lower, with 

7.8% of staff paid between £32,000 and £43,000 

p.a. and 7.8% of staff paid over £43,000 p.a. having 

declared a disability. 

AGE: 

An age breakdown is shown below. 

Age % 

16-25 6.4 

26-30 9.1 

31-35 14.7 

36-40 20.3 

41-50 28.6 

51-65 20.6 

65+ 0.3 

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UNDERSTANDING THE ISSUES 

We have defined our objectives following continuous 

engagement and consultation with customers, staff 

and other stakeholders, as well as research insights 

and data. 

RESEARCH AND INSIGHT 

Transport Focus’s Bus, Tram and Rail Passenger 

Surveys measure passengers’ satisfaction with their 

local services. Passengers rate their satisfaction with 

a wide range of aspects of their journey. Information 

is broken down by a number of factors such as 

gender, age and disability which can help identify 

specific issues for different protected characteristics. 

Transport for the West Midlands (TfWM) annual 

customer satisfaction surveys and ongoing mystery 

shopper programme help measure perceptions of 

public transport while a customer audit program 

enables measurement of the quality of the services 

provided to customers, for example in call centres 

and in Travel Centres. 

Before and After surveys are always conducted for 

major capital schemes and projects, while product 

testing takes place with customers to ensure new 

products/services meet their needs and are fit for 

purpose. 

Our Annual Workforce (Employment and 

Recruitment) Report contains data on diversity 

of our workforce and is used to monitor progress 

and draw out the issues we need to take action on. 

We also continually engage with our employees 

both informally and more formally through annual 

employee engagement surveys. 

INITIATIVES AND 

ACHIEVEMENTS SO FAR 

External Diversity and Inclusion Initiatives 

SAFETY AND SECURITY 

We recognise that feeling safe on and around the 

transport network is very important for everyone 

and that perceptions of safety will significantly affect 

people’s travel experience and their travel choices. 

The Public transport network across the West 

Midlands continues to be one of the safest in the U.K. 

and we are committed to making it even safer. 

The Safer Travel Partnership, a collaboration of 

Transport for the West Midlands (TfWM), West 

Midlands Police, British Transport Police and Transport 

Operators is the first safer travel partnership of its 

kind and works on the bus, rail and Metro network 

focusing on crime reduction and community safety. 

Moreover, a dedicated Anti-Social Behaviour Team 

complements the safer travel police team by tackling 

incidents on the network such as smoking, rowdy 

behaviour and intimidation of staff and passengers. 

Reductions in crime have been seen in virtually all of 

the key crime types and across all public transport 

modes. Furthermore, with a focus on tackling antisocial 

behaviour, surveys from the independent 

watchdog “Transport Focus” show that passenger 

perception of safety on buses across the region has 

improved by 10% over the last three years. 

There is a high level of CCTV coverage across the 

whole public transport network. Over 1,000 cameras 

monitor bus, rail and Metro stations and bus stops 

across the West Midlands, with further cameras on 

board buses, trams and trains. The state of the art 

Safer Travel Command Centre provides monitoring 

of the digitally recorded images, on HD monitors, 24 

hours a day. As of December 2015 a new service has 

been deployed where CCTV operatives can access 

cameras on services in real time. This enables the 

team to use mobile devices or tablets to monitor 

directly any instances that occur on the network and 

can respond accordingly 

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The West Midlands continues to boast the only tram 

network in the UK to achieve ‘Secure Tram Stop award’ 

at every stop with all park and ride sites meeting the 

Park Mark Standard. Working with London Midland, 

all but eight of the 60 plus rail stations have now met 

and achieved Secure Stations status. 

Additionally we have recently received independent 

“Safer Bus station” awards for Coventry Pool 

Meadow and Cradley Heath stations. These are 

the first accreditations of their kind in the country 

and demonstrates our commitment to working in 

partnership to reduce crime and create safe nonthreatening 

environments. 

We also continue to work towards limited Police 

accredited powers for selected security staff working 

within bus and train stations. Such accreditation will 

ultimately enable us to be more proficient in tackling 

low level anti-social behaviour. 

We recognise that women, minority ethnic groups, 

disabled people and younger people are more likely 

to express concerns over public transport safety. A 

newsletter identifying key Safer Travel Partnership 

initiatives has been circulated to key equality groups 

in the region to raise awareness and alleviate concerns 

over public transport safety. 

KEY INITIATIVES 

“See Something, Say Something” is a campaign 

designed and run by Safer Travel. It encourages 

members of the public to report any nuisance or 

anti-social behaviour during their bus journey. The 

reports are recorded and dealt with by the Safer 

Travel Anti-Social Behaviour team. The campaign is 

very successful with over 100 reports every month 

which feed directly into ongoing police work and have 

led to many successful operations. A youth version 

of the campaign has also been launched in schools. 

Project Empower was set up to tackle sexual 

harassment on public transport which victims would 

previously have felt was not worth reporting to police. 

Evidence suggested sexual offences on the network 

were vastly underreported, so Project Empower was 

created to raise awareness of this and to encourage 

people to report these offences. Since Project 

Empower was launched, reporting has increased and 

a number of perpetrators convicted in court. 

The Restorative Justice Scheme is aimed at young 

people aged 10-17 who live in the West Midlands who 

have been involved in low level crime on or around 

public transport. They take part in victim awareness 

sessions and also carry out reparation sessions 

cleaning buses for operators or working at bus 

stations. Victim, passenger and staff feedback has 

been extremely positive as has the response from 

the young people themselves. Reoffending rates are 

significantly lower and importantly none have gone 

on to reoffend on public transport. 

IMPROVING ACCESS TO SERVICES 

Transport accessibility has improved greatly in recent 

years but accessing the network is still a barrier for 

many older and disabled people. Improving transport 

accessibility is a key priority for the Combined 

Authority, not only in terms of infrastructure 

improvements, but also in terms of accessible 

information provision and improved customer 

service across the network. 

We continue to work in partnership with bus 

operators to improve the quality of all aspects of bus 

travel and to make travel easier for disabled people. 

Features such as low floor buses, accessible well-lit 

passenger shelters, easy access kerbing, improved 

passenger information and audio and visual Real 

Time Information are helping to make bus travel 

more attractive for everybody with drivers trained in 

customer care and disability awareness. Over 200 

buses operating in the region now have on-board 

next stop announcements to assist blind and partially 

sighted passengers, with 100 more planned to be 

delivered during 2016 through the ground-breaking 

Bus Alliance agreement. 

We have also continued to expand the numbers 

of bus stops/shelters with Real Time information 

enabled and have funded trials of on bus audiovisual 

technology which especially benefit people 

with visual impairments. 

Accessibility improvements have also been 

implemented in rail stations across the West 

Midlands Metropolitan Area and continue to form a 

key element of our Rail Strategy in partnership with 

London Midland. 

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We provide grant funding for the provision of the 

Ring and Ride service, a fully accessible door to door 

transport service operating in the West Midlands 

for people who find it difficult or impossible to use 

conventional public transport with approximately 

850,000 trips carried out every year. 

Our ‘Project Designer Guidance’ document forms 

part of the Gateway and Equality Impact process for 

major projects such as bus station refurbishments. 

Contractors are required to fill in the document 

demonstrating how they will meet best practice 

access standards. Moreover, any new project is 

equality impact assessed to ensure key equality and 

accessibility considerations are taken into account. 

We have continued to produce and distribute a range 

of accessibility resources for people with disabilities. 

Our newest product, the Communication Pocket 

Guide, was developed in partnership with Sandwell 

Deaf Community Association and is a laminated 

resource which includes key messages to assist 

people with different disabilities when using public 

transport. Messages can be written and wiped 

clean to aid communication with the driver or other 

passengers. 

Travel information is provided in a range of ways 

to ensure that it is accessible to a wider range of 

people. The Network West Midlands website includes 

a journey planner to help plan any rail, bus or Metro 

journey. The Journey Planner tool identifies whether 

stations are step-free and can be used to plan a 

step-free, accessible trip. The website also includes 

interactive travel maps with all public transport 

options in a specific area. A number of mobile 

applications also help with journey planning and can 

provide real time travel information. The “Getting 

Around” guide is a useful guide providing information 

on accessible travel in the West Midlands. 

All customer facing employees have received 

comprehensive customer care, equality and disability 

training which is refreshed on a regular basis. 

Engagement, Consultation and Information Sharing 

Engaging with a wide range of stakeholders, including 

hard to reach groups and individuals is a key element 

of our engagement strategy. 

A mapping exercise was completed to produce an 

up-to-date equality profile for the West Midlands 

population based on the 2011 Census data. 

Understanding the equality profile of the West 

Midlands has helped better target individuals with 

protected characteristics. 

Our equality contacts database was also updated. 

The list was significantly expanded which allows us 

to offer information on changes to a wider range of 

groups across all protected characteristics. 

Your Public Transport Matters events which take 

place on a regular basis enable the travelling public to 

talk directly with WMCA employees, local councillors 

and operators while Exhibition Buses provide an 

opportunity for us to take key information and 

updates into communities and consult on proposed 

changes and developments. 

Passenger Champions are members of the public 

who complete bus audits on behalf of the WMCA 

and regularly offer feedback and discuss results. A 

WMCA Youth Forum is involved in different activities 

across the network and makes sure that young 

peoples’ voices are heard, while regular engagement 

and consultation takes places with key community 

groups across all protected characteristics to identify 

key issues, barriers and opportunities going forward. 

We also engage with organisations that represent or 

work with a wide range of equality and community 

groups. We have visited over 25 community groups 

since 2014 across all protected characteristics to 

provide information on our services and receive 

feedback on improvement needs. 

Structured consultation with equality and disability 

groups has taken place for all key new projects, 

schemes and strategies as part of the Equality Impact 

Assessment process and has informed decision 

making. 

Key network and other changes are communicated to 

equality contacts in a range of ways including via email 

and through the Talking Newspapers. Documents 

are also available in alternative formats, such as Easy 

Read, Braille, CD audio and other languages. 

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PROCUREMENT 

Procurement processes have been revised to ensure 

that best practice equality procurement standards 

are met. 

Our procurement process involves the following: 

• Asking contractors a range of equality questions 

at the pre-qualification stage about their policies 

and practices, the answers of which are taken into 

account in the selection process and monitoring 

contractors’ workforce profile by age, gender, 

disability and ethnicity. 

• Including equality criteria when contract 

compliance indicators are drafted. 

• Ensuring that the contractor is aware that they are 

responsible for meeting the Equality Act duties 

in their employment and delivery of services. 

• Communicating to contractors equality related 

information on a regular basis. 

SUSTAINABILITY INITIATIVES 

Sustainability initiatives are wide ranging but there is a 

strong focus on improving outcomes for unemployed 

people and people on low incomes as well as younger 

age groups. 

The award winning WorkWise service helps 

unemployed people return to work by providing free 

journey planning, travel to interviews and travel to 

a new job, enabling them to find, start and stay in 

work. Up to April 2016, Work Wise had supported 

over 35,000 unemployed people to travel to a new 

job, with 8,600 people supported in 2015/16 alone. 

In 2015, the WorkWise team piloted a Travel Training 

curriculum resource to support trainers working 

with the unemployed to improve ICT, literacy and 

numeracy skills via the use of online journey planning, 

timetables and ticketing lesson plans. Feedback on 

this resource has been very positive, and it is currently 

being rolled out to other providers. 

The Youth Employment Initiative (YEI) is a new 

project to help support the travel needs of 15-29 year 

old people NEETs (not in Education, Employment 

or Training). A ticketing offer is currently being 

developed so that we can support these young people 

to access interviews, training opportunities and once 

in employment support their initial journeys to work. 

In addition we are offering an advice and guidance 

service to provide practical journey planning advice, 

support and confidence in using sustainable travel. 

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A key element of our Young Person’s Delivery Plan 

is the award winning letzgogreen.org website. This 

fun and informative website is designed to teach 

Key Stage 1 and Key Stage 2 primary school children 

how to travel sustainably and safely. We also offer 

Letzgogreen workshops to primary schools across the 

West Midlands to support the transition to secondary 

schools and encourage children to travel sustainably 

to their new school. In addition to Letzgogreen, 

we offer free resources, help and support for travel 

training sessions and a free Travel Training manual for 

Special Educational Need (SEN) establishments. 

Through the SNSC programme, in 2015/16 we worked 

in partnership with local authorities to support 60 

secondary schools, colleges and universities. This 

included supporting the establishments with free 

site audits, staff and student travel surveys, writing 

and updating their Travel Plan, Smart Event boxes 

and offering free walking and cycling activities 

(including the very popular Big Bike Challenge) to 

encourage more active travel to their sites. The team 

also delivered face to face engagement with young 

people at Fresher’s Fairs, open days, journey planning 

sessions, and curriculum based workshops such as 

Careers Crossroads workshops, directly engaging 

with over 13,400 students during 2015/16. 

INTERNAL DIVERSITY AND 

INCLUSION INITIATIVES 

In support of our commitment to equality and 

diversity, the following initiatives are in place: 

• Employees are kept abreast of equalities 

throughout the year. Since 2012 we have 

run annual equality campaigns and regular 

campaigns on specific topics, such as Mental 

Health, Neurodiversity and Disability Awareness. 

Moreover, all employees receive online equalities 

training as part of the induction process. 

• In partnership with Princes Trust, Virgin Trains, 

London Midland and National Express we 

have run a Get into Transport Programme 

since 2012. The five-week programme provides 

valuable experience in public transport for young 

people primarily from lower socio-economic 

backgrounds. They spend three weeks gaining 

work experience in various customer service 

departments in the WMCA, Virgin Trains and 

National Express and the programme culminates 

in a number of two-year apprenticeships being 

awarded. 

13.

• We have a strong Corporate Social Responsibility 

(CSR) ethos that has been communicated to all 

employees through campaigns and a number 

of regular volunteering and charitable activities 

aiming at giving something back and improving 

the economic, environmental and social wellbeing 

of the West Midlands. A number of employees 

have signed up as CSR champions and will help 

shape up the CSR agenda going forward. 

• We continue to maintain sickness levels 

below the public sector average and on par 

with the private sector average and deliver a 

range of benefits and initiatives such as onsite 

acupressure, regular yoga sessions, fresh fruit on 

‘Munchy Mondays’, flu jabs, regular health and 

wellbeing campaigns, nutrition and building 

personal resilience courses and access to our 

Occupational Health and Employee Assistance 

Programmes. 

• We are an advocate of flexible working 

arrangements as demonstrated by the Flexible 

Working Hours Scheme which seeks, as far 

as is practicable, to balance the needs of the 

individual with the needs of the organisation 

and wellbeing of the wider team. In response to 

feedback from managers and employees across 

the organisation further guidance has been 

provided to supplement our Flexible Working 

Hours Scheme to ensure a fair, transparent and 

consistent approach is adopted. In addition, 

guidance has been included on occasional 

working from home, which is another way of 

supporting flexible working within the workplace. 

• Posts are advertised in a variety of ways and 

a variety of media, including with specialist 

agencies (such as Remploy specialising in 

disability employment) and our commitment 

to diversity is advertised in national diversity 

catalogues, such as the National Careers 

Directory. As a result of our approach we 

have a broadly representative workforce and 

significantly improved representation of people 

with disabilities. 9.6% of our workforce have 

declared that they have a disability which 

compares to less than 3% in 2012. 

• We have been shortlisted for diversity awards, 

including twice for the European Diversity 

Awards, the Women1st Awards and the National 

Diversity Awards. We were highly commended 

in the 2014 European Diversity Awards and won 

Diverse Company of the Year in the Excellence 

in Diversity awards in 2015. We also ranked 8th 

in the 2016 Top 50 Inclusive Employers List. In 

2017 we won the Inclusion and Diversity award in 

the HR Distinction Awards. 

NEXT STEPS – OUR EQUALITY 

OBJECTIVES AND PRIORITIES 

Objective 1: Provide accessible, affordable and 

inclusive services to our wide range of customers 

and deliver schemes and programmes that will help 

promote inclusion and improve well-being outcomes 

for hard to reach groups. 

In the next three years we will take action resulting in: 

• Equality considerations further becoming an 

integral element of our decision making process 

• Improved accessibility of our services for all and 

fair and equitable treatment of customers 

• Sustainable access to education, training and 

employment for unemployed, apprentices and 

young people through active travel 

• Inclusive access to learning including learner 

support for those with additional needs 

• The development and delivery of employment 

and skills initiatives that meet the needs of 

diverse communities and are accessible to all 

• The development and delivery of mental health 

initiatives that will help support good mental 

health and well-being across the region 

• A better understanding of the needs and 

requirements of people with multiple complex 

needs and the delivery of a number of initiatives 

to reduce inequalities and improve life chances 

for people with multiple complex needs 

• Delivery of programmes to reduce offending 

and re-offending of young people and women 

offenders 

• Improved public transport availability and 

accessibility for all, including disabled users 

• A transport system that promotes and improves 

the health of West Midlands’ residents and where 

active travel is more attractive and accessible to 

all 

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14.

• Reduction in total recorded crime and improved 

passenger perception with personal safety on the 

transport network. 

• Decision making being shaped by involvement 

of all relevant stakeholders, including equality 

groups 

• Increased collaboration with our partners to 

deliver the equality agenda 

By 2020 we will have: 

• Maintained and developed high quality accessible 

infrastructure to meet the needs of disabled 

passengers and older age groups 

• Improved our accessible information provision 

for customers 

• Produced an increased number of accessibility 

aids to improve people’s travel experience 

• Driven up bus passengers’ customer satisfaction 

(including disabled customers) by working in 

partnership with operators in a range of initiatives 

(as outlined in the action plan) 

• Increased the numbers of buses on the network 

with audio visual technology enabled 

• Improved accessibility of our assets and reduced 

the numbers of accessibility related customer 

complaints 

• Ensured that 100% of our customer facing staff 

have received comprehensive, face-to-face 

equalities and disability related training 

• Improved the equality monitoring of 

concessionary pass users and used that 

information to target underrepresented groups 

• Improved the accessibility of our websites to the 

recommended European standards 

• Continued to ensure that young people, 

educators and unemployed people have had 

access to education, training and employment 

opportunities through the provision of 

sustainable travel packages 

• Widened participation in learning, particularly 

from groups that are under-represented in adult 

learning 

• Improved health outcomes and reduced health 

inequalities for people with mental health needs 

in regards to employment, housing, criminal 

justice and healthcare and raised awareness 

of mental health and well-being amongst 

employers and communities 

• Improved outcomes for people with multiple 

complex needs 

• Reduced repeat offending by those with particular 

vulnerabilities – specifically young people and 

women offenders and reduced number of first 

entrants to the criminal justice system. 

• Reduced total recorded crime and improved 

passenger perception with personal safety on the 

network by a further 10% 

• Expanded our list of community contacts 

• Considered ways to improve communication of 

changes (i.e. bus service changes) to hard to reach 

groups and, as a result, reduced the numbers of 

communication related customer complaints 

• Implemented more affordable ticketing solutions 

for young people 

• Continued to increase the amount of cycling 

infrastructure and implemented a range of 

cycling and walking initiatives 

Objective 2: Develop and maintain a fair, inclusive 

and diverse workforce, which provides individuals 

with the opportunity to reach their full potential within 

an environment where they are safe, supported and 

respected. 

In the next three years we will take action to: 

• Improve workforce data, increase transparency 

and address barriers to employment for equality 

groups underrepresented in the workforce 

• Ensure staff at all levels are aware of their 

responsibilities under the Equality Act’s general 

and specific duties. 

• Review and update HR policies to strengthen 

equalities and inclusion content where necessary 

• Ensure the Combined Authority attracts a wide 

pool of candidates reflecting regional diversity 

• Ensure all staff feel equally supported and 

respected within their role and staff well-being is 

enhanced. 

By 2020 we will have: 

• Extended our workforce and recruitment data 

monitoring to include all protected characteristics 

• Increased transparency by making a range of 

data available in the public domain, in line with 

the “Think, Act” report recommendations 

• Ensured that 100% of our staff have received 

equalities awareness training and considered 

ways to expand knowledge of unconscious bias 

among all employees 

Page 116 

15.

• Attained the “Leaders in Diversity “ accreditation 

• Offered apprenticeships, work experience and 

training opportunities to an increased number 

of young people from lower socio-economic 

backgrounds and to people with learning 

disabilities 

• Formulated an Equality Employee Group and 

engaged employees in a number of equality 

initiatives and campaigns 

• Developed and delivered an equality and 

inclusion engagement and communication 

strategy to encourage all employees to improve 

their equalities understanding 

• Worked to reduce the stigma associated with 

mental health by promoting mental and 

physical well-being and by training people to 

become Mental Health First Aiders 

• Further raised awareness among people 

managers of key equality and inclusion 

considerations 

• Explored ways to increase accountability for 

progressing equality amongst senior managers 

• A detailed action plan is included as Appendix 1 

identifying actions under each category. 

CONSULTATION FEEDBACK, QUERIES 

AND QUESTIONS 

For consultation feedback, questions or queries 

and if you feel that the WMCA has not acted in 

accordance with its Equality Act duties, please 

contact the Equalities and Diversity Manager at: 

WMCA 

16 Summer Lane 

Birmingham 

B19 3SD 

01212147401 

Email: equalities.team@wmca.org.uk 

If you would like a copy of this document in a form 

more suited to your needs, please contact Customer 

Relations on 0121 214 7214 or email customer. 

relations@wmca.org.uk 

MONITORING AND REVIEWING 

THE SCHEME 

Progress on the Equality Scheme Action Plan will 

be reviewed monthly as part of the Annual Plan 

monitoring process and will be reported to the 

Corporate Services and Transport for the West 

Midlands boards who will monitor the delivery of the 

plan. It will also be reviewed annually with a progress 

report submitted to the Combined Authority Board. 

The Single Equality Scheme will be fully reviewed 

and amended on a three-yearly basis, with the next 

version of the scheme due in January 2020. 

Even though a full review will take place in 2019 

we consider this scheme to be a living document, 

constantly open for scrutiny, comment, consultation 

and enhancement. Equalities is a constantly 

changing field. Comments, suggestions and advice 

are welcomed throughout our equalities work and 

so the scheme may be amended prior to the date 

specified. 

This scheme is publicly available on the Combined 

Authority website and to staff on our internal 

intranet site. 

Page 117 

16.

APPENDIX 1: ACTION PLAN: 2017-2019 

Objective 1: Provide accessible, affordable and inclusive services to our wide range of customers and deliver 

schemes and programmes that will help promote inclusion and improve well-being outcomes for hard to reach 

groups 

AIM ACTIONS REQUIRED TIMESCALES RESPONSIBLE 

OFFICER 

Equality 

considerations 

are an integral 

element of the 

decision making 

process 

Ensure Equality Impact Assessments are conducted 

for new/revised schemes, projects, strategies and 

policies and all objectives as part of the business 

planning process. 

Ongoing 

Equality Manager 

Improve public 

transport 

accessibility 

for older and 

disabled people 

Continue to provide alternative services for people 

unable to use conventional public transport (i.e. 

Ring and Ride and Community Transport Services) 

Monitor the effectiveness of the Ring and Ride 

service provision and develop new initiatives 

to deliver increased customer satisfaction and 

operational efficiency 

Ongoing 

Y1-3 

Network 

Co-ordination 

Specialist 

Network 

Co-ordination 

Specialist 

Ensure production and publicity of accessibility 

related material that improve the travel experience 

of disabled people. Continue to produce new 

accessibility aids as per demand/need and 

following consultation with disabled users. 

Ongoing 


Explore the feasibility of a voluntary card scheme 

for people who need priority seating 

Continue to work with operators to overcome 

barriers to public transport for disabled users and 

improve customer satisfaction levels 

Ensure equality considerations form part of the Bus 

Alliance and any service change activities, i.e. bus 

network reviews 

Continue to explore opportunities for accessibility 

improvements in rail stations in the West Midlands 

Metropolitan Area 

Work in partnership with bus operators to increase 

the numbers of buses on the network with audio 

visual technology enabled 

Develop and distribute disability awareness related 

resources to all bus operators, to be communicated 

to all frontline staff 

Y1-Y2 

Y1-3 

Y1-3 

Ongoing 

Ongoing 

Y2-Y3 


Equality Manager/ 

Head of Network 

Delivery 

Equality Manager/ 


Delivery 

Rail Partnerships 

Manager 


Delivery 


Page 118 

17.

Improve the 

accessibility of 

our services and 

infrastructure and 

affordability of 

public transport 

to enable more 

people to use 

public transport 

Continue to provide comprehensive equality 

and disability awareness training for all customer 

facing staff and offer regular awareness sessions 

on a number of equality related issues. Liaise with 

disability groups to ensure the training is fit for 

purpose 

Ensure that WMCA owned buildings/assets 

are accessible, and that any refurbishments/ 

redevelopments meet best practice accessibility 

standards 

Ongoing 

Y1-3 



Continue to provide Language Line for those whose 

first language is not English 

Ongoing 


Continue to provide documents in alternative 

formats for people with disabilities and whose first 

language is not English 

Ongoing 


Monitor the equality profile of concessionary pass 

holders by key protected characteristics to identify 

any trends/gaps and publish key stats on an annual 

basis 

Ongoing 


Work with partners to introduce a wider range of 

ticketing options, products and discounts for young 

people and apprentices to make public transport 

journeys more affordable 

Y1-Y3 


Delivery 

Better integrate National Express (NX) and TfWM 

staff in bus stations to ensure seamless customer 

service 

Y1 

Head of Customer 

Services 

Improve 

sustainable 

access to 

education, 

training and 

employment 

Inclusive access 

to learning 

funded through 

WMCA including 

learner support 

for those with 

additional needs 

Identify key transport issues affecting young 

people, older people and disabled people and 

develop policies to ensure the needs of these 

groups are met 

Develop and deliver support packages for Young 

People and Educators to improve sustainable 

access to education and skills opportunities 

Develop and deliver support packages for 

apprentices, young people and unemployed people 

to improve sustainable access to training and 

employment opportunities 

Develop a commissioning framework for the 

devolved Adult Education Budget that promotes 

inclusive access to learning including through the 

location of learning activity and support provided 

for learners. 

Y1-3 

Y1-3 

Y1-3 

Head of Policy and 

Strategy 

Head of 

Sustainable 

Travel 

Head of 

Sustainable 

Travel 

Y1-3 Employment 

& Skills 

Programme 

Lead 

Page 119 

18.

The development 

and delivery of 

employment and 

skills initiatives 

that meet the 

needs of diverse 

communities 

Develop and deliver an employment support pilot 

for the hardest to help, targeted at meeting the 

needs of specific local communities. 

Monitor the delivery of the Work & Health 

Programme (through DWP contracts) to ensure that 

it meets the needs of local communities. 

Y1-3 

Y1-3 

Employment & 

Skills Programme 

Lead 

Employment & 

Skills Programme 

Lead 

Develop and 

deliver mental 

health initiatives 

that will help 

support good 

mental health 

and well-being 

across the region 

Launch a three-year programme to help 3,000 

people with mental health needs gain and stay in 

employment 

Launch a ‘West Midlands Workplace Wellbeing 

Commitment” to be voluntarily adopted by public 

and private sector employees with a target of 200 

organisations signed up by end of year 2 

Y1-3 

Y1-3 

WMCA & DWH 

project 

PHE/WMCA 

Trial an innovate ‘Wellbeing Premium”, a tax 

incentive for employers demonstrating their 

commitment to staff wellbeing 

Y1 

WMCA and LA 

Housing leads and 

providers 

Support those with complex needs or who are 

homeless to move into good quality housing and 

where possible into work 

Y1 

PHE Offender 

health/CRC NOMS 

and Prison 

Develop a pilot programme that more effectively 

supports people with mental ill health as they 

prepare to leave prison and settle back into the 

community 

Y1 

NHS Offender 

Health/CIS and 

OPCC 

Implement a programme to make more regular use 

of the Mental Health Treatment Requirement in the 

Magistrates and Crown Courts 

Y1 

PHE/WMCA 

Launch a ‘Zero Suicide Ambition’ approach across 

the region and involve a number of regional 

stakeholders 

Y1-3 

NHS England 

(NHSE) /CCGs 

PaulTurner GP / 

Linda Ouzouza 

Charles / NHSE / 

Geraldine 

Strathdee 

Establish a group of experts to recommend a 

primary mental health care model for the region 

that ensures people’s mental health needs are 

more effectively supported 

Y2 

NHS Engalnd/NHS 

Improvement 

Implement measures to help ensure the region 

meets national access and waiting time standards 

for early intervention in psychosis services. 

Y1 

Max Birchwood and 

Implementation 

team 

Page 120 

19.

Help to trial ‘Integrated Personal Commissioning’ in 

the region for those with mental ill health 

Y1 

MH providers 

Establish a group to develop better specialist 

‘perinatal’ mental health services across the region 

for women during pregnancy and after they give 

birth to their babies 

Y1 

Merit Vanguard/ 

WMCA 

WMCA/PHE 

Understand why detentions under the Mental 

Health Act are rising in the region and identify 

specific inequalities 

Y1 

WMCA/PHE 

Launch a programme of community initiatives to 

raise awareness of mental health and wellbeing 

Launch Y1 

and Ongoing 

Launch a large public health programme to train 

people across the region in Mental Health First Aid 

Launch in Y1 

and Ongoing 

Deliver initiatives 

to improve life 

chances for 

people with 

multiple complex 

needs 

Develop an understanding of the current position of 

the Multiple Complex Needs cohort in the region in 

order to develop a robust business case and early 

support arrangements for people 

Develop the “blueprint” assessment of current 

service arrangements and outline proposals for 

changing the system to provide better, more costeffective 

support to these groups. 

Y1 

Y1 

Multiple Complex 

Needs Lead 


Needs Lead 

Social Emotional mental Health pathfinder to 

provide intensive support to very vulnerable 

secondary age children in five pilot sites. 

Y1 


Needs Lead 

Develop further pilots, for example mentoring 

young people with multiple complex needs. 

Y1 


Needs Lead 

Developing proposals for digital enablers to support 

key workers and users with multiple complex needs. 

Y1 


Needs Lead 

Deliver 

programmes to 

reduce offending 

and re-offending 

of young people 

and women 

offenders and 

reduce the 

numbers of first 

time entrants 

to the criminal 

justice system 

Develop “shadow” arrangements to assess the 

potential for preventative interventions to free 

up resources currently used by high cost reactive 

services in the criminal justice system. 

Develop work with women offenders, including the 

‘New Chance’ pilot evaluation. 

Review youth offending services across the region 

to identify potential improvements in costeffectiveness 

and impact. 

Y1 

Y1 

Y1 

Criminal Justice 

Lead 


Lead 


Lead 

Page 121 

20.

Ensure more 

customers have 

access to the 

information they 

need to enhance 

their travel 

experience 

Work with partners to facilitate the development of 

mobile applications which will improve the travel 

experience of disabled customers 

Ensure key accessibility considerations are 

embedded within future apps and within the new 

TfWM app strategy 

Y1-Y2 

Y1-Y3 

Head of Smart 

Travel 

Head of Smart 

Travel 

Ensure the CA marketing and communication 

strategies and services are inclusive of all sections 

of society 

Ongoing 

Head of 

Communications 

Continue to provide RNIB Reach enabled Real Time 

Information Displays across the network and in all 

major interchanges 

Ongoing 

Head of Smart 

Travel 

Identify and understand the current take up of 

mobile and online technology and of the RNIB key 

fobs by different sections of the population and 

use the information gained to inform our future 

strategies and activities 

Y1 


Equality impact assess future smart technology 

initiatives to ensure they do not disadvantage any 

of the key protected characteristics 

Ongoing 

Head of Smart 

Travel 

Develop a digital inclusion programme to 

ensure customers who are digitally capable can 

independently access digital services provided by 

the Combined Authority 

Y1-Y3 

Digital Experience 

Manager 

Ensure, wherever possible, customers are informed 

about service or bus stop changes in advance and 

in ways that do not exclude people with disabilities. 

Ongoing 


Delivery 

Increase level of staff announcements in bus 

stations regarding bus service changes and major 

delays 

Ongoing 


Services 

Roll out displaying fares information at bus stops, 

including promoting local hop fares and providing 

enhanced information at interchanges 

Y1 

Digital Marketing 

and Information 

Manager 

Page 122 

21.

Reduce total 

recorded crime 

and improve 

passenger 

perception with 

personal safety 

on the transport 

network by a 

further 10% by 

the end of 2019. 

Expand the “See Something Say Something” 

initiative through the use of smartphone 

applications built as part of Network West Midlands 

(NXWM) suite of journey apps 

Build on the success of Project Empower and 

focus on detection of offences and promotion of 

reporting and awareness raising with women’s 

groups to help maintain reductions 

Increase focus and coordination of safer travel 

education through appointment of dedicated key 

worker to engage with schools and relevant groups 

including Youth Crime Commissioners and TfWM 

youth forum to gather views of Young People on 

new projects 

Y2 

Ongoing 

Ongoing 

Safety and Security 

Manager 


Manager 


Manager 

With assistance from Office of the Police Crime 

Commissioner funding, reach landmark 100 

restorative justice referrals across the West 

Midlands for young people committing acts of 

Anti-social behaviour and crime on the public 

transport network. 

Y1-Y3 & 

explore 

funding 

options 


Manager 

Work with partners to improve the network’s 

environmental features including waiting facilities, 

vehicle conditions and other assets to further 

enhance passengers perceptions of personal safety 

Ongoing 


Manager 

Proactively identify repeat victims of crime and 

vulnerable users ensuring communications and 

support are tailored to their needs and where 

required, they are assisted back into public 

transport use. Increase focus on vulnerable 

communities identifying and engaging those most 

at risk of harm 

Ongoing 


Manager 

Put in place a dedicated Communications resource 

and key worker to coordinate regular and targeted 

communications about key achievements, increase 

understanding of passengers needs and concerns 

and keep them informed about policing on public 

transport 

Ongoing 


Manager 

Proactively manage offenders on the network to 

behave lawfully including support, prevention and 

where necessary enforcement of those engaged in 

repeat criminal activity often driven by alcohol or 

drugs 

Ongoing 


Manager 

Page 123 

22.

Engage with 

more of the 

region’s diverse 

communities 

to inform the 

development and 

delivery of our 

strategies and 

programmes 

Continue engagement with a range of community 

groups across all protected characteristics to 

further understand some of the barriers they face in 

accessing public transport and services 

Liaise with relevant internal and external 

stakeholders to address issues and ensure 

community engagement feedback feeds into the 

Equality Impact Assessment process 

Ongoing 

Ongoing 



Consult with equality/community group contacts 

on emerging policies/strategies/reviews/schemes 

making sure they are involved in all aspects of 

service development and use feedback to shape 

policies/strategies. 

Ongoing 


Consider the development of a TfWM Transport 

Access forum to help embed accessibility 

considerations into the decision making process 

Y2-Y3 


Page 124 

22. 23.

Objective 2: Develop and maintain a fair, inclusive and diverse workforce, which provides individuals with the 

opportunity to reach their full potential within an environment where they are safe, supported and respected. 

AIM ACTIONS REQUIRED TIMESCALES RESPONSIBLE 

OFFICER 

To improve 

workforce 

data, increase 

transparency 

and address 

barriers to 

employment for 

equality groups 

underrepresented 

in the workforce 

Monitor workforce profile for each protected 

characteristic annually, to identify potential areas 

to improve representation. Report bi-annually 

and via the annual equalities review document 

Continue to collect, analyse and monitor 

recruitment data on protected characteristics 

to identify any gaps. 

Introduce an online recruitment system and 

update application and monitoring forms to 

allow recruitment monitoring across all protected 

characteristics (including religion/belief and 

sexual orientation) 

Ongoing 

Ongoing 

Y1 




Expand the levels of equality monitoring to 

include areas previously not included and 

publish on the WMCA site on an annual basis 

Y1 


Produce an annual equal pay audit and make 

the audit available in the public domain. 

Ongoing 


Impact assess new and revised HR and L&D 

processes/policies/initiatives to ensure they 

are fair and equitable 

Ongoing 


Page 125 

24.

Staff at all levels 

are aware of their 

responsibilities 

under the 

Equality Act 

general and 

specific duties 

and are engaged 

in delivering the 

equality agenda. 

Ensure all new starters complete the online 

equalities training at Induction Level 

Run quarterly equality campaigns on a range 

of equality related issues covering areas such 

as disability, ethnicity, age and gender, i.e. 

International Women’s Day. 

Continue to deliver face to face equality and 

disability awareness training to all customer facing 

staff 

Ongoing 

Ongoing 

Ongoing 




Deliver ‘Unconscious Bias’ training to senior 

managers and consider ways to expand knowledge 

of unconscious bias among all employees 

Y1-2 


Equality awareness materials distributed/made 

available to existing and new staff members on a 

regular basis 

Ongoing 


Continue to look for ways to promote the equality 

agenda through internal communication tools 

Ongoing 


Form an equality working group to lead on the 

equality agenda and promote equalities internally 

Y1 


Attain Leaders in Diversity Accreditation 

Y1-Y2 


Develop recruitment related equality guidance for 

recruiting managers 

Y2 


Consider how equality considerations could 

be embedded into different programmes, i.e. 

Leadership programmes and explore ways to 

increase accountability for progressing equality and 

inclusion at all levels of the organisation 

Y2-Y3 


We attract a 

wide pool of 

candidates 

reflecting 

regional 

diversity 

Review and analyse existing recruitment activities, 

processes and routes ensuring opportunities are 

made available to a wide range of candidates. 

Publicise employment opportunities to equality 

groups in the region, i.e. via specialist agencies such 

as Remploy 

Y1-3 

Ongoing 

HR Business 

Manager 

HR Business 

Manager 

Deliver annual “Getting to Transport” programmes 

in partnership with Princes Trust and a range of 

operators offering training and apprenticeship 

opportunities to young people, typically from lower 

socio-economic backgrounds. 

Y1-3 

Learning and 

Development 

Manager 

Page 126 

25.

All staff 

feel equally 

supported 

and respected 

within their 

role and staff 

well-being is 

enhanced 

Continue to collate, analyse and monitor data by 

each protected characteristic on key processes, 

i.e. training, grievances, leavers and turnover, 

promotion and disciplinary cases. Analyse survey 

and other data and take action if significant 

inconsistencies are identified 

Identify processes and practices not considered 

to be applied consistently across the organisation 

that impact fairness and develop a mechanism 

to ensure consistency across management 

applications. 

Ongoing 

Y1-Y2 


HR Business 

Manager/Equality 

Manager 

Deliver regular mental health and well-being 

programme/activities for staff across the 

organisation and consider establishing a mentalhealth 

first aiders programme 

Y1-3 


Consider the introduction of a Performance Related 

Pay Reward Scheme and ensure it is equitable and 

fair. 

Y1-Y2 

Head of People and 

Change 

Undertake a benchmarking exercise to identify 

maternity/paternity policies and other entitlements 

offered by comparable employers in order to 

identify any potential for reform proposals 

Y1-Y2 


Review working patterns of roles where flexible 

working does not apply. Determine whether these 

can be improved to be more inclusive 

Y2-Y3 


Services 

Introduce an Employer Supported Volunteering 

(ESV) scheme to encourage staff and teams to 

engage in volunteering activities 

Y1 


Deliver equality 

through 

procurement 

by making sure 

that practices 

are fair and 

contractors 

abide by 

key equality 

principles 

Continue to include equality considerations in 

key procurement documents and communicate 

through our procurement process our commitment 

to working with partners who promote equality. 

Equality remains a mandatory assessment criterion 

as part of the PQQ process 

Promote the benefits of diversity to our suppliers 

though communications 

Ongoing 

Ongoing 

Procurement Lead 

Officer 


Officer 

Equalities 

Manager/ 


Officer 

Consider ways to further embed equalities within 

the procurement process 

Equalities 

Manager/ 


Officer 

Page 127 

26.

APPENDIX 2: THE EQUALITY 

ACT 2010 IN DETAIL 

Prior to the introduction of the Equality Act, antidiscrimination 

laws were spread across a number 

of different statutory and regulatory provisions. 

The Equality Act replaces those provisions with one 

single act which simplifies the law, and removes 

many inconsistencies between the application of 

the different forms of protection and makes the law 

easier to understand and benefit from. 

The provisions which the Equality Act replaces 

include: 

• Equal Pay Act 1970 

• Sex Discrimination Act 1975 

• Race Relations Act 1976 

• Sex Discrimination Act 1986 

• Parts of Employment Act 1989 

• Disability Discrimination Act 1995 

• Employment Equality (Religion or Belief) 

Regulations 2003 

• Employment Equality (Sexual Orientation) 

Regulations 2003 

• Parts of Civil Partnership Act 2004 

• Most of Employment Equality (Age) Regulations 

2006 

• Equality Act (Sexual Orientation) Regulations 

2007 

The main part of the Equality Act begins by setting 

out what it describes as protected characteristics. 

These are: 

AGE: A person discriminates on the basis of age if he 

or she treats another person less favourably because 

they are of a particular age or belong to a particular 

age group. Whilst age discrimination currently only 

applies in the employment or vocational training 

sector, the intention of the legislation is that it will 

also offer protection in relation to the provision of 

goods and services. 

DISABILITY: A person is deemed to be disabled 

for the purposes of the Equality Act if they have a 

physical or mental impairment, and the impairment 

has a substantial and long-term adverse effect on 

their ability to carry out normal day-to-day activities. 

The Equality Act provides some additional protections 

not previously available. These include: 

• making a provision that it will be discrimination 

if a person with a disability is treated less 

favourably because of something which arises 

from the disability – e.g. spelling errors caused 

by dyslexia – provided that the employer knew, 

or could reasonably be expected to have known, 

about the disability; 

• making indirect discrimination relevant to 

disability discrimination; 

• removing the need to consider the list of 

capacities when deciding if a person has a 

disability; and 

• making it unlawful, except in certain 

circumstances, to enquire about a candidates 

health before offering them work. 

GENDER REASSIGNMENT: A person has the 

protected characteristic of gender reassignment if 

the person is proposing to undergo, is undergoing or 

has undergone a process (or part of a process) for the 

purpose of reassigning the person’s sex by changing 

physiological or other attributes of sex. This is a new 

definition and no longer requires that a person be 

under medical supervision to be protected. 

Page 128 

27.

MARRIAGE AND CIVIL PARTNERSHIP: Protection is 

provided to employees who are married or in a civil 

partnership. It does not provide protection to those 

who are not married or in a civil partnership. 

PREGNANCY AND MATERNITY: Pregnancy meaning 

the condition of being pregnant. Maternity meaning 

the period after giving birth. It is linked to maternity 

leave in the employment context. In the non-work 

context, protection against maternity discrimination 

is for 26 weeks after giving birth, including as a result 

of breastfeeding. 

A person discriminates against a woman in non-work 

cases if: 

• He/she treats her unfavourably because of her 

pregnancy or, in the period of 26 weeks beginning 

with the day on which she gives birth he/she 

treats her unfavourably because she has given 

birth. 

RACE: Refers to a group of people defined by their 

colour, nationality (including citizenship), ethnic or 

national origins. 

RELIGION OR BELIEF: Religion means any religion, 

including reference to a lack of religion. Belief includes 

religious and philosophical beliefs including lack of 

belief (e.g. Atheism). 

SEX: It applies both to men and women. 

SEXUAL ORIENTATION: This is whether a person’s 

sexual attraction is towards their own sex, the 

opposite sex or to both sexes 

TYPES OF DISCRIMINATION 

DIRECT DISCRIMINATION 

This occurs where person A treats person B less 

favourably than they would treat others because B 

has, is thought to have, or associates with someone 

who has, a protected characteristic. 

PERCEPTIVE DISCRIMINATION 

This is defined as direct discrimination by A 

against B because A believes B to have a protected 

characteristic, whether or not B actually possesses 

that characteristic. 

INDIRECT DISCRIMINATION 

This occurs where person A has a condition, policy, 

provision, criterion or practice which is applied to 

everyone but puts at a particular disadvantage 

people who have a protected characteristic and 

person A cannot show it to be a proportionate means 

of achieving a legitimate aim. For the purposes of 

indirect discrimination, a legitimate aim is a lawful 

decision made by A which benefits a business or 

organisation and which is a proportionate means of 

achieving that benefit. 

HARASSMENT 

Harassment is defined as occurring where person A 

engages in unwanted conduct which is related to a 

relevant protected characteristic and that conduct has 

the purpose or effect of violating B’s dignity, or creating 

an intimidating, hostile, degrading, humiliating or 

offensive environment for B. Harassment can be 

discriminatory even when it is not directed at the 

complainant and where the complainant does not 

have the protected characteristic. 

THIRD PARTY HARASSMENT 

There are circumstances where harassment can be of 

an employee by a third party. The Equality Act renders 

employers potentially liable if their employees are 

harassed by people other than employees of the 

company, for example customers or suppliers. It 

should be noted, however, that liability will only 

arise when harassment has occurred on at least two 

previous occasions and the employer was aware that 

it had taken place but failed to take reasonable steps 

to prevent it from happening again. 

ASSOCIATIVE DISCRIMINATION 

This is defined as direct discrimination by A against 

B because B associates with a person who has a 

protected characteristic. 

Page 129 

28.

VICTIMISATION 

Person A victimises person B if A subjects B to a 

detriment because B does, has done or may do 

a protected act. For the purposes of this section, a 

protected act is defined as: 

• bringing proceedings under the Equality Act; 

• giving evidence or information in connection 

with proceedings under the Equality Act; 

• doing any other thing for the purposes of or in 

connection with the Equality Act; or 

• Making an allegation (whether or not express) 

that A or another person has contravened the 

Equality Act. 

REASONABLE ADJUSTMENTS 

The Equality Act also deals with adjustments which 

must be made for those with a disability. 

The duty to make adjustments is divided into three 

parts: 

• First, where a provision, criterion or practice 

of A (where A is the person upon whom the 

duty is imposed – e.g. an employer or service 

provider) puts a disabled person at a substantial 

disadvantage in relation to a relevant matter in 

comparison with persons who are not disabled, 

then A must take such steps as it is reasonable to 

have to take (the reasonable adjustment) in order 

to avoid the disadvantage, 

• Secondly, where a physical feature puts a disabled 

person at a substantial disadvantage in relation 

to a relevant matter in comparison with persons 

who are not disabled, A must take such steps as 

it is reasonable to have to take (the reasonable 

adjustment) in order to avoid the disadvantage, 

and 

• Thirdly, where a disabled person would, but 

for the provision of an auxiliary aid, be put 

at a substantial disadvantage in relation to a 

relevant matter in comparison with persons 

who are not disabled, A must take such steps as 

it is reasonable to have to take (the reasonable 

adjustment) in order to provide the auxiliary aid. 

POSITIVE ACTION 

The Equality Act allows employers and others to take 

positive action if they believe that employees or job 

applicants who share certain protected characteristics 

are experiencing a disadvantage which is linked to 

that characteristic or are not participating sufficiently 

in a particular activity. The proposed positive action, 

which is an entirely voluntary affair, must be a 

proportionate means of achieving a specific aim and 

may be to: 

• enable or encourage persons who share the 

protected characteristic to overcome or minimise 

that disadvantage, 

• meeting needs, or 

• enable or encourage persons who share the 

protected characteristic to participate in a 

particular activity. 

Positive action can only be used where: 

• the person who is the subject of the positive 

action is as qualified as others being recruited or 

promoted. In other words promoting a less able 

applicant merely because of his or her race would 

not be acceptable; 

• the employer does not have a policy of treating 

people with a particular protected characteristic 

more favourably than others are treated; and 

• taking the action in question is proportionate. 

Page 130 

29.

PRE-EMPLOYMENT 

HEALTH-RELATED CHECKS 

A prospective employer must not ask about the 

health of an applicant before offering them work or 

before including them in a pool of people to whom 

work will be offered when it becomes available, 

unless it is in order: 

• to establish whether reasonable adjustments are 

needed for the applicant in order to enable them 

to participate in the selection process, 

• to establish whether the applicant will be able to 

carry out a function that is intrinsic to the work 

concerned, 

• to monitor diversity in the range of persons 

applying to the prospective employer for work, 

• to take positive action to assist a person with a 

disability, or 

• in relation to work where it is a requirement to 

have a particular disability, to establish whether 

the applicant has that disability. 

Once a person has passed through the application 

stage and been offered a job, whether conditional or 

unconditional, it then becomes permissible to carry 

out health-related checks. 

EQUAL PAY 

Under the old legislation, in order to show that 

there was a pay inequality it was necessary to find 

a comparator – someone of the opposite sex doing 

a comparable job that was being paid more. Now 

it may be possible for a person to show that, even 

though there is no real comparator, they would have 

been paid more if they had been of a different sex, 

even though there is no one of a different sex doing 

that work, or comparable work, for the employer. The 

Equality Act also deals with pay secrecy and makes 

it unlawful for an employer to prevent or restrict 

employees from discussing their pay for the purposes 

of establishing whether differences exist. 

Page 131 

30.

APPENDIX 3: GROUPS 

CONSULTED SINCE 2013 

Access Development Group Coventry 

Access in Dudley 

African Caribbean Community Initiative 

Action for the Blind 

African Befriending Service 

African Caribbean Resource Centre 

Age Concern Dudley 

Age Well Oldbury 

Age Well Smethwick 

Age Well Tipton 

Age Well Wednesbury 

Age Well West Bromwich 

Asian Blind Association 

Asian Care Information Centre 

Asian Sikh Welfare Association 

BACOP 

Beacon Centre for the Blind 

Birmingham Focus Macular Degeneration Group 

Birmingham Focus on Blindness 

Birmingham People First 

Black and Asian Disability Group 

Brett Young Day Centre 

British Stammering Association 

Council of Disabled People Coventry and Warwickshire 

Coventry Older People’s Forum 

Dudley Council for Voluntary Services 

Fircones Friends in Retirement Grapevine 

Halesowen Asian Elderly Association 

Macular Disease Association 

Mencap Wolverhampton 

Midweek 50 

Pedmore Senior Citizen’s Club 

Queen Alexandra College 

Sahara Project 

Saheli Women’s Group 

Sandwell Deaf Community Association 

Sandwell Visually Impaired 

Sensory Loss Team Solihull 

Solihull Action through Advocacy 

Somali Disability Group 

TOADS 

Walsall Black Sisters 

Walsall Over 50s Forum 

Walsall Rotary Club 

Wheelchair Users Group 

Wolverhampton Neighbourhood Partnership 

Wolverhampton Older Peoples Forum 

Wolverhampton Over 50s Forum 

Wolverhampton Women’s Support Centre 

Yemeni Community Group 

Page 132 

31.







Report title 




Executive 

Accountable 

Employee 

Responding to the Industrial Strategy Green 

Paper 

Councillor John Clancy – Economic Growth 

Martin Reeves, West Midlands Combined Authority 

Chief Executive 

Email: martin.reeves@coventry.gov.uk 

Tel: 024 7683 1383 

Katie Trout, GBSLEP Director 

Email: Katie.Trout@birmingham.gov.uk 

Tel: 0121 303 9867 


considered by 



1. Note that the development of the West Midlands Combined Authority and 3 LEP response 

to the Government’s consultation on the Green Paper Building Our Industrial Strategy is 

underway. 

2. Delegate to the Chair, in consultation with the three LEP Chairs and the WMCA Chief 

Executive, sign off of the final consultation response. This will ensure it is submitted by the 

17 April 2017 deadline, subject to Board members being briefed on the draft response prior 

to submission. 

Page 133

1.0 Purpose 



1.1 To inform members that the work to develop the West Midlands Combined Authority and 3 

LEP response to the Government consultation on the Industrial Strategy Green Paper is 

underway. 

1.2 To seek delegation to the Chair, in consultation with the three LEP Chairs and the WMCA 

Chief Executive, sign off of the final consultation response. 


2.1 On 23 January 2017, the Government launched a consultation to its Green Paper Building 

our Industrial Strategy. The Green Paper outlines its vision and proposals for building a 

modern industrial strategy to deliver a high-skilled, competitive economy as part of the Plan 

for Britain. Responses to the consultation are due by 17 April 2017. 

2.2 It was suggested by the SEP Board that, along with individual LEP responses, there would 

be a combined 3 LEP and Combined Authority response. This would include a short 

overarching response focused on key messages alongside a more detailed response 

addressing each of the ten pillars (plus consideration of additional responses on housing 

and public service reform). 

2.3 The development of the consultation response is underway with officers from the WMCA, 

LEPs and Local Authorities. Board members will be briefed of the draft response prior to its 

submission. 


3.1 It is proposed that the consultation response will consist of a two-page overarching 

summary, with two-pages for each of the ten pillars, comprising of a circa 20-25 page 

document in total. 

3.2 Delegation is sought to the Chair, in consultation with the three LEP Chairs and the WMCA 

Chief Executive, to sign off of the final consultation response to ensure it is submitted by the 

17 April 2017 deadline. This delegation is sought subject to Board members being briefed 

on the draft response prior to submission. 


4.1 There are no financial implications arising from this report. 


5.1 There are no legal implications arising from this report 


6.1 Government Consultation: Building Our Industrial Strategy Green Paper: 

https://www.gov.uk/government/consultations/building-our-industrial-strategy 

Page 134





WMCA Board 

Report title 




Executive 

Accountable 

Employee 

Report has been 

considered by 

2026 Delivery Plan for Transport 

Councillor Roger Lawrence – Transport 

Keith Ireland - Managing Director, City or 

Wolverhampton 


Tel: 01902 554500 

Laura Shoaf - Managing Director, Transport for West 

Midlands 

Email: laura.shoaf@tfwm.org.uk 

Tel: 0121 214 7444 

STOG & Programme Board 


The Board is recommended to: 

1. Agree the appended Draft 2026 Delivery Plan for Transport as the basis for publication for 

public consultation on-line. 

2. Delegate authority to Keith Ireland, accountable Chief Executive and Laura Shoaf, 

Managing Director, Transport for West Midlands, to finalise the Consultation Draft, subject 

to any further direction provided by the Board, and to commence the on-line consultation. 

Page 135



1. Purpose 

1.1 This report sets out the work done to develop a 2026 Delivery Plan for Transport and 

proposals to undertake public consultation on this prior to formal adoption. 

2. Background 

2.1. The Movement for Growth strategic transport plan (adopted by WMCA in mid June 2016) is 

the statutory transport plan for the constituent member authorities area of the West Midlands 

Combined Authority and provides a 20 year plus view of transport policy and strategy. The 

Movement for Growth strategy identifies that a 10 year delivery plan will be produced in order 

to direct the delivery of transport during the life of the strategic plan. The delivery plan will 

not be a statutory document. 

2.2. The delivery plan is intended to bring together all the actions of the relevant agencies 

impacting the transport system. As well as providing opportunity to generate efficiencies and 

support joint working, the plan will ultimately assist in managing critical issues such as 

understanding and minimising the pressures on network resilience during major infrastructure 

works. 

2.3. In February the WCMA Board approved the TfWM 2017/18 Transport Plan, which covers the 

activity that will be undertaken by TfWM in the first year of the wider multi-agency 2026 

Delivery Plan. 

3. Impact on Movement for Growth 

3.1. The 2026 Delivery Plan for Transport is the delivery strategy for the strategic transport plan. 

All measures identified in it make a contribution towards improving one or more tiers of the 

system as set out in the Movement for Growth strategy, and as such it contributes to the 

delivery of all policies in the strategy. 

4. Wider WMCA Implications 

4.1. The delivery plan focuses on the constituent area where WMCA is the formal transport 

authority, but includes activity in the wider area that has a direct bearing on the constituent 

area; and considers activity in the constituent area which has an impact on the wider area. 

5. The 2026 Delivery Plan for Transport 

5.1. The development of the draft plan has been undertaken with the full engagement of the 

constituent Local Authority Officers. 

5.2. The approach has focused primarily on collating a single view of all delivery aspirations, 

plans and intentions that are considered to have a strategic impact, either in terms of 

transport outcomes, or construction disruption. The delivery plan is intended to be a joint 

document owned by all partner organisations. 

5.3. The initial delivery plan has focused on 2026 in order to maximise synergies with the HS2 

Connectivity Package (which is one of the more significant established infrastructure 

programmes in the plan). 

Page 136



5.4. In the future the delivery plan would be updated annually and ultimately form a rolling 10 year 

delivery plan for transport. The plan will capture all relevant delivery activity in the WMCA 

constituent area arising from new transport schemes, maintenance schemes and other major 

developments which will impact the transport system (physically or in terms of demand). 

This has included activity in areas having an immediate and direct transport impact on the 

constituent area, including Midlands Connect National and Regional tier of activity (which is 

primarily Strategic Road Network and rail investment). 

5.5. It is also intended to include statutory works (utilities) in the scope of the plan. This has not 

been progressed for this first version of the plan, but will captured in future iterations once it 

has been possible to liaise with the utility companies regarding the transport systems and 

land use changes we anticipate will impact their systems. 

5.6. Ultimately the Delivery Plan is intended to: 

 

 

 

 

Provide Members, residents and stakeholders with a clear picture of what will be 

delivered for transport in their area and across the WMCA Constituent area. 

Provide an information source which will be valuable to practitioners and delivery 

bodies in planning and coordinating activity, including the management of network 

resilience 

Help provide delivery progress monitoring across all transport activity which influences 

the delivery of WMCA economic, social, environmental and transport policies 

Provide an information source which can help inform the development and prioritisation 

of transport policy and strategy. 

5.7. The first formal version of the plan will provide a valuable baseline against which change can 

be understood, managed and agreed. 

5.8. Appendix 1 to this report contains the draft main document for the 2026 Transport Delivery 

Plan, which following consultation and any amendments will be fully type-set and published. 

5.9. The delivery plan identifies 16 delivery corridors which are closely associated with known 

growth areas (albeit not all of these growth areas are expected to come forward within the 

initial 2026 timeframe). In addition to the summary document more detailed plans for each of 

the corridors have been produced, enabling activity to be understood and aligned across all 

modes for each transport corridor. These are provided as a separate Annexes via on-line 

access (our public website for CA Board) 

6. Consultation 

6.1. It is proposed to undertake an on-line only consultation on the delivery plan, which will be 

publicised via websites, media, social media and through stakeholder mailings. 

6.2. The consultation will run for 6 weeks from late April with an on-line survey questionnaire. 

This will enable feedback to be transparently recorded, analysed and reported. 

6.3. Following consultation the draft delivery plan will be reviewed and updated as appropriate 

prior to re-consideration by WMCA prior to formal adoption. 

6.4. It is proposed that the STOG Group, under delegated authority to Keith Ireland and Laura 

Shoaf from the WMCA Board, oversee the finalisation of the consultation draft and details of 

the consultation process. Page 137



7. Monitoring Progress and Updating the Plan 

7.1. In order to maintain the delivery plan a paperwork light mechanism for monitoring delivery 

and change across multiple funding streams (not just the WMCA Investment Programme) is 

being developed. This will aim to place the minimum burden on scheme promoters. 

7.2. A solution is being sought that will utilise existing systems wherever feasible, but be capable 

gathering information from a number of the key scheme promoters relevant to the Delivery 

Plan which are outside the WMCA, including Highways England, HS2 Ltd, Network Rail and 

developers. 

7.3. Pending a more automated solution, an interim Transport Delivery Dashboard format has 

been developed based on a more detailed version used in the Black Country. The latest 

information (pending updates for recent Local Growth Fund announcements) is provided in 

four area based Dashboards for the following areas (copies are provided in Annex 2 

viewable on our public website for CA Board) 

Birmingham 

Black Country 

Coventry 

Solihull 

7.4. The strategic level dashboards will be updated for the final version of the plan; be updated 

and used on a quarterly basis to provide a strategic management tool and updated for each 

annual review of the delivery plan. 

7.5. During the first year of the plan is intended to move towards a live system which has 

alternative views and access dependant on the viewer’s need and which will be linked to an 

interactive on-line spatial plan. This is being developed collaboratively with the WMCA 

Programme Management Office, Black Country Consortium and other Local Authorities. The 

intent is to minimise abortive or duplicated Officer effort for all organisations, and over time to 

achieve a more sophisticated presentation of information. 

7.6. The majority of the scheme costs set out in the delivery plan are based on high-level 

estimates which will be refined as work is progressed on each of the schemes. The financial, 

funding and scheme information has been provided by the Local Authorities and/or scheme 

promoters, and is strategic in nature and subject to change. Due to the limited periodic 

update of the scheme information in the plan and dashboard, the detailed timings and costs 

of any individual scheme should always be checked with the scheme promoter before relying 

on it. As more sophisticated reporting is developed and the information in the plan moves to 

being drawn more automatically from that published by each scheme promoter this constraint 

will be at least partially addressed. 

8. Next Steps 

8.1. Following the consultation the documentation will be updated and bought back to WMCA 

Board for final consideration. This will include updates to the latest financial and funding 

information. 

Page 138



8.2. In parallel to the development of more sophisticated and automated tracking of progress and 

updating of the plan a series more detailed annexes documents will be produced, for 

example around rail delivery, metro delivery, park and ride and other topic specific issues. 

9. Financial implications 

9.1. Whilst the 10 year delivery plan seeks to assemble a holistic view of scheme costs and 

available funding over the delivery plan period, the sources / security of funding and 

schemes costs have not been independently verified by WMCA. 

9.2. As each scheme progresses through the project lifecycle, greater cost and funding certainty 

will be achieved and ultimately reflected in further iterations of the plan. Where a scheme is 

fully or partially funded through the WMCA Investment Programme the formal WMCA 

Assurance and investment decision processes will inform the information in the plan. 

9.3. In light of the above, the financial information in the plan should only be used as a strategic 

overview of the headline financial position rather than detailed financial plan / budget for 

subsequent financial years. 

10. Legal implications 

10.1. There are no direct legal implications arising from this report. 

11. Equalities implications 

11.1. There are no equality implications directly arising from this report, although the final Delivery 

Plan will benefit from an equalities assessment. 

12. Other implications 

12.1. There are no other implications directly arising from this report. 

13. Schedule of background papers 

No Papers 

14. Appendices 

Appendix 1 – 2026 Transport Delivery Plan: Main Document 

ANNEX 1 – Corridor summaries 

ANNEX 2 – Dash Boards 

Viewable on our public website for CA Board 

Page 139


2026 Delivery Plan for Transport 

CONSULTATION DRAFT 

DRAFT 

(V2_29/03/17) 

Page 141 

1

Contents 

1. Introducing the Challenge ....................................................................................................................... 3 

2. Our 2026 Delivery Plan ........................................................................................................................... 4 

3. Towards an Agreed 10 Year Programme ................................................................................................. 5 

4. On Track – A Rail Based Renaissance ...................................................................................................... 6 

5. Driving Growth – the Strategic Road & Key Route Networks ................................................................... 9 

6. HS2 Connectivity and Growth ............................................................................................................... 11 

7. A Gateway to the Air ............................................................................................................................ 12 

8. The Bus Alliance and Beyond ................................................................................................................ 12 

9. Metro, SPRINT and Very-Light Rail – the rapid transit elements of our Metropolitan Rail and Rapid 

Transit Network ........................................................................................................................................... 14 

9.1. Metro ................................................................................................................................................ 14 

9.8. Very Light Rail .................................................................................................................................... 15 

9.13. SPRINT ........................................................................................................................................... 16 

10. Network Resilience ............................................................................................................................... 17 

11. A Foundation of Technology and Evidence............................................................................................ 18 

11.1. Connected and Autonomous Vehicles: ........................................................................................... 18 

11.6. Data Driven – Evidence Led: ........................................................................................................... 20 

12. SMART Payment Systems ..................................................................................................................... 21 

“Mobility as a Service” ................................................................................................................................. 21 

13. Mobility and Social Inclusion ................................................................................................................ 22 

14. Mobility for Health and for a Clean Environment .................................................................................. 23 

15. Improving Air Quality............................................................................................................................ 25 

16. Co-ordinated Delivery in Corridors........................................................................................................ 26 

17. Monitoring and Evaluation ................................................................................................................... 27 

18. Programme Overview ........................................................................................................................... 29 

Transport Delivery Corridors (with major land use sites) ................................................................................ 30 

Birmingham and Solihull Infrastructure Planning Development Pressure Assumptions .................................. 30 

Coventry Infrastructure Planning Development Pressure Assumptions .......................................................... 30 

The Black Country Infrastructure Planning Development Pressure Assumptions ............................................ 30 

Page 142 

2

1. Introducing the Challenge 

1.1. The West Midlands Combined Authority 

(WMCA) has set out an ambitious plan for 

growth in its Strategic Economic Plan and has 

established a 20 year vision for the transport 

system needed to support this. The Movement 

for Growth strategic transport plan (MfG) 

articulates this vision and provides a high level 

policy framework and overall long term 

approach for improving the transport system 

serving the West Midlands. 

1.2. This document, our first joint Delivery Plan and 

supporting Annexes, provides a clear view of 

what transport initiatives and schemes the 

WMCA will deliver by 2026 in line with 

Movement for Growth. The measures are 

designed to unlock economic growth 

opportunities and support wider initiatives to 

improve the social well-being and lives of 

residents. The plan will be updated annually to 

form a rolling 10 years delivery plan. 

1.3. The scale of the challenge is significant. In the 

next 20 years across the WMCA constituent 

authority area population growth will increase 

by 444,000. The CA‘s Strategic Economic Plan 

aims to create 500,000 new jobs in the wider CA 

area by 2030. 1.2m additional journeys every 

day will need to be accommodated in the West 

Midlands by 2035 (in addition to the 8m daily 

journeys already accommodated by our 

transport system). 

travel behaviours. Furthermore, the area’s 

burgeoning manufacturing and automotive 

research and development economy is in the 

global van-guard of new technology 

development, creating both an unparalleled 

opportunity and a disruptive force which can, 

and must be, harnessed to positive effect. 

1.5. The area is in receipt of many new powers and 

freedoms as part of a radical devolution agenda. 

This is underpinned by moves to redress decades 

of under investment in the national tier of 

infrastructure which directly serves and runs 

through the West Midlands - £24bn of HS2 Phase 

1 construction; £1.8bn of Highways England 

investment in its current five year investment 

plan (Road Investment Strategy 1); and £550m in 

Network Rail’s 5 year investment plan in our 

‘classic’ railway network. (Control Period 5). 

1.6. Delivering this national scale investment 

alongside the local transport investment 

required to support growth (that is currently 

strong and will be further stimulated by the new 

infrastructure) will require a level of inter-agency 

cooperation that has rarely been seen before. 

New ways of collaborative working (covering our 

staff, contracting and planning of works) will be 

central to our thinking. At the forefront of this 

will be partnerships with our Universities and 

industry, and the use of new technologies to 

create the most effective communication with 

all those travelling and investing in our area. 

1.4. Alongside this, air quality issues with consequent 

health impacts, will require a radical re-think of 

Page 143 

3

2. Our 2026 Delivery Plan 

2.1. Our first delivery phase of the long term 

Movement for Growth strategic transport plan is 

based on two over-arching principles: 

Ensuring all parts of the West Midlands are 

“plugged-in” to the two High Speed Rail 

Stations, and the significant growth and 

development that is already happening at 

their locations. 

Steering transport investment into priority 

corridors for new jobs and homes, providing 

a joined up land use/transport planning 

approach to support the aims of the Strategic 

Economic Plan. 

2.2. Through this approach, we will see strong 

progress in delivery of Movement for Growth’s 

key transport priorities. Some of the headline 

committed schemes and projects for the next 

delivery period are shown in Table 1, including 

schemes in construction or recently opened. 

TABLE 1 MOVEMENT FOR GROWTH KEY PRIORITIES AND 

COMMITTED SCHEMES AND PROJECTS 

MfG Key Transport Priorities for the National and 

Regional Tier 

New smart motorway sections - M6 Junctions 

13 – 15, M40/M42 Interchange, development 

work on upgrading the remainder of the 

Birmingham Box to Smart Motorway standard 

(Birmingham Box Phase 4) 

Better Use of M6Toll – Ongoing dialogue with 

central Government over potential ways to 

secure wider use of the M6 Toll 

M54 – M6-M6Toll Link Road – Highways 

England committed scheme, subject to other 

contributions 

Improved Motorway Junctions on the 

Motorway Box M6, M5, M42, M40, including 

major improvements at M42 Junction 6 – M6 

Junction 10, M42 Junction 6, development work 

on upgrades to junctions on the Birmingham 

Box (Birmingham Box Phase 4) 

Page 144 

4 

Making Better Use of the A46 – A46 Coventry 

Junction Upgrades – Binley and Walsgrave 

roundabouts, A45-A46 Tollbar End, A46 link 

Camp Hill Rail Chords, to increase Central 

Birmingham Rail Capacity - key part of the £5m 

Midlands Connect Midlands Rail Hub evaluation 

study and Bordesley Chords is a £200m scheme, 

as part of the HS2 Connectivity Package 

Water Orton corridor rail freight capacity 

enhancements – a key part of the £5m Midlands 

Connect, Midlands Rail Hub evaluation study 

Further electrification of key national and 

regional rail links – Barnt Green to Bromsgrove 

and Walsall to Rugeley 

Improved Connections to, and within, the UK 

Central Hub Area – M42 Junction 6, HS2 

Connectivity Package and Related Schemes: 

Metro East Birmingham to Solihull, SPRINT Hall 

Green to Interchange via Solihull, SPRINT – A45 

– Airport, Interchange Hub, A45 Corridor 

Enhancement (Connectivity to UK Central, 

Birmingham Airport and HS2 Coventry and 

Warwickshire LEP scheme). 

MfG Key Transport Priorities for the 

Metropolitan Tier 

HS2 Connectivity Programme – HS2 

Connectivity Package of 23 schemes, plus 

Metro Wednesbury to Brierley Hill and East 

Birmingham to Solihull. As well as already 

committed city centre metro extensions and 

agreed SPRINT programme. 

Metropolitan Main Road Network (‘Key Route 

Network’) Pinchpoint Junction Improvements 

– A4101 Pensnett Strategic Access 

Improvement Scheme, Ashted Circus, A38 

Minworth Roundabout, Selly Oak Triangle, Iron 

Lane, Station Road, and Flaxley Road, Stechford, 

Longbridge Connectivity, Birmingham ring road 

improvements 

Priority Links in the Metropolitan Cycle 

Network – Birmingham Cycle Revolution (A38) 

and (A34), incorporation of high quality 

segregated cycle route provision in future Black 

Country corridor improvements, future phases 

of Cycle Coventry network strategic links and 

Solihull Connected strategic cycle links

MfG Key Transport Priorities for the Local 

Tier 

Improved asset management of minor roads - 

local highway maintenance programmes in line 

with highway authorities Highway Asset 

Management Plans (HAMPs) 

Local Cycle Network Development – Cycle 

Coventry network further phases, Birmingham 

Cycle Revolution, Solihull Connected schemes, 

Black Country Sustainable Transport projects 

Key Walking Routes – improvements for 

walking as integral elements of schemes for city, 

town and suburban district centres, including 

proposals for Wolverhampton, Walsall, Sutton 

Coldfield and Solihull 

Area Wide residential road 20 mph speed limits 

- Birmingham 20 mph zones phases A and B 

Smarter Choice Initiatives – ongoing marketing 

and promotion initiatives 

Local Bus Network Improvements –a wide 

variety of measures from the West Midlands 

Bus Alliance, covering infrastructure to assist 

bus reliability and speed, new vehicle 

investment, enhanced swiftcard ticketing, 

reduced fares for younger people and improved 

information to help the ease of understanding 

the bus network 

MfG Key Transport Priorities for the Smart 

Mobility Tier 

Measures to improve traffic management – 

NPIF Key Route Network Improvements, A45 

freight vehicle technology trial 

Development of a Personal Mobility Platform 

that supports an integrated journey planning, 

navigation and payment system across all 

modes – Mobility as a Service pilot 

A new road safety strategy – Production of a 

West Midlands Road Safety Charter and new 

highway authority road safety strategies: 

Birmingham , Solihull 

Connected and Autonomous Vehicles – The 

development of real world test environments to 

support automotive industry investment and 

existing lab based and controlled environment 

facilities; as well as clear exploitation plans and 

schemes for applied CAV technology including 

parking, last mile and freight and logistics. 

Page 145 

5 

3. Towards an Agreed 10 Year 

Programme 

3.1. The plan currently contains details of nearly 200 

schemes and initiatives representing some £8bn 

worth of infrastructure and technology 

investment in our transport system that are 

required to make our vision a reality. The plan 

spans work at all levels of the system – from HS2, 

through to key pan-Midlands strategic initiatives 

promoted in partnership with Midlands Connect 

and down to the more local investment in our 

highways, Metro system, bus infrastructure and 

major technology enhancements. 

3.2. To structure our programme we have split activity 

into 3 possible categories: 

Committed schemes which are fully funded 

or mostly funded (subject to assurance 

framework compliance and approvals) 

Pool of potential but predominantly 

unfunded schemes for 0 – 10 years, with 

some degree of scheme development already 

undertaken 

Longer term projects and scheme proposals 

for 0 – 20 years requiring studies and 

feasibility 

3.3. Many of the funded, committed schemes are the 

23 schemes in the HS2 Connectivity Package, plus 

the 2 related metro extensions. There are also 

approximately 15 committed LEP funded, LGF and 

developer funded schemes. This is based on a 

snapshot in early March 2017 and will change with 

funding announcements. 

3.4. Scheme promoters will add to the programme of 

funded, committed schemes from the pool of 

unfunded schemes by pursuing the relevant 

funding source requirements (CA Investment 

Programme, Local Growth Fund etc). Progress 

towards this will be reviewed on a regular basis

and the Delivery Plan updated on a minimum of 

an Annual basis. 

3.5. This first version of the plan simply captures all 

delivery proposals. This will help drive a 

comprehensive assessment of the network 

resilience challenges and other growth pressures. 

These in-turn can then inform any necessary 

future change control as schemes transition from 

feasibility / study stage to potential schemes to 

committed. 

3.6. This document provides a high-level summary of 

the plan, which is supported by a comprehensive 

family of subsidiary documents covering key 

topics and 16 broad corridor based delivery 

programmes, which are targeted on our 

immediate growth areas. 

3.7. Birmingham City Centre is at the fulcrum of many 

of the corridors and also houses a number of 

critical regional and national transport functions. 

We have not therefore designated the city centre 

as the corridor, but will continue to work with the 

City Council and all stakeholders to ensure that 

the development of a wider city centre 

masterplan meets all development, social, 

environmental and transport needs. Through 

some of the work with Midlands Connect on rail a 

detailed later in this plan a number of high level 

requirements have been identified. 

3.8. We will add to and develop the full suite of 

delivery plan documents on an on-going basis, but 

critically the Delivery Plan is the plan for Transport 

for West Midlands (TfWM) and its constituent 

Authorities – the actions contained in it will be 

taken forward in full partnership and will be 

owned by all, bringing our resources, staff and 

partners together to deliver in a streamlined way 

which is focused on the WMCA Strategic Economic 

Plan outcomes. 

4. On Track – A Rail Based 

Renaissance 

4.1. Demand for rail travel across the TfWM area is 

continuing to increase. The area has seen an over 

a 70% increase in rail travel over the last 10 years. 

Rail now accounts for broadly the same number of 

morning peak trips into Birmingham city centre as 

car use. However, the system is now approaching 

its limits with most services over crowded in the 

peak periods. 

4.2. HS2 provides part of the answer by unlocking 

significant long-distance capacity and allowing 

greater flexibility with what we do with the 

existing ‘classic’ network. We will continue to 

secure investment in this in order to address 

capacity and provide connectivity to HS2 to 

exploit national level investment. 

4.3. WMCA is a major partner in West Midlands Rail 

Ltd which will, alongside the Department for 

Transport, oversee the letting of a new rail 

franchise to provide better local rail services, 

including more seats and longer trains. The new 

franchise will deliver significantly improved 

evening and Sunday services, extra trains to 

Shrewsbury, Bromsgrove and Cannock and direct 

services from Walsall to London. 

4.4. The partnership will also seek to influence other 

critical franchise specifications and the case for 

further electrification of the rail network to 

provide passenger and freight capacity benefits. 

Through WMR Ltd we will seek to ensure the 

capacity released by HS2 is used for the right 

balance of inter-city and local rail services. Our 

priorities for rail for the next 10 years are shown in 

Figures 1&2. 

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6

FIGURE 1 RAIL DEVELOPMENT PRIORITIES 2016 – 21: 

LONGER TRAINS, STATION CAPACITY 

underground stock to work in conventional 

service scenarios) to deliver more seat capacity at 

the busiest points on the network. 

There is some inherent risk in any 

innovation activity, however, our 

targeted output of increased seat 

capacity in the system is 

sufficiently critical to our success 

that, within reason, we must 

pursue all potentially viable 

options. 

4.5. Influencing future rail franchises & HS2 service 

specification: Working with partners to secure 

capacity, connectivity and economic benefits from 

future rail franchises. Without a successful 

working relationship with the rail industry few of 

our other priorities can be achieved. 

4.6. Improved rolling stock capacity: The ordering of 

new rolling stock is directly influenced by 

Government through franchise specifications, 

which has led to a national shortage. The most 

significant opportunity for the West Midlands to 

address rail capacity is through lobbying 

Government and working with partners to ensure 

these franchise specifications include 

commitments to additional trains and carriages. 

We will also continue to work with innovative 

initiatives like that of the VivaRail D class train 

units (the re-purposing of former London 

Page 147 

7 

4.7. Other short-term 

network enhancements (by 

2019): We will support Network 

Rail’s delivery of electrification of 

the Bromsgrove and Walsall- 

Rugeley lines and deliver new 

network capacity (platforms and 

track work) at Rowley Regis and 

Coventry Stations (including the 

Three Spires Loop). These will 

facilitate new local train services. 

4.8. Park & Ride: As well as new P&R stations & car 

parking, capacity will be increased at Longbridge, 

Tipton, Tile Hill and Whitlocks End. 

4.9. The Midlands Rail Hub (Plus): We will work with 

Network Rail and Midlands Connect to deliver a 

set of enhancements to the core network capacity 

into and across Birmingham, which forms a 

fulcrum for the effective operation much of the 

national and pan-regional rail network. This will 

unlock 10 additional rail paths through the 

network. We will add to the core Midlands Rail 

Hub package of work with local enhancements to 

collectively deliver: 

Snow Hill Station: Reinstated platform; 

signalling; improved access & passenger 

circulation 

Moor Street Station: New Platforms; 

improved access and passenger capacity; a

‘One Station’ environment between New 

Street-Moor St-HS2 Curzon St 

New track capacity for the Bordesley and 

Camp Hill network area (including reinstated 

platforms at Kings Norton): Allowing services 

to be re-routed more efficiently and to open 

up Kings Norton as an interchange hub. The 

business case for stations at Moseley, Kings 

Heath and Hazelwell will also be developed 

Water Orton & Kingsbury area capacity 

(Including 4 tracking and improved freight 

access for the Kingsbury terminal): This will 

open up capacity between Birmingham, 

Derby and Nottingham and allow new local 

stations with Park & Ride capability at Fort 

Parkway and/or Castle Bromwich, Galley 

Common and Kingsbury 

4.11. Coventry to Leicester Connectivity: In addition 

to new interchange opportunities, working with 

Midlands Connect and others we will build the 

case for reinstating direct links between these two 

cities. 

4.12. Improve capacity and access at key local 

stations: In addition to enhancements under the 

Midlands Rail Hub, we will (with partners) address 

passenger capacity and circulation problems at 

University, Coventry and Wolverhampton 

Stations. We will pursue funding and business 

case development for new stations (with 

associated services / track work) at Willenhall, 

Darlaston and Aldridge, and at stations where 

mobility access issues exist. 

4.10. New capacity for UK Central, Coventry and 

Warwickshire (by 2026): We will continue to 

lobby for and support the Network Rail delivery of 

track doubling 

between 

FIGURE 2 RAIL DEVELOPMENT PRIORITIES: 2021 -26: CAPACITY AND HS2 CONNECTIVITY 

Leamington and 

Coventry 

(Milverton to 

Gibbet Hill) and 

associated 

electrification. This 

will enable new 

local and long 

distance services to 

serve Coventry, 

Birmingham 

Airport, the UK 

Central Hub and 

HS2 Interchange. 

This will also 

release capacity for 

more services on 

the Leamington- 

Solihull- 

Birmingham line. 

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8

5. Driving Growth – the Strategic 

Road & Key Route Networks 

5.1. The West Midlands sits at the heart of the UK’s 

Strategic Road Network (SRN), supporting both 

local, regional and national economic growth. The 

performance of the SRN around the West 

Midlands profoundly impacts the highways 

performance of the surrounding network – 

directly affecting air quality, health and 

accessibility to other elements of the transport 

system. The challenges will be compounded by a 

predicted traffic growth of 46% by 2040. 

A46, M6, provides essential connectivity to and 

through the rest of the SRN. Similarly to the rail 

network, the area is at heart of the national 

system providing a critical link for north-south and 

east-west movements. Layered over the national 

and pan-regional movements there are a large 

number of short distance ‘junction hopping’ trips, 

typically of 1 or 2 junctions. 

5.4. A focus of activity for the next 10 years will be to 

build the business case for addressing the major 

strategic challenges such as M5 capacity; better 

utilisation of the M6Toll; and increasing ability of 

5.2. The performance of businesses across the area, 

particularly in manufacturing, is directly 

influenced by the operation and capacity of the 

highway. The West Midlands has seen significant 

export growth in recent years compared to the 

national average. This growth in exports relies on 

comprehensive and efficient transport links to 

major airports, rail heads and ports to ensure that 

goods can reach the market place. 

5.3. The Birmingham Box (consisting of the M5, M6 

and M42) and wider ‘secondary box’ of the M40, 

FIGURE 3 KEY ROUTE NETWORK 

Page 149 

9

alternative routes such as the A46, A5 and A42 to 

accommodate strategic routing away from 

capacity pinch points. 

5.5. Underpinning this work will be a concerted effort 

to improve the coordinated management and 

investment in the West Midlands Key Route 

Network (WM-KRN). The WM-KRN is a 592km 

network of highways across the West Midlands 

region which plays a critical role in 

accommodating strategic local movements and 

providing access to and from the SRN. 

5.6. The WM-KRN was defined in 2016 in consultation 

with the seven West Midlands Metropolitan 

Authorities and neighbouring highways 

authorities. It represents approximately 7% of the 

non-trunk road network in the West Midlands but 

carries approximately 50% of all car, public 

transport and freight movements. It is a new 

initiative supported by new devolved powers 

which are established in 2017 with an election of 

the new Metro Mayor. 

5.7. The development and management of the WM- 

KRN is critical to the successful delivery of our 

transport objectives. Our delivery priorities for the 

next 10 years will evolve as further work, business 

case development and collaboration with our 

partners is undertaken. However, preliminary 

priorities include: 

Developing a live performance dashboard to 

improve strategic and operational decision 

making: This will build on the success of the 

West Midlands Urban Traffic Management and 

Control major scheme and include an 

enhanced sensor network to provide live 

operational data to operators and travellers, as 

well as track the impact of traffic on air quality. 

 

in reducing the number times the highway is 

dug up for statutory utilities work or 

maintenance. 

Developing the strategic and business case for 

complementary enhancements to the WM- 

KRN which can benefit the performance of the 

SRN: We will identify new opportunities to 

improve overall network performance as well 

develop the case for: 

- Enhanced connectivity between the A46 

and A45 in order to better connect the 

growth in Warwick District and around the 

south of Coventry to the UK Central Hub 

area and HS2 

- A strategic enhancement to the A46 

Express Way corridor, building on the 

committed measures in the Governments 

Road Investment Strategy 1 and CW LEP 

investment 

- Improving the Bromford 

Gyratory/A47/A4040 - Outer Ring Road in 

Birmingham increase resilience, unlock 

and enable access to the Washwood 

Heath area 

Ensuring access to existing and new strategic 

Park and Ride (road and rail based): We will 

bring forward an evidenced and prioritised 

strategy for strategic Park and Ride provision 

including, but not limited to, those sites already 

identified in the strategies of our partners. 

These could be served by heavy rail, Metro, bus 

or other emerging technology such as Very-Light 

Rail or autonomous pod. Broad potential 

locations for new strategic park and ride which 

will be explored include those shown in table 2. 

Establishing a suite of adopted policies and 

strategy for the maintenance and 

management of the network: This will enable 

Highway Authorities and partners to hard-wire 

efficiencies into everyday activity, for example 

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10

TABLE 2 BROAD LOCATIONS FOR NEW STRATEGIC PARK AND 

RIDE 

Identified in existing strategies 

Brinsford, 

Wolverhampton 

Bromsgrove 

Longbridge 

near 

North of Stratford-upon- 

Avon 

Kidderminster 

Tamworth 

Worcester Parkway 

M42 J3 

M5 J3 

Lichfield Trent Valley 

North Redditch 

Castle Bromwich 

Other locations that could be considered: 

Expansion of Coleshill 

Parkway 

Leamington 

Spa/Warwick/M40 

Coventry North/M6 Coventry South/South 

West 

Bristol Road A38 

Alcester Road/M42 J2 

Great Barr A34 

Birmingham 

Airport/Solihull/A45 

M42 J4/Stratford Rd 

J1 M5 

6. HS2 Connectivity and Growth 

6.1. The Midlands will be home to the first phase of 

HS2 and will benefit from an Interchange Station 

by Birmingham Airport & the NEC in Solihull, and 

a terminus station at Curzon Street in Birmingham 

City Centre. These stations will be catalysts for 

growth, both in their immediate localities and 

across the wider area. 

6.2. WMCA has adopted a £4.4bn HS2 Growth Strategy 

which sets out how the positive effect of HS2 will 

maximised across the region. The approach levers 

HS2 investment to create a legacy in terms of 

regeneration, jobs, skills, economic development 

and connectivity for the Midlands. 

6.3. The HS2 Growth Strategy contains approximately 

£1.2bn of transport connectivity investment to be 

delivered by 2026 focused on four key strands: 

a) Connectivity to HS2 Stations: Providing 

excellent local and sub-regional connectivity from 

across the Midlands to HS2 stations in the area, 

thus improving access to businesses and job 

opportunities 

b) An Integrated HS2: Ensuring the delivery 

of a fully integrated network between HS2 

and the local and national transport 

networks to ensure that businesses in the 

wider area have excellent access to the 

HS2 network 

c) Midlands Connect: Maximising the 

capacity released by HS2 on the 

conventional rail network and optimising 

the Midlands’ local rail and road networks 

in preparation for HS2 and to exploit post 

opening capacity release. 

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11 

d) International Connectivity: Building the 

case for direct international services from 

the West Midlands to Paris, Brussels and

eyond via a direct rail link between HS2 

and the existing HS1 line to the Channel 

Tunnel and wider European High Speed 

Rail Network 

6.4. A substantial amount of technical work has been 

undertaken in developing the connectivity 

programme, ensuring a robust evidence based set 

of measures to localise the benefits of HS2 in the 

West Midlands. These include new Metro 

alignments, new bus based rapid transit ‘SPRINT’ 

services, and rail station and track capacity 

measures. 

8. The Bus Alliance and Beyond 

8.1. Eight out of ten public transport trips in West 

Midlands are made by bus, accounting for over a 

million journeys each weekday. The extensive 

coverage of the bus network plays an indisputable 

role in supporting inclusive economic growth in 

the region by connecting employers and 

businesses to labour markets. As such, the bus 

will be essential in facilitating growth by 

accommodating anticipated increases travel 

demand in the short, medium and long term. 

6.5. A detailed implementation plan was submitted to 

Government in summer 2016 which sets out key 

milestones for developing the programme. WMCA 

adopted an agreed programme of schemes in 

February 2017. A number of schemes within the 

HS2 Connectivity Package are at early stages of 

development and further feasibility and outline 

design is being undertaken to support the 

development of business cases to unlock funding. 

All the schemes are incorporated in this 

overarching delivery plan. 

7. A Gateway to the Air 

7.1. Birmingham Airport is a vital major transport hub, 

a large employer and provides access to market 

for many of our key companies. Passenger growth 

at the airport is strong and the opportunities to 

strengthen the national role of the airport will 

increase with the delivery of HS2. The airport also 

has a valuable potential role in supporting 

transport innovation, making use of its controlled 

environment for the development of drone 

technology and autonomous vehicles. 

7.2. We will work closely with the airport, HS2 Ltd, the 

Urban Growth Company and the relevant local 

planning authorities to ensure surface access 

plans meet the needs of all stakeholders and are 

promoted. 

Page 152 

12 

8.2. Whilst the bus is one of the only means of rapidly 

accommodating increases in travel demand, 

congestion on the region’s road network is at 

record levels and continues to increase sharply. 

Slower buses mean increased journey time, 

reduced reliability and fewer bus passengers. 

8.3. To combat these challenges, bus operators across 

the West Midlands have, with each other and 

WMCA, signed up to a Bus Alliance, an award 

winning partnership which is the first of its kind in 

the country. It will see £150 million invested by 

operators and partners between now and 2021 to 

deliver the following outcomes: 

To increase bus patronage by 5%. 

Improvement in peak time journey speeds. 

Fare rises of no more the Retail Price Index 

+1% per annum. 

Customer satisfaction levels remaining at 

over 85%. 

Discounted young person's travel for 

everyone under 19 years old. 

Integrated ticketless travel in line with 

intelligent mobility policy. 

Increased investment in highways 

infrastructure to aid journey times and 

reliability. 

Improvement on board through improved 

seating, next stop announcements and Wi-Fi. 

New vehicles and new payment technologies

8.4. The Alliance challenges operators to meet 

rigorous new standards on key issues such as 

vehicle emission levels, branding, maximum fares 

and frequency. 

8.5. This will allow quality issues to be tackled such as 

removing older, more polluting buses and include 

making wider use of Statutory Quality Bus 

Partnership (SQP) powers under the Transport Act 

2000 and Local Transport Act 2008. 

8.6. The Alliance will also set-out a framework to 

increase and sustain investment in highway 

infrastructure on key bus corridors to transform 

reliability and journey times. Not only boosting 

the economic potential of the region by 

connecting more people to more jobs but also 

catalysing the benefits of Sprint and Metro by 

providing high-quality interchange and supporting 

a truly integrated public transport network. 

Handsworth Wood to Birmingham 

Halesowen to Walsall 

Sutton Coldfield to Birmingham via Erdington 

(City Link) 

8.8. In addition to the Bus Alliance, TfWM will be 

working with Birmingham City Council, operators 

and other partners to bring forward innovative 

new solutions for public transport users. This will 

build on recent nationally recognised success with 

low carbon bus fleets. 

8.9. In November 2016 Birmingham City Council 

awarded planning consent for a new hydrogen 

fuel facility at Tyseley. This will be the catalyst for 

a new generation of ultra-low emission vehicles, 

including a bus fleet (alongside other public 

service and taxi vehicles) that will directly tackle 

some of the area’s worst air quality hot spots. 

8.10. In addition to this, and in partnership with 

Midlands Connect, TfWM will work to bring 

forward new payment technologies across bus, 

rail and parking at Park & Ride sites. This will 

increase the use of Smart payment systems and 

contactless debit card options in order to build on 

the 3m passengers journeys per month already 

using our Swift payment card. 

8.7. An emerging number of bus corridors have been 

highlighted as high priority for highway 

investment and will be subject to further studies 

to identify potential improvements: 

Bartley Green to Birmingham (via Harborne) 

Druids Heath to Birmingham via Kings Heath 

and Moseley 

Cotteridge to Birmingham 

Outer circle-Bearwood to Selly Oak 

North Solihull to Birmingham via Washwood 

Heath 

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13

9. Metro, SPRINT and Very-Light Rail – the rapid transit elements of our 

Metropolitan Rail and Rapid Transit Network 

9.1. Metro 

9.2. The West Midlands Combined Authority, the 

design consortium of Egis, Tony Gee and Pell 

Frischmann and contractor Colas Rail, (supported 

by their sub Alliance Partners Colas Ltd.; Barhale; 

Thomas Vale; and Auctus Management Group) 

have come together in the form of the Midlands 

Metro Alliance (MMA). The MMA will implement 

a £1.2 billion 10 year programme of tram network 

extensions and new lines. The following 

extensions will be completed in the next 10 years: 

9.4. A new depot and stabling will be required to 

accommodate a new fleet of trams proposed to 

run the services, as the existing depot will not be 

big enough to cater for all of the new trams 

necessary. The Metro Control Room will also 

require upgrade to enable it to manage multiple 

routes. The capacity, resilience and reliability of 

power systems and sub systems will be reviewed 

to ensure that when systems need to be renewed 

or upgraded (due to being life expired or due to 

the requirements of an individual project), the 

longer term plans are taken into account. 

Centenary Square – Edgbaston Extension 

2019 to 2020/21 

Wolverhampton Interchange 2019/20 

Eastside 2022/23 

Wednesbury – Brierley Hill 2023 

East Birmingham to Solihull 2026 

9.3. Other potential schemes will require development 

work over the next ten years, including an 

extension from Wolverhampton Interchange to 

New Cross Hospital, Wednesbury to Walsall, and 

investigations into the feasibility of an extension 

from Digbeth through the Smithfield 

Development site to Edgbaston/University of 

Birmingham/University Hospitals Birmingham. 

Page 154 

14 

9.5. When we procured the new trams in 2012 they 

were fitted with ‘passive equipment’ to allow easy 

conversion for catenary free running. 

9.6. The first tram has gone back to the suppliers for 

fitting and testing and the remainder of the fleet 

will be converted at Wednesbury. 

9.7. It is planned that the catenary free operation will 

be utilised between Grand Central and Centenary 

Square, Five Ways and Edgbaston; on the 

elements of the East side extension; and a short 

extension to Wolverhampton Station. The fleet 

conversion project is due to complete in May 2019

FIGURE 4: PLANNED METRO LINES 

9.8. Very Light Rail 

9.9. The aim of Very Light Rail is to provide an 

affordable alternative to conventional light rail 

systems, which due to cost can make business 

cases challenging. Conventional tramways can 

require all services under the road to be relocated 

and often need complex overhead wiring. The 

concept of Very Light Rail would utilise lightweight 

technology which has been successfully applied in 

the automotive sector and the latest propulsion 

technology to create a low cost, lightweight tram 

that is capable of running on-street and 

negotiating tight corners. 

9.10. We will also develop a lightweight track 

solution which has the potential to reduce the 

need to divert services and reduce construction 

costs and disruption. No overhead wiring will be 

required as the vehicles will utilise innovative 

energy storage solutions, such as those being 

explored by the Advanced Propulsion Catapult at 

Warwick Manufacturing Group. 

Page 155 

15 

9.11. Working from this initial concept we will 

progress a research programme working expert 

research centres in the West Midlands to 

investigate the technology opportunities and 

business cases for Very Light Rail Deployment. 

This will include utilising a new Very Light Rail 

Innovation Centre in Dudley and seek operational 

use cases across the area and beyond. 

9.12. Coventry will be the initial area of search for a 

publically operating modern very light rail system, 

as an alternative to tyre based and conventional 

Metro based connectivity solutions. Subject to the 

outcome of the development work planned over 

the next two years, it is envisaged that the first 

route will be between Coventry Railway Station in 

the city centre to the University of Warwick with a 

potential further route to link up with the 

proposed growth around Whitley. Ultimately the 

aim would be to connect the city to HS2 

Interchange and UK Central.

9.13. SPRINT 

9.14. Sprint is a tyre based rapid transit solution 

which provides a tram like quality and experience. 

Sprint services will benefit from more direct 

routing with less frequent stops, quicker journey 

times, high quality vehicles with off board 

ticketing and multi door boarding, and dedicated 

infrastructure. A core cross-city Sprint route will 

be delivered in the first 5 years of the Delivery 

Plan; comprising the following schemes: 

Hagley Road (Birmingham to Quinton) 

Hagley Road (Extension to Halesowen) 

 

Birmingham to Birmingham Airport/Solihull 

Town Centre (A45) 

9.15. The learning from delivering these schemes 

will help shape the development of subsequent 

routes. Early in the next tranche, in support of the 

sustainable urban extension at Langley, will be a 

Sprint route between Sutton Coldfield and 

Birmingham via Langley. Another three routes 

(A38 Birmingham to Longbridge/Frankley; A34 

Walsall to Birmingham; and Dudley to Birmingham 

FIGURE 5 PLANNED SPRINT LINES 

via Hagley Road) will have their delivery 

coordinated with the development of the growth 

areas that they provide connectivity for. Finally, 

the Hall Green to HS2 Interchange via Solihull 

route will be delivered to provide connectivity 

ready for the arrival of HS2 and the growth of UK 

Central. 

9.16. On Sprint routes, there will be a focus on 

introducing measures which can enable priority 

for the Sprint vehicle compared to other traffic. As 

part of the delivery of Sprint it is anticipated that 

wider highway efficiency measures will also be 

considered and, where appropriate, implemented 

to provide benefits to as many other road user 

groups as possible. 

9.17. Other bus routes off the Sprint network are 

also expected to benefit from bus priority 

measures and upgrades. These will be identified 

and linked to the work of the Bus Alliance, with 

bus improvements complementing Sprint routes 

and promoting interchange as part of an 

integrated public transport network. Similarly, 

opportunities for interchange between Sprint and 

Metro will be explored where appropriate. 

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10. Network Resilience 

10.1. It is clear that the scale of the delivery across 

the West Midlands over the next 10 years is 

significant, with a level of investment not seen 

for several decades. This will bring its own 

challenges as we keep the economy running and 

deal with chronic skills shortages in order to land 

the economic transformation that the 

investment will help release. 

10.2. Consequently TfWM has been negotiating with 

Government for further powers and agreements 

to enable the delivery by all partners – HS2 Ltd, 

Highways England, Network Rail and WMCA 

Authorities - to be a success. Disruption to 

normal travel patterns cannot be avoided, but 

with strong governance supported by the most 

senior politicians and executives; a culture of 

collaboration; and excellent communication, a 

network which is resilient to disruption can be 

achieved 

continue to operate and grow, whilst existing 

transport system capacity issues are addressed 

and new growth sites are unlocked. 

Form a robust and universally adopted 

communications strategy which can operate 

with a single voice, and which emphasises the 

overall benefits of the investment; as well as 

providing clear messaging around meeting the 

daily travel demands of businesses and 

residents. 

 

 

Undertake a more detailed evidence analysis 

and develop firm mitigation strategies and 

schemes, including detailed feasibility and costs 

for these. 

Secure funding for and undertake enabling and 

preparatory actions, including setting up a West 

Midlands Regional Integrated Command Centre 

to bring together all stakeholders with all the 

relevant information to direct both the strategic 

and operational activity for delivery by all 

partners. 

10.3. A number of immediate 

actions have been identified, 

and are proposed to be put in 

place as soon as possible. 

Whilst peak construction 

impacts will not occur until 

2018, there will be tangible 

impacts from early in 2017. 

Immediate priorities are set 

out below: 

FIGURE 6 IDENTIFICATION OF ALL MAJOR WORKS BIRMINGHAM BOX 2016-30 

Form a formal and fully 

empowered multi-agency 

partnership with robust 

governance to work together 

to tackle the issues. 

Define and agree clear 

objectives for the 

partnership, to be based 

around ensuring the 

economic activity is able to 

Page 157 

17

11. A Foundation of Technology and 

Evidence 

11.1. Connected and Autonomous 

Vehicles: 

11.2. The West Midlands operates as a major hub for 

the development of Connected and 

Autonomous Vehicles (CAV) and the supporting 

technology. We will build upon existing research 

projects; planned infrastructure developments; 

the region’s innovative manufacturing base; a 

rich pool of entrepreneurs; a thriving community 

of digital/technology start-ups; and the wealth 

of applied research and development within the 

academic sector. The realignment is strong with 

public sector key objectives, and we will ensure 

our investment develops the regions assets. We 

will rapidly develop a joint CAV Strategy setting 

out our drive and actions to be the main actor 

within this fast developing sector. 

11.3. Acting as the UK’s main research hub for the 

automotive sector provides the ideal basis in 

which to fully understand and exploit this 

technology. The area is building the ability to test 

the deployment of these vehicles in order to 

prove the validity of business models that are 

sustainable whilst also providing solutions which 

meet the needs of the citizens within the West 

Midlands. Our research will then be rapidly 

scaled up through our established partnership 

with Tier 1 motor manufacturers and 

automotive companies. Our early proving of 

business models will ensure fully exploited 

benefits to the region, both in terms of the 

benefits CAV technology will bring to 

transportation system and in growing the local 

economy 

11.4. Coventry City in particular has established an 

early lead with an Intelligent Mobility 

programme to deliver a Smart City inclusive of all 

user groups and modes of transport. Intelligent 

Transport Systems will support the most 

efficient highway operation and improve the 

accuracy of travel information for the public. 

These projects have significant future benefits 

for improving the impact of transport on air 

quality, congestion and the ability of people to 

travel more freely. Learning from our polit areas 

such as Coventry, Birmingham and 

Wolverhampton will support exploitation into 

the wider system. 

FIGURE 7 - 42 MILE REAL WORLD TEST ENVIRONMENT BEING DELIVERED OVER 2017-18 

Page 158 

18

11.5. UK Autodrive in Coventry are facilitating trials 

of connected and autonomous vehicles within 

the city, working with major industry partners 

and with demonstrations planned over the next 

two years. UK CITE is establishing a globally 

unique Connected and Autonomous Vehicle 

real-world test environment along urban roads, 

A-roads, and Smart Motorways and 

iVMS/Dynamic Routing will deliver immediate 

traffic management efficiencies, as well as 

develop new technologies to improve vehicle 

routing and network resilience. 

FIGURE 8 EXAMPLE OF A POD BEING TRIALLED IN COVENTRY AND MILTON KEYNES 

Page 159 

19

11.6. Data Driven – Evidence Led: 

11.7. Data is essential to the planning, delivery and 

management of the challenges across 

WMCA. Data is being generated in new ways, 

for example through sensors increasing the 

quantity and quality of data to be exploited. This 

brings opportunities to explore new approaches 

for collaboration between organisations in the 

private and public sector ensuring our decisions 

are being data driven. 

11.8. TfWM are exploring a model that allows us to 

access and share data, utilising automatic 

processes to extract data from many different 

sources, check the quality and transform it for 

the purposes of querying and analysis. This 

allows us to present and visualise the data in a 

meaningful way. This approach will enable 

partners to share and access data leading to 

greater visibility and insight into progress against 

the 10 year delivery plan and the Performance 

Management Framework. 

already collecting planning, transport, 

demographic, infrastructure, safety and 

economic data. This data is key to analysis that 

underpins the strategic transport models and 

feeds into the Dynamic Economic Impact Model. 

11.11. Enabling wider exploitation of the data, 

analysis and modelling through an open and 

interoperable way will enhance the investment 

already undertaken in the existing contract and 

enable innovation over the next 10 years. 

11.12. The operational information will be improved 

and utilised for a variety of purposes to support 

a more informed set of stakeholders and the 

population at large. This will form the basis of 

strategic planning to ensure that the monitoring 

of infrastructure investment is used to inform 

the decisions undertaken for future 

developments. 

11.9. The Joint Data Team contract currently 

provides the core strategic transport modelling 

for the West Midlands Combined Authority area. 

The contract encompasses Local Transport Plan 

surveys, Traffic Surveys, Accidents data 

collection, Planning development, the Spectrum 

system and the PRISM model. The re-let 

provides an opportunity to reshape the 

approach to transport modelling, data analysis 

and data collection in order to deliver support 

for transportation scheme development and 

data intelligence at an affordable level. 

11.10. Our new approach will bring benefits to not 

only the transportation sector within the West 

Midlands, but can stimulate innovation; improve 

the evidence base for decision making; support 

research and intelligence; and assist wider 

communication. Our data collection, whilst 

focussed on transport modelling and analysis, is 

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20

12. SMART Payment Systems 

12.1. The WMCA is committed to the development and 

delivery of a contactless payment “best value” 

fare capping solution across all three modes of 

transport (bus, train and tram) to at least match 

that which has been delivered by Transport for 

London (TfL). 

12.2. This is a newly emerging and fast moving area 

where a number of agencies including Transport 

for the North (TfN) and National Express West 

Midlands have already announcing their 

intentions to develop a solution for which WMCA 

may have an opportunity to integrate with. 

12.3. The approach will build on the Swift smart 

ticketing platform which incorporates an 

extensive offer for adults across both the bus and 

tram with a wide variety of ticketing options 

including Pay-as-you-go, multi-day and season 

tickets valid within the West Midlands area. Swift 

is also accepted on the train but currently the offer 

is limited to direct debit customers only. 

12.4. There are three main objectives for the next phase 

of the Swift programme. Firstly, the introduction 

of the child ticketing range onto the platform. 

Secondly, the wider rollout of Swift across the rail 

network; and thirdly, the wider rollout of Swift 

functionality throughout the WMCA area. 

12.5. TfWM are currently 

accelerating: 

12.6. The WMCA has established a Smart Ticketing 

Board, led by TfWM’s transport lead, to develop a 

roadmap and business case to deliver a Smart 

ticketing scheme across the West Midlands that 

provides a capped ticketing solution using ITSO 

Smart cards and contactless bank cards. This 

roadmap and Business Case will be delivered by 

April 2017. The delivery timeline for 2017-2018 is 

set out in figure 9 below. Going forward we will 

also explore cross-boundary use of Swift over the 

full WCMA area and not just the constituent area. 

“Mobility as a Service” 

12.7. Developing “Mobility as a Service” (MaaS) and 

facilitating a commercial pilot will also allow 

WMCA to address a number of significant 

challenges the West Midlands are facing from 

network resilience and to support the 

development of the West Midlands as a centre for 

connected and autonomous vehicles. 

12.8. MaaS fulfils customers’ needs for mobility by 

combining all relevant transport services into one 

single mobility service, accessed on demand. A 

MaaS service customer can choose from public 

transport, taxi or car rental and even ride-, car- or 

bike-sharing options. One single MaaS account 

can provide the freedom of mobility for either a 

single monthly payment or a Pay As You Go 

service. We will develop a commercial market 

based pilot during 2017-18 with industry partners. 

FIGURE 9 DELIVERY TIMETABLE FOR 2017-18 

nTrain Direct Debit 

wider rollout 

Swift nTrain and 

nNetwork Direct Debit 

“add-on” 

Wider retailing of 

nNetwork 

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21

13. Mobility and Social Inclusion 

13.1. Social inclusion and good quality of life plays a 

vital role in supporting economic activity across 

the region and, together with transport 

infrastructure, helps maximise people’s 

accessibility. This includes connecting people to 

employment and training, better access to 

shops, services, healthcare, education, family 

and friends, entertainment and other lifeenhancing 

opportunities. 

13.2. Nevertheless, across the region there are areas 

of deprivation, low educational attainment, poor 

health and people on incomes below 60% of the 

UK median. Citizens living in these 

circumstances are more likely to lack access to 

the transport network because of age, disability 

or financial constraints – resulting in social 

exclusion. 

13.3. TfWM fund a range of socially necessary 

transport measures including Ring and Ride and 

minor community transport contracts, 

subsidised bus services and additional metro/rail 

concessions. These services are often invaluable 

to many, but don’t always address every 

vulnerable group. Early in the delivery plan we 

will adopt a Mobility for Inclusion Strategy 

(MfIS). This will set out clear priorities and 

provide the rationale for balancing the varying 

needs of all excluded groups, so every group has 

fair access vital services and opportunities. 

13.4. The MfIS will form the rationale for enhancing 

social inclusion and will explore transport 

barriers across the whole of a person’s ‘life 

course’ – as evidence shows disadvantage and 

inequalities starts before birth and accumulates 

throughout life. Therefore a range of individual 

transport policy strands, designed to support 

individuals at different stages of their lives will 

form a key part of the strategy. This will include 

policies on: 

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22 

Children and younger people where TfWM 

will explore cheaper and simpler fares, 

particularly for those on an apprenticeship, 

low salaries or not in employment, education 

or training (NEETs). We will also ensure 

young people have a say in how our network 

develops and how we make it safer, as they 

are the future users. 

Ensuring the right provision for older people 

as the life expectancy for many continues to 

grow. Tackling issues of social isolation for 

this age group is a key priority, as well as 

addressing the rapid decline in bus use by 

retired people. As with other user groups, 

continuing to ensure consistent, high 

standards of public transport facilities, high 

quality vehicles, and customer service as well 

as good network coverage remains a priority. 

In our region, 1 in 5 people are mobility 

Impaired. Under the Equality Act, 2010, we 

have a duty to ensure that all our transport 

infrastructure, vehicles and information are 

designed to be as accessible as possible to all 

our customers, regardless of their mobility. 

The MfIS will set out for delivery over the 

next 10 years a range of accessibility 

improvements across the network to ensure 

everyone can access opportunities. 

Finally people with multiple and complex 

needs who are experiencing problems such 

as homelessness, addiction, offending and 

poor mental health will also be 

included. WMCA’s Public Service Reform 

workstream and the wider devolution 

agenda will allow for more joined up 

approaches, allowing us to equip vulnerable 

people with the information and confidence 

they need to make a journey and improve 

their wellbeing and quality of life.

14. Mobility for Health and for a 

Clean Environment 

14.1. There are important relationships between 

health, wellbeing and wealth. A healthier West 

Midlands can have a wider impact on the 

economy in the region by reducing the need for 

health and social care and other public sector 

services. Good health can increase productivity 

by getting people work ready, reducing sickness 

absence, and keeping people in the labour 

market for longer. 

14.2. There are inequalities in health within the West 

Midlands. For men, the range of healthy life 

expectancy is from 56.4 years to 63.8 years, and 

for women the range is from 59 years to 67.9 

years. Closing this gap in health inequalities and 

increasing the healthy life expectancy by 2030 is 

an objective of the WMCA’s Strategic Economic 

Plan. 

14.3. The way that people travel is an important part 

of physical and mental health. Opportunities for 

greater levels of physical activity during travel 

can reduce obesity and associated conditions 

such as heart disease or strokes. Alongside the 

risk of injury, the perceived safety of roads can 

discourage active travel. 

14.4. Poor air quality resulting from transport 

damages our citizens’ health, and carbon 

emissions contribute to climate change. The 

design and availability of transport networks can 

cause community severance and increase social 

isolation, or connect people to places that can 

have a positive impact on health, such as green 

space, services and employment. 

improve health, as well as providing affordable 

access to skills, employment and other services. 

14.6. The strategic cycle network (figure 10) will be 

progressively integrated with the local cycle 

network throughout this delivery plan period 

and beyond. Alongside this improved conditions 

for walking will also be created through the 

delivery of district and city centre public realm 

improvements, local area enhancements and 

area wide 20mph speed control. 

14.7. To further support our delivery plan, Transport 

for West Midlands will develop a health and 

transport strategy that makes use of public 

health data and sets out a future direction for 

healthy transport in the West Midlands. 

14.5. The Combined Authority board has approved 

the development of a strategic cycle network 

across the area, and which links between 

constituent and non-constituent members. This 

will increase opportunities to travel safely and 

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23

FIGURE 10 STRATEGIC CYCLE NETWORK 

Page 164 

24

15. Improving Air Quality 

15.1. Our area has significant air quality problems. 

There are a number of areas in the region where 

transport causes air pollution to approach or 

exceed legal limits. This pollution is caused by 

the volume of traffic on our roads, congestion 

and the popularity of diesel engines with vehicle 

owners. Poor air quality reduces our residents’ 

quality of life because of the damage it does to 

health and the potential negative impact that it 

has on inward investment and growth. 

15.2. There are parts of the West Midlands where air 

quality is so poor that the introduction of Clean 

Air Zones (CAZs) is required by Government. 

These CAZs will aim to reduce the use of older, 

more polluting vehicles as well as implement 

wider focussed measures to improve air quality. 

15.3. The implementation of CAZs will fundamentally 

change how people use our transport network 

and introduce new challenges in managing the 

transport of people and goods in the area. 

Additional schemes, changes to schemes, and 

re-prioritisation of schemes in the delivery plan 

will be considered as our evidence base 

improves. 

this by changing people’s behaviour so that they 

use cleaner more sustainable transport options. 

Where this is not possible, we need to make sure 

that vehicles are used more efficiently, e.g. 

better management of freight deliveries. 

15.6. Our delivery plan already includes opportunities 

to improve air quality. For example: 

Opening the Camp Hill Rail Chords for rail 

commuters has great potential to shift many 

road based journeys from the south of 

Birmingham into the city centre onto rail. This 

will result in fewer vehicles on the roads, 

fewer vehicle miles travelled and reduced 

congestion. 

Developing the local and metropolitan cycle 

network and key walking routes will 

encourage the use of bikes and reduce the 

number of motorised vehicles on the road. 

Measures to improve traffic management 

will improve the flow of traffic around our 

busy urban centres resulting in reduced 

congestion. 

15.7. To ensure that delivery of the plan enables us to 

make the necessary improvements to air quality, 

our decisions must be: 

15.4. The plan must be implemented so that schemes 

improve air quality where needed and do not 

worsen air quality problems. Where schemes 

could reduce air quality, appropriate redesign 

and/or effective mitigation will be considered. In 

addition, disruption to the transport network 

caused by construction during implementation 

of the plan will be managed carefully. This has 

significant implications for our efforts to 

improve the resilience of our transport network. 

15.5. We need to make sure that we keep traffic 

moving whilst reducing the number of miles 

travelled by vehicles on our network, especially 

where air quality is a concern. We will achieve 

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25 

Linked to a clear and well-defined ambition 

and commitment to improving air quality that 

is embedded in policy across the region. 

Informed by greater understanding of the 

potential impacts of individual schemes on 

air quality and the total impact of 

development across the region. 

15.8. Joint accountability of both the Mayor and the 

Leaders of the WMCA’s constituent members for 

air quality and transport delivery will ensure aur 

quality remains a focus in all transport delivery 

decisions. The improvement of air quality will 

also be a key component of our Transport & 

Health Strategy.

16. Co-ordinated Delivery in 

Corridors 

FIGURE 12 LOCAL AUTHORITY PRIORITY AREAS FOR 

DEVELOPMENT 

16.1. Our rolling 10 year delivery plan approach tothe 

long term Movement for Growth strategic 

transport plan is based on two over-arching 

principles: 

Ensuring all parts of the West Midlands are 

“plugged-in” to the two High Speed Rail 

Stations, and the significant growth and 

development that is already happening at 

their locations. 

Steering transport investment into priority 

corridors for new jobs and homes, providing 

a joined up land use/transport planning 

approach to support the aims of the Strategic 

Economic Plan. 

16.2. Priority corridors for new jobs and homes were 

identified from Combined Authority work on 

infrastructure needs. Strategic locations for new 

economic development and housing 

development were identified by the Combined 

Authority and relate closely to local authority 

priority areas. These are shown in Figures 11 & 

12. 

FIGURE 11 STRATEGIC LOCATIONS FOR ECONOMIC 

DEVELOPMENT AND HOUSING DEVELOPMENT 

16.3. Maps showing all schemes and measures within 

these corridors are set out in the Annexs to this 

summary document. 

16.4. The corridor strategies will be regularly reviewed 

and updated as scheme delivery takes place and 

projects are developed and brought forward. 

They will be further informed by Statutory 

Infrastructure Delivery Plans and Local Plan Area 

Action Plans 

16.5. When bringing forward any proposals for 

delivery the promoting authorities will seek to 

maximise any opportunities for localised 

employment growth and business regeneration. 

16.6. The series of documents for the 

Delivery Plan is shown in table 3. 

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26

TABLE 3 SERIES OF DOCUMENTS FOR THE DELIVERY PLAN 

Delivery Plan Element Description Intended audience 

Summary Report The 2026 Delivery Plan for Transport (this report) Investors, 

Leaders/MPs, public 

with general interest 

Corridor Strategies A summary of the key issues and deliverables within Other organisations, 

each area. An annexe to the summary report. 

Government 

departments, wider 

WMCA, developers 

Dashboards 

A summary of the schemes and progress against 

programme for our four main delivery areas: Black 

Country, Birmingham & Solihull and Coventry. 

Investors, 

Leaders/MPs, public 

with general interest 

17. Monitoring and Evaluation 

17.1. Overall progress against the delivery plan will 

inform the complementary set of metrics within 

the WMCA Performance Management 

Framework (PMF). 

17.2. Progress will be tracked against the high level 

measures within the Movement for Growth 

through a formal annual monitoring report, 

enabling us to appraise and prioritise our 

delivery. 

17.4. In order to maintain a regular rolling renew of the 

delivery plan there is a requirement to provide an 

efficient process for updating and monitoring 

delivery of the programme across multiple 

funding streams (not just the WMCA Investment 

Programme). This should place the minimum 

burden on scheme promoters. We are in 

discussions with partners to identify best practice 

tools for scheduling, data translation and 

visualisation. 

17.3. Success will also be measured through the 

continual monitoring and evaluation of schemes 

and programmes, to ensure the scheme is 

delivering against the overall strategic objectives. 

A baseline is being put in place in 2017 and a 

suitable detailed Monitoring and Evaluation 

activity plan based on the high level plan adopted 

by WMCA in February 2017 is being 

implemented. 

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27 

17.5. The Black Country Transport Dashboard has been 

identified best practice across the constituent 

area. It is proposed to replicate the Black Country 

dashboard to provide for Birmingham, Black 

Country, Coventry, Solihull and overcharging 

dashboard. An initial format for this forms an 

annex to this first delivery plan. 

17.6. There is an opportunity to automate the process 

of updating the dashboards, with the ultimate 

intention of providing live online reporting.

17.7. Figure 13 provides an example of a typical logic 

chain that we will monitor tracking policy through 

to impact. 

FIGURE 11: LOGIC CHAIN/IMPACT PATHWAY EXAMPLE: ACCESSIBILITY (ECONOMIC IMPACT) - 

INCREASE IN % OF RESIDENTS ABLE TO ACCESS STRATEGIC CENTRES BY PUBLIC TRANSPORT IN 45 MINS 

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28

18. Programme Overview 

18.1. This first version of the delivery plan contains 

198 schemes in total. These are predominately 

those promoted by the Local Authorities and 

TfWM, although include some Midlands 

Connect, HS2 Ltd, Highways England and 

Network Rail promoted schemes. Further 

schemes will be identified during the 

consultation on this draft plan and during the 

first year of the plan further detail will be added 

to include major maintenance schemes and 

statutory utilities work. 

18.2. All the schemes have been attributed to one or 

more delivery corridors to enable schemes 

promoted by different organisations which may 

previously have been planned in siloes to better 

aligned. The corridors are plotted overleaf and 

identified as below. 

Ref. Corridor Name 

A Wolverhampton i54 

B Wolverhampton - Walsall 

C Wolverhampton - Bilston 

D Walsall - Brownhills 

E Walsall – Stourbridge 

F Kingswinford – Dudley 

G Stourbridge – Halesowen – West 

Bromwich – Birmingham 

H Walsall – Birmingham 

J Birmingham – Sutton Coldfield 

K Birmingham – East Birmingham – UK 

Central 

L Birmingham - Solihull 

M Birmingham - Longbridge 

N East Coventry – A46 

O West Coventry – A45 

P North Coventry – Keresley – Foleshill 

Q Coventry City Centre 

 

 

Potential (subject to funding): A reasonably 

well developed idea or potential scheme 

which has had some work undertaken on it 

and either a single preferred option or 

limited number of options identified. The 

scheme will be majority dependant on a 

funding grant that is yet to be secured or 

confirmed. 

Studies & Scheme Development: A scheme 

or problem area which is at an early stage 

of feasibility or concept for which options 

are yet to be determined in any significant 

detail and for which demand/feasibility is 

unproven. 

18.4. The total capital cost of the programme 

identified to date across all scheme promoters is 

£8bn. Of this a total of ~£3.8bn funding has been 

identified, much of which is subject to approvals 

processes. 

18.5. Of the £4.2bn overall funding gap £0.3bn is for 

schemes in the ‘Studies & Development’ 

category, which is cost based on an indicative 

20% allowance of the total anticipated capital 

cost of these schemes. For some schemes this 

indicative allowance will be too high, but on 

other complex long term schemes (such as larger 

rail based schemes) this may be insufficient. 

However, for general planning purposes the 

percentage allowance provides a guide value. 

Development on many of these schemes will not 

start for some years and it is to be expected that 

studies funding would not yet be identified. 

Nevertheless the value of identifying them at 

this stage enables synergistic opportunities to be 

exploited if, as, and when developments or 

other schemes come forward. 

18.3. All schemes are also classified as one of the 

following: 

 

Committed: A scheme which may not be 

wholly funded but is at least substantially 

funded with a reasonably high degree of 

confidence that the required funding gap 

can be met. 

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29 

18.6. Of the 83 Committed schemes, with a total 

capital cost of £5.9bn, the majority are partially 

funded. We have identified 59% of the required 

funding across all schemes and a substantial 

component of the funding gap has targeted 

funding sources (of some £2.1bn), including: 

 

Various rail schemes in Birmingham and

Coventry which provide rail capacity for the 

benefit a wider area, and which require 

some £410m of additional funding (for 

which a mixture of Network Rail and private 

sector funding will be pursued); 

Some £759m of funding for Metro 

extensions which, in-line with the agreed 

November 2015 Devolution Deal, will be 

put to Government with supporting 

business cases for further consideration; 

schemes into larger more closely coordinated 

programmes, and where funding is unlikely to be 

identifiable to push these delivery aspirations to 

a pre-development ‘waiting list’. 

18.10. Critically as spatial development plans continue 

to be reviewed and further information emerges 

from the Midlands Connect studies (such the Rail 

Hub and Motorway Box) opportunities for 

further strategic alignment can be considered. 

 

 

 

Just over £590m of required funding to 

support UK Central Infrastructure and 

Interchange works, for which detailed 

commercial and grant proposals are being 

developed in partnership with all 

stakeholders; 

Circa £85m to support improvements to the 

Bromford Gyratory in Birmingham for 

which further Government / LEP and 

developer grants and agreements will be 

sought; and 

Circa £160m for highways and cycle 

schemes in Coventry for which a mixture of 

developer and national funding grants (DfT 

and / or Highways England) will be 

considered and pursued if appropriate. 

18.7. The total capital cost of the 78 identified 

Potential schemes is some £1.7bn with £0.2bn of 

funding identified. The related funding gap is to 

be expected as many of these schemes will be 

subject to feasibility and business case 

development, including identifying funding. 

18.8. The total delivery activity profile peaks in 2019, 

which coincides with some of the peak delivery 

activity by Highways England and HS2 Ltd. This 

underlines the Network Resilience challenge and 

the need to closely coordinate delivery plans in 

order to minimise disruption. 

18.9. Future iterations of the delivery plan will include 

further work to identify opportunities to narrow 

the funding gap and consolidate identified 

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30 

18.11. The significant majority of schemes within the 

10 Year Delivery Plan are currently being 

developed to Outline / Final Business Case Stage. 

Where funding is predicated upon approval of an 

acceptable final business case, the funding for 

the scheme will largely be considered as 

‘unsecure’ despite the fact that there may be a 

non-binging agreement that funding will be 

granted upon submission of a suitable business 

case. Specific examples include the Brierley Hill 

and HS2 Interchange (East Birmingham to 

Solihull Metro) where the government “supports 

the work of the WMCA Board to develop a 

delivery plan, encompassing the Metro 

extensions in order to realise the full benefits of 

HS2”. 

18.12. A significant exception to the above, relates to 

the £1.5bn of WMCA borrowing underpinning 

the Investment Programme transport schemes. 

Despite these schemes also being required to 

pass through the WMCA Assurance process in 

advance of formal award of funding, the 10 Year 

Delivery plan assumes that WMCA Borrowing for 

those named schemes is ‘secure’. This is because 

those schemes are included within an endorsed 

WMCA Programme and the income 

underpinning the borrowing is understood. 

18.13. The following figures set out infrastructure 

development and planning assumptions which 

have been used to inform the development of 

this first delivery plan.

Transport 

Delivery 

Corridors 

(with major 

land use 

sites) 

Page 171 

The maps used are based upon Ordnance Survey material with the permission of Ordnance Survey on 

behalf of the Controller of Her Majesty's Stationery Office © Crown copyright. 

Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil 

proceedings. 

TfWM. 100019543 2017. 

31

Birmingham 

and Solihull 

Infrastructure 

Planning 

Development 

Pressure 

Assumptions 

Page 172 

The maps used are based upon 

Ordnance Survey material with the 

permission of Ordnance Survey on 

behalf of the Controller of Her 

Majesty's Stationery Office © 

Crown copyright. 

Unauthorised reproduction 

infringes Crown copyright and may 

lead to prosecution or civil 

proceedings. 

TfWM. 100019543 2017. 

32

Coventry 


Planning 

Development 

Pressure 

Assumptions 

Page 173 

The maps used are based upon Ordnance Survey 

material with the permission of Ordnance Survey 

on behalf of the Controller of Her Majesty's 

Stationery Office © Crown copyright. 

Unauthorised reproduction infringes Crown 

copyright and may lead to prosecution or civil 

proceedings. 

TfWM. 100019543 2017. 

33

The Black 

Country 


Planning 

Development 

Pressure 

Assumptions 

Page 174 

The maps used are based upon Ordnance 

Survey material with the permission of 

Ordnance Survey on behalf of the Controller 

of Her Majesty's Stationery Office © Crown 

copyright. 

Unauthorised reproduction infringes Crown 

copyright and may lead to prosecution or civil 

proceedings. 

TfWM. 100019543 2017. 

34







Report title 




Executive 

Accountable 

Employee 

Street Works - Permit Schemes on West 

Midlands Roads 

Councillor Roger Lawrence – Transport 

Keith Ireland, Managing Director - Wolverhampton 


Tel: 01902 554500 

Mark Corbin, Key Route Network Manager - TfWM 

Email: mark.corbin@tfwm.org.uk 

Tel: 0121 214 7355 

Report has been 

considered by 

STOG on 6 March 2017 



1. Agree the need for a common set of principles for permit schemes covering the Key Route 

Network to be in place by end of April 2017. 

2. Agree the need to achieve cost efficiencies during the business case development phase 

along with consideration of common back office functions. 

3. Agree that across the WMCA area local constituent authorities should either adopt the West 

and Shires Permit Scheme (WaSPS) or the Birmingham Scheme. 

4. Agree that a project schedule setting out the activities to support successful introduction of 

the permit schemes should now be developed, with the Traffic Managers Group supported 

by the relevant reporting back to the designated STOG lead Stuart Everton. 

5. Note the progress made on agreeing the introduction of permit schemes across the WMCA 

area by October 2018. 

Page 175



1.0 Purpose 

1.1 This report provides an update on progress regarding the introduction of permit schemes 

across the West Midlands Combined Authority (WMCA) area. It was agreed at STOG on 

30 January 2017 that the options for investigating the introduction of permit schemes should 

be further explored. 


2.1 The introduction of Permit Schemes on roads in the West Midlands is a key priority for 

ensuring that the network across the area continues to be managed effectively, reducing 

disruption and improving journey quality and time for our customers. The scheme will allow 

for greater coordination of road works, with the potential to reduce impacts thereby enabling 

improved performance and better network resilience. The previous approval from STOG 

provided the mandate for the Key Route Network Manager and the Traffic Managers 

Group, to specifically investigate the following options: 

1) Each authority to be operating a permit scheme on the KRN with a unified set of 

conditions by April 2018. 

2) WMCA to operate a permit scheme (Back Office) with local authorities carrying 

out inspection/enforcement processes by April 2018. 

3) Each authority adopts the current scheme promoted by Birmingham, potentially 

renamed as West Midlands Combined Authority Permit Scheme (WM-CAPS) by 

April 2018. 

2.2 Programme Board should note that the introduction of a permit scheme empowers highway 

authorities to impose conditions (e.g. traffic management, diversions, working hours) and 

the associated permit fee provides a mechanism to fund the service and invest any surplus 

into managing traffic in the future. The feedback that we’ve had from across the country 

indicates that the process of introducing permit schemes could take up to 18 months. 

3.0 Impact on the Delivery of the Strategic Transport Plan 

3.1 The impact of the contents of this report on delivery of the 15 STP 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 

3.2 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 5 – To help make economic centres attractive places where people wish to be. 

 

Policy 6 – To improve connections to areas of deprivation. 

Page 176



 

Policy 8 – To improve connections to new housing development locations to help 

them flourish, primarily through sustainable transport connections. 


4.1 The report deals with permit schemes on the KRN which is located within the constituent 

authority area, but will serve to improve connectivity across the wider WMCA through cross 

boundary links to access the Strategic Road Network. 

5.0 The National Picture 

5.1 On Tuesday 14 February 2017, a meeting was convened at Summer Lane with the various 

representatives from WMCA, local constituent authorities, the Department for Transport and 

Joint Authorities Group (UK). 

5.2 The meeting provided an opportunity to gather information about the national picture as it 

relates to permit schemes. The Department for Transport provided an overview of 

approaches being taken across the country by the 90 schemes currently in place. It was 

noted that an evaluation of these schemes is currently underway with completion scheduled 

for November 2017. This however should not impede the introduction of any new schemes. 

It was also reported that Transport Minister Andrew Jones is very much in favour of permit 

schemes being used to help effectively manage the road network for the benefit of road 

users. 

5.3 David Capon of Joint Authorities Group UK, provided attendees with useful information 

regarding how to design a scheme and the matters that needs to be considered including 

costs, staff, key performance indicators and other areas. 

6.0 Examining WaSPS and the Birmingham Scheme 

6.1 The previous report to STOG identified the status of permit schemes across the WMCA 

area. The emerging Birmingham Scheme and the West and Shires Permit Scheme 

(WaSPS) were the two most relevant to the Combined Authority. Prior to convening the 

above meeting, WMCA commissioned a report to examine the key differences between the 

two schemes. The report concluded that the two permit schemes have broad similarities 

with the main difference being the fee scale. This was not considered to be a major issue 

amongst the partners. This report is included in Appendix A. 

7.0 Constituent authorities perspective on the options 

7.1 The three options for further investigation were discussed extensively by all partners. It was 

agreed that the best option to progress at this stage would be for WMCA to support its 

constituent authorities as they introduce permit schemes to cover the KRN and other local 

roads by October 2018, accompanied by a common set of principles. 

7.2 There was initial consideration about these principles and further discussion and agreement 

will be required. 

7.3 The principles may include the following: 

Improving planning to support efficient movement on the KRN. 

Collaborative working to reduce the impact on the West Midlands economy. 

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Supporting WMCA vision for better connected and more prosperous West 

Midlands. 

Reducing year on year reduction in the number of days of disruption. 

Using existing transport capacity more effectively to provide greater reliability and 

average speeds for movement of people and goods. 

Maximising the opportunities for better use of activity data sharing and smarter 

communication methods through the use of a common platform. 

7.4 The input from Warwickshire County Council’s Keith Davenport suggested that the 

recruitment of staff is one of the critical factors likely to be encountered, amongst others. It 

was suggested that a year to complete the full process of introducing permit schemes was 

insufficient time, hence an 18 month period was accepted as more realistic but still 

challenging. 

7.5 It should be noted that the examples from around the country indicate that a single permit 

scheme in an area is not required to achieve the overall objectives. With Coventry already 

operating WaSPS and Birmingham introducing a scheme, the best solution at this stage, 

would be for remaining authorities to join one or the other of these two schemes. The 

examples of Greater Manchester and Transport for London provide a mixed picture in terms 

of the success of a single scheme and there is significant duplication across both. 

7.6 Therefore, constituent authorities will have the first option to introduce a scheme but WMCA 

will however retain the right to introduce a permit scheme using its powers. 

7.7 Most constituent authorities cited a preference for the WaSPS scheme but there was no 

firm decision taken on this. It was agreed that constituent authorities will explore cost 

efficiencies in developing business cases – especially those in the Black Country; and set 

out as part of this, how any common back office function could be introduced. 


8.1 The above initial principles along with others and any subsequent implications and 

mechanisms for monitoring, should be further discussed and agreed with all partners. It is 

also essential that a plan for taking forward this activity is now developed with the Traffic 

Managers Group and progress is reported back to the relevant STOG lead Stuart Everton. 


9.1 There are no financial implications arising from this report 


10.1 There are no legal implications arising from this report 


11.1 The introduction of permit schemes are likely to have a positive impact on users of the 

highways network. Through reduce disruption and better planning of activities it is likely 

that the impact on all users should be less. There may be some negative disruption to 

people with disabilities and older age groups where works are planned in areas of high 

pedestrian traffic. 

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Page 179


West Midlands Key Route 

Network: WaSPS & BCC 

Permit Schemes Review 

Briefing Note 

7 February 2017 

Page 181

Mott MacDonald 

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West Midlands Key Route 

Network: WaSPS & BCC 

Permit Schemes Review 

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Permit Schemes Briefing Note (002).docx 

Mott MacDonald 

Briefing Note 

7 February 2017 

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Mott MacDonald | West Midlands Key Route Network: WaSPS & BCC Permit Schemes Review 

Briefing Note 

Issue and Revision Record 

Revision Date Originator Checker Approver Description 

A 7/2/17 Alex 

Clewett 

Carl Beet 

Paresh 

Shingadia 

Draft report 

Document reference: 361104 | 1 | A 

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Briefing Note 

Contents 

1 Introduction 1 

2 Key Objectives 2 

2.1 WaSPS (West and Shires Permit Scheme): 2 

2.2 BCC (Birmingham City Council) Scheme: 2 

2.3 Summary 2 

3 National Conditions 3 

3.1 Date Constraints 3 

3.2 Time Constraints 3 

3.3 Material and Plant Storage 3 

3.4 Road Occupation Dimensions 3 

3.5 Traffic Space Dimensions 3 

3.6 Road Closure 3 

3.7 Light Signals, Shuttle Working and Traffic Management Changes 4 

3.8 Work Methodology 4 

3.9 Consultation and Publicity 4 

4 New Roads and Street Works Act (NRSWA) 1991 5 

4.1 Disapplied in both WaSPS and BCC: 5 

4.2 Modified in WaSPS and BCC: 5 

4.3 Modified in BCC only: 6 

5 Key Performance Indicators and Operational Metrics 7 

5.1 WaSPS: 7 

5.1.1 Operational Guidance Metrics 7 

5.1.2 Parity of treatment will be demonstrated through the following KPIs: 7 

5.2 BCC: 7 

5.2.1 KPIs 8 

5.3 Summary 8 

6 Activities Requiring a Permit 9 

6.1 WaSPS: 9 

6.2 BCC: 9 

6.3 Summary 9 

7 Scope 11 

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Briefing Note 

7.1 WaSPS: 11 

7.2 BCC: 11 

7.3 Summary: 11 

8 Permit Charges 12 

8.1 WaSPS: 12 

8.2 BCC: 12 

8.3 Summary: 12 

9 Red Amber Green (RAG) Assessment 14 

9.1 Summary 15 

Appendices 16 

A. Permit Fees 17 

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Mott MacDonald | West Midlands Key Route Network: WaSPS & BCC Permit Schemes Review 1 

Briefing Note 

1 Introduction 

This section will provide a brief summary of what Permit Schemes are and why they are 

important to the Key Route Network. 

Permit schemes are a function used by local authorities to regulate where and when necessary 

work is completed to the highway network and by whom, usually with the objective of minimising 

disruption to road users and ensuring safety procedures are carried out at all times. They were 

introduced by Part 3 of the Traffic Management Act 2004 (TMA) to improve authorities’ abilities 

to minimise disruption from street and highway works. 

Permit schemes provide an alternative to the ‘notification system’ of the New Roads and 

Street Works Act 1991 (NRSWA). Instead of informing a street authority about its intention to 

carry out works in the area, a utility company would need to book time on the highway through 

a permit as would a highway authority for its own works. 

The national guidance for permit scheme regulations is the DfT’s ‘Statutory Guidance for 

Highway Authority Permit Schemes’, first published in 2007 and amended in 2015 to reflect 

The Deregulation Act 2015, passed by the Secretary of State. This Act has meant that 

highway authorities in England now have the legal authority to create their own permit 

schemes and vary or revoke existing schemes, which has resulted in the two permit schemes 

operating in the West Midlands we see today. 

These two permit schemes currently utilised by local authorities within the West Midlands 

Combined Authority are the WaSPS (West and Shires Permit Scheme) and Birmingham City 

Council’s (BCC) own scheme. Coventry City Council and Warwickshire County Council have 

joined WaSPS, with the remaining West Midlands Local Authorities yet to choose a scheme. 

It is, therefore, important to understand the differences, however subtle, between the WaSPS 

and BCC Schemes, as interpretation of this different legislation will provide a key challenge in 

managing the West Midlands’ Key Route Network. 

This Briefing Note outlines the key objectives of each scheme, their relationship to the NRSWA 

upon which they are largely based, their respective Key Performance Indicators (KPIs), the 

activities for which a permit is required under each scheme and each scheme’s respective 

charges. 

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Briefing Note 

2 Key Objectives 

The following section summarises the main objectives of the two permit schemes and the key 

differences between them. 

2.1 WaSPS (West and Shires Permit Scheme): 

● To increase the efficient running of the highway network by minimising the disruption and 

inconvenience caused by road works and other highway events and activities through 

proactive management of activities on the highway 

● To improve the quality and timeliness of information received from all activity promoters to 

increase and improve the publicly available data for integration into the Council-wide travel 

information 

● To encourage a proactive approach to planning and undertaking of works on the highway 

from promoters and thus lessen the impact of activities on road users 

● To protect the structure of the street and the integrity of the apparatus in it 

● To ensure safety of those using the street and those working on activities that fall under the 

Scheme, with particular emphasis on people with disabilities 

● To ensure parity of treatment for all activity promoters particularly between statutory 

undertakers and highway authority works and activities 

2.2 BCC (Birmingham City Council) Scheme: 

● A reduction in safety hazards and risk of incidents occurring in and around works sites 

● A reduction in the adverse impact of works on local residents and/or businesses 

● A reduction in the adverse impact of works on disabled people and/or public transport users 

● Targeted work to help delivery of a national infrastructure project 

● Protection of the structure of the street and apparatus within it, in a way that helps manage 

long-term maintenance costs 

● Better information for road users about works in the highway 

● Greater compliance with highways legislation by works promoters 

● Greater cooperation and collaboration between different works promoters 

● Greater adoption of minimally invasive works methods, and measures to mitigate the impact 

of excavations 

● Reduction in the environmental impact of works (less noise, greater cleanliness, more 

recycling of materials etc.) 

● Increased productivity of the Local Authority’s own highway service teams 

2.3 Summary 

Whereas the key focus of the WaSPS is on maintaining efficiency of the road network and 

minimising disruption, the BCC Scheme places more importance on national policy compliance 

and improving long-term infrastructure, with the effects of HS2 implicitly mentioned. However, 

the objectives of both schemes are broadly similar and ensuring maximum levels of safety are 

of the utmost importance in both schemes. 

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Briefing Note 

3 National Conditions 

Both the WaSPS and BCC Scheme subscribe to the Permit Scheme Conditions set out in the 

DfT’s ‘Statutory Guidance for Highway Authority Permit Schemes’ 2015. This section shall 

provide an overview of these in order to summarise how any permit scheme must operate to be 

conducive to these guidelines. 

3.1 Date Constraints 

● Activities must not commence before the proposed start date and must end by the estimated 

end date. 

● In the case of Immediate works, works must not begin prior to the actual start date contained 

in the application. 

3.2 Time Constraints 

● Activities must only take place between the scheduled start and end times previously agreed 

with the local highway authority. 

● There is currently no condition attached to out of hours work. If works take place beyond the 

scheduled working day, then the local highway authority must be notified. 

3.3 Material and Plant Storage 

● All remaining excavated or stored backfill materials and/or any unemployed plant must be 

removed from the public highway within an agreed time period or by the stipulated end of 

working hours. 

● Materials and plant that will not be utilised within the working day should be stored within or 

outside the defined working space. 

● These conditions should be location-specific and only applied if materials may cause 

congestion. Reasoning should be given as to why either of these condition are applied. 

3.4 Road Occupation Dimensions 

● Activities shall only occur within the previously defined area, including the relevant and 

required signing, lighting and guarding, excluding advance warning and diversionary signs. 

● This condition should be attached to permits where the works site is restricted to an agreed 

area, or is restricted to the footway only. 

3.5 Traffic Space Dimensions 

● Activities must maintain space for pedestrians and vehicles at specified times. 

● This condition should only be attached to permits where it is necessary to maintain the 

footway/carriageway dimensions in excess of the statutory minimum. 

3.6 Road Closure 

● Activities shall only take place when the specific road or section of road in question is closed 

to traffic. 

● It may be necessary to maintain residential or commercial access during scheduled works. 

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3.7 Light Signals, Shuttle Working and Traffic Management Changes 

● Activities or relevant parts thereof shall only take place when temporary traffic control is 

deployed, either through the use of Portable Signals, Stop & Go or manually. 

● If there are necessary changes to the proposed traffic management, the works promoter 

must notify the authority before these changes are made. 

● These traffic management arrangements must also be in place for the duration of the works. 

● Portable traffic signals must be removed within four hours of works completion. 

● These conditions should only be utilised if the local highway authority deems there to be a 

need for traffic management over and above that detailed within the Safety Code of Practice. 

3.8 Work Methodology 

● The works methodology employed throughout the duration of the activities must be 

described and agreed with the local highway authority. 

● This methodology must be agreed in advance between both parties and must be specific to 

the circumstances of the particular works. 

● If it becomes clear that the agreed methodology cannot be used, then the promoter must 

contact the authority as soon as possible to discuss an alternative agreed methodology. 

Multiple aspects of this methodology may be used at once. 

3.9 Consultation and Publicity 

● Activities shall not take place unless a site information board prominently displaying the 

permit reference number is on the site at all times for the duration of the works. 

● For Immediate works, this applies from 10am on the next working day onwards. 

● The board must not be placed so that it obstructs footways or carriageways. 

● Multiple information boards may need to be displayed for larger sites, which should be 

agreed between the promoter and local highway authority. 

● All individual properties and businesses on relevant roads must also be notified as to the 

nature and duration of the works, the intended start date and the contact details of a 

representative of the promoter. 

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Briefing Note 

4 New Roads and Street Works Act 

(NRSWA) 1991 

Both the WaSP Scheme and BCC Scheme replace the current ‘noticing’ system for works 

taking place on the highway, detailed in the NRSWA. Certain provisions of the NRSWA have 

been disapplied or modified within WaSPS and BCC, which include: 

4.1 Disapplied in both WaSPS and BCC: 

● S53 The street works register: Permit Scheme Regulations provide similar provisions for 

permit registers. 

● S54 Advance notice of certain works: Replaced by applications for provisional advance 

authorisation. 

● S55 Notice of starting works: Replace by applications for permits. 

● S56 Power to direct timing of street works: Replaced by permit conditions and variations, 

including those initiated by the permit authority. 

● S57 Notice of emergency works: Replaced by applications for immediate activities. 

● S66 Avoidance of unnecessary delay or obstruction: Replaced by equivalent provisions for 

permit authorities to require promoters in breach of the permit requirements to take remedial 

action and failing that for the authority to act. 24-hour compliance period to be replaced with 

a requirement for promoters to comply within a reasonable specified period determined by 

the circumstances. 

4.2 Modified in WaSPS and BCC: 

● S58 Restriction on works following substantial road works: The authority’s ability to issue 

permits with start and end dates replaces directions to start work covered in S58(5) to (78). 

The Permit Scheme Regulations provide the equivalent of S58A powers by allowing 

authorities to take into account whether promoters responded to the S58 notice by 

submitting an application for their planned activities. 

● S58A Restriction on works following substantial street works: Schedule 3A is modified to 

work in conjunction with permits. 

● S64 Traffic-sensitive streets: Permit Scheme Regulations provide that permit applicants are 

notified of proposals to designate streets as traffic-sensitive streets. 

● S69 Works likely to affect other apparatus in the street: Permit Scheme Regulations create 

an equivalent requirement on highway authority promoters. 

● S74 Charge for occupation of the highway where works are unreasonably prolonged: Permit 

Scheme Regulations make provision to operate in parallel with permits. 

● S88 Bridge, bridge authorities and related matters: Modified to work in conjunction with 

permits. 

● S89 Public sewers, sewer authorities and related matters: Modified to work in conjunction 

with permits. 

● S90 Provisions as to reinstatement of sewers, drains or tunnels: Modified to work in 

conjunction with permits. 

● S93 Works affecting level crossings or tramways: Modified to work in conjunction with 

permits. 

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Briefing Note 

4.3 Modified in BCC only: 

● S73 Reinstatement affected by subsequent works 

● S105 Minor definitions 

● Schedule 3A Street works licenses 

It is unclear what these modifications are, but these must be clarified as a matter of priority. 

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Briefing Note 

5 Key Performance Indicators and 

Operational Metrics 

This section looks at the Key Performance Indicators (KPIs) and other Operational Metrics used 

to quantify the performance of the two permit schemes, also providing a summary of the 

differences. 

5.1 WaSPS: 

The performance metrics within WaSPS are based on Operational Metrics and Key 

Performance Indicators that will enable permit authorities to monitor their own performance and 

continuous improvement year on year. 

KPIs and Operational Metrics will be published monthly by individual WaSP scheme authorities 

and will be made available in a raw format (without additional analysis) on their websites and at 

performance and coordination meetings. 

Each individual Permit Authority will produce an annual report to evaluate the scheme 

objectives within their operational area as detailed below. 

5.1.1 Operational Guidance Metrics 

● Number of overrun incidents 

● Average road occupancy and number of days of reduced occupation 

● Number of collaborative works and the days of saved occupation 

● The number of refused permits by refusal reason 

● Number of cancellations as a percentage of granted permits 

● First time permanent reinstatements 

● Category A ‘in progress’ inspection results 

● Permit condition inspection results 

5.1.2 Parity of treatment will be demonstrated through the following KPIs: 

● KPI 1 – The number of permit and permit variation applications received, the number granted 

and the number refused 

● KPI 2 – The number of conditions applied by condition type 

● KPI 3 – The number of approved extensions 

● KPI 4 – The number of occurrences of reducing the application period (‘early start’ requests) 

5.2 BCC: 

The authority will establish an internal monitoring group, which includes the Traffic Manager to 

monitor and evaluate the Permit Scheme to ensure that it demonstrates parity of treatment for 

all Promoters, particularly between Statutory Undertakers and the Authority’s own activities and 

Promoters. 

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Briefing Note 

To review the effectiveness of the Permit Scheme, KPIs will be used to monitor and evaluate 

the scheme. These reviews will typically be undertaken annually, and where possible interim 

reviews will be undertaken to assess the effectiveness of the scheme. 

The KPIs listed below may change as and when they are updated by HAUC England so as to 

maintain compliance with new legislation. 

5.2.1 KPIs 

● 1 – Works Phases Started (Base Data) 

● 2 – Works Phases Completed (Base Data) 

● 3 – Days of Occupancy Phases Completed 

● 4 – Average Duration of Works 

● 5 – Phases Completed Involving Overrun 

● 6 – Number of Deemed Permit Applications 

● 7 – Number of Phase One Permanent Registrations 

5.3 Summary 

There are some fundamental differences between the KPIs used under WaSPS and the BCC 

Scheme. 

WaSPS reports on many more metrics through the production of an annual report, with the 

metrics detailed in section 4.1.1 largely concerning the operational performance of promoters 

who have been granted a permit. In addition, four basic KPIs are used to assess overall figures 

and to demonstrate parity of treatment between promoters. 

The BCC Scheme, meanwhile, monitors progress through a set of seven generalised KPIs, 

largely using base data for numbers of work phases and permit applications. 

Hence, although the KPIs used by both schemes are broadly similar, the WaSPS is more 

detailed in regard to the operational performance of the permit scheme, with there only being a 

small number of cross overs such as permit application numbers, days of occupancy and 

permanent registrations. 

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Briefing Note 

6 Activities Requiring a Permit 

This section provides an overview of all the activities requiring a permit within the two schemes, 

and summarises the differences. 

6.1 WaSPS: 

For the purposes of the WaSP Scheme Specified Works are “registerable activities” as defined 

in The Street Works regulations 2007 and any subsequent amendments. This applies equally to 

street works as defined by Section 48(3) of NRSWA and works for road purposes as defined by 

Section 86(2) of NRSWA. For clarity the following works are registerable for all promoters and 

information related to them has to be recorded on the register and may only take place with a 

valid permit: 

● all activities that involve the breaking up or resurfacing of any street 

● all activities that involve the opening of the carriageway or cycleway of traffic-sensitive 

streets at traffic-sensitive times 

● all activities that require the use of any form of temporary traffic control as defined in the 

Code of Practice for Safety at Street Works and Road Works 

● all activities that reduce the number of lanes available on a carriageway of three or more 

lanes 

● all activities that require a temporary traffic regulation order or notice, or the suspension of 

pedestrian crossing facilities 

● all activities that require a reduction in width of the existing carriageway of a traffic-sensitive 

street at a traffic-sensitive time 

6.2 BCC: 

The Permit Scheme controls the following activities undertaken on the public highway: 

● Street works as in part 3 of the NRSWA, except for works by licensees under section 50 of 

NRSWA 

● Works for road purposes as defined by section 86 of NRSWA 

● Other activities that may be introduced under future regulations 

6.3 Summary 

The list of permit-requiring activities is broadly similar in both schemes and is based upon the 

NRSWA guidelines. Both schemes are referring to the same part of the NRSWA when they 

refer to Section 48(3) and Part 3, with ‘street works’ defined as “works of any of the following 

kinds (other than works for road purposes) executed in a street in pursuance of a statutory right 

or a street works licence- 

(a) placing apparatus, or 

(b) inspecting, maintaining, adjusting, repairing, altering or renewing apparatus, changing 

the position of apparatus or removing it, 

or works required for or incidental to any such works (including, in particular, breaking up or 

opening the street, or any sewer, drain or tunnel under it, or tunnelling or boring under the 

street). 

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Briefing Note 

However, it is unclear whether those working under a ‘street works licence’ as detailed in 

section 50 of the NRSWA are controlled by the WaSPS permit scheme. Such workers are 

explicitly excluded by the BCC Scheme, however no reference is made to Section 50 in 

WaSPS. 

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Briefing Note 

7 Scope 

It is also important to know exactly where is covered by a permit scheme. Both schemes use the 

National Street Gazetteer (NSG) to identify relevant streets, and follow the guidelines set out in 

the DfT’s ‘Statutory Guidance for Highway Authority Permit Schemes’ 2015. 

7.1 WaSPS: 

● The ‘specified area’ for the purposes of each authority operating the WaSPS will be the 

geographical area encompassed by that local authority’s boundary 

● All streets maintained by, or on behalf of, the local authority are included within this scheme 

● Trunk roads and motorways for which Highways England is the highway authority are not 

included in this scheme 

● Privately maintained streets are not included in this scheme but will be added if they are 

subsequently adopted by the highway authority and will be shown on the NSG 

● Streets may be designated as ‘traffic-sensitive’ or ‘strategically significant’, with these terms 

used interchangeably unless a difference is indicated; permits on these streets will be 

charged at a higher price band. 

7.2 BCC: 

● The Permit Scheme is a Single Authority Scheme for Birmingham City Council and will 

operate across the whole of the area encompassed by the Authority’s boundary 

● The Permit Scheme will apply to all streets for which Birmingham City Council is the 

Street/Permit Authority 

● Trunk roads and motorways for which Highways England is the Highway Authority are not 

included in the BCC Permit Scheme 

● Privately maintained streets are not included in the Permit Scheme, however they will be 

added if they are subsequently adopted by the Authority and shown as maintainable within 

the NSG 

● Streets will be numerically categorised by their traffic senstitivity, with 0-2 being ‘traffic 

sensitive’ and 3-4 being ‘non-traffic sensitive’. On traffic sensitive streets, the duration of the 

activity will exactly match the time from the start date to the end date; on non-traffic sensitive 

streets, the permit will be issued with a start and end date that is more flexible. 

7.3 Summary: 

Both schemes follow the same guidelines and distinguish streets between ‘traffic sensitive’ and 

‘non-traffic sensitive’. The WaSPS also uses the term ‘strategically significant’, however this is 

interchangeable with ‘traffic sensitive’. Permit Scheme charges are based on this classification, 

with permits on traffic-sensitive streets being more expensive to reflect the extra disruption 

highway works will create in these locations. 

With regard to the West Midlands, it is important that the Key Route Network is designated as 

being ‘traffic sensitive’ or ‘strategically significant’ if it has not already. TfWM should be 

consulted on this should remaining Local Authorities join either WaSPS, the BCC Scheme or a 

newly developed scheme. 

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Briefing Note 

8 Permit Charges 

This section summarises the legislation provided for charging permit scheme fees and the 

discounts available. Full permit scheme fee tables are available in Appendix A. 

8.1 WaSPS: 

The WaSP Scheme Permit Authorities will set their fee levels independently of each other, in 

accordance with the DfT document Permit Fees Guidance (July 2008), and the Additional 

Advice Note – for developing and operating future permit schemes (January 2013), and in 

accordance with the maximum fee levels specified in Regulation 30. Income from the scheme 

will only be used to meet the allowable costs of running the scheme. 

A minimum discount of 50% will be applied in the following situations: 

● Collaborative Works 

● Multiple Applications for Single Activity 

● New Connections 

● Working only outside traffic sensitive times 

● Innovation 

● Economic Development 

An example of Warwickshire County Council’s fee structure is provided in Appendix A. 

8.2 BCC: 

To meet the costs of introducing and operating the Permit Scheme, Regulation 30 gives the 

Authority the power to charge a fee. BCC’s fee policy is set out in Appendix A. 

Discounts will be provided in the following situations to the indicative levels provided: 

● Collaborative Works (30%) 

● Trial holes (free) 

● Sample Inspection performance for categories B and C exceeding 95% in consecutive 

quarters (15%) 

● Multiple Applications for Single Activity (10%) 

● Working only outside traffic sensitive times (Reduction but no indication of level) 

8.3 Summary: 

In almost every case, Warwickshire’s Permit Scheme, which has been conceived through 

WaSPS, has lower fees than the BCC Scheme. This is particularly noticeable in regard to the 

cost of PAAs (Provisional Advance Authorisations), which are £46 or £55 for Warwickshire, but 

£66-£103 for BCC. Major (10+ days) permits also cost between £91 and £141 for Warwickshire, 

and £112-£215 for BCC. 

Discounts available to promoters are also much higher under the Warwickshire scheme, with 

the minimum discount available set at 50% for a variety of situations. Under the BCC Scheme, 

the largest discount available is 30% for collaborative working. 

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Briefing Note 

It is clear, therefore, that the BCC Scheme charges higher fees than the Warwickshire Scheme, 

but this may not be the case for all WaSP Schemes as local authorities are allowed to set their 

own fees within this model. 

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Briefing Note 

9 Red Amber Green (RAG) Assessment 

Below is a RAG Assessment Table comparing various elements of each permit scheme and 

how critical their respective differences are. If they are broadly similar, this results in a Green 

score. If they have quite substantial differences but also similar elements then this results in an 

Amber score. If they are clearly very different with no real similarities, then this results in a Red 

score. 

Table 1: RAG Assessment 

Element WaSPS Policy BCC Policy Issue Severity 

Scheme 

Development 

Objectives 

Relationship 

to NRSWA 

1991 

Key 

Performance 

Indicators 

Early starts? 

Conditions 

● 

● 

● 

● 

● 

New Roads and Street Works Act 

1991 

Traffic Management Act 2004 Part 

3 

Traffic Management Permit 

Scheme Regulations Statutory 

Instruments 2007 No. 3372/ 2015 

No. 958 

DfT Statutory Guidance for 

Permits 2008 

Permit Schemes – Additional 

Guidance 2013 

● Disability Discrimination Act 1995 

Part 5a Section 49a 

Focus on efficiency, minimising 

disruption and safety 

Multiple disapplications and 

modifications as outlined above 

● 

● 

● 

● 

KPI 1 – The number of permit and 

permit variation applications 

received, the number granted and 

the number refused 

KPI 2 – The number of conditions 

applied by condition type 

KPI 3 – The number of approved 

extensions 

KPI 4 – The number of 

occurrences of reducing the 

application period (‘early start’ 

requests) 

(Plus 8 Operational Guidance Metrics) 

Allowed under certain conditions, must 

be agreed with the Permit Authority 

Those set out in the DfT Statutory 

Guidance for Permit Schemes, plus 

additional conditions for exceptional 

● 

New Roads and Street Works 

Act 1991 

● Traffic Management Act 2004 

Part 3 

● 

● 

Traffic Management Permit 

Scheme Regulations 

2007/2015 

DfT Statutory Guidance for 

Permits 

Focus on safety, compliance and 

improved long-term infrastructure 

Multiple disapplications and 

modifications as outlined above 

but additional modifications of 

S73, S105 and Schedule 3A 

● 

● 

● 

● 

● 

● 

● 

1 – Works Phases Started 

(Base Data) 

2 – Works Phases Completed 

(Base Data) 

3 – Days of Occupancy 

Phases Completed 

4 – Average Duration of Works 

5 – Phases Completed 

Involving Overrun 

6 – Number of Deemed Permit 

Applications 

7 – Number of Phase One 

Permanent Registrations 

Allowed under certain conditions 

Those set out in the DfT Statutory 

Guidance for Permit Schemes 

G 

G 

A 

A 

G 

G 

Page 199 

361104 | 1 | A | 7 February 2017 



Briefing Note 

Element WaSPS Policy BCC Policy Issue Severity 

Permit Fees 

(Appendix A) 

Application 

Response 

Times 

circumstances and immediate 

activities 

(For Warwickshire WaSPS) 

● PAA £46/£55 

● Major (10+ days) £91/£141 

● Major (4-10 days) £46/£81 

● Major (1-3 days) £28/£41 

● Standard £46/£81 

● Minor £28/£41 

● Immediate £25/£36 

● Variations £35/£45 

Same 

Sanctions ● Issue a notice to take Remedial 

Action 

● 

● 

Issue a Fixed Penalty Notice 

Prosecution 

Source: Mott MacDonald 2017 

9.1 Summary 

● PAA £66-£103 

● Major (10+ days) £112-£215 

● Major (4-10 days) £65-£127 

● Major (1-3 days) £32-£63 

● Standard £65-£127 

● Minor £32-£63 

● Immediate £29-£60 

● Variations £35-£45 

Same 

A 

G 

● Issue a Fixed Penalty Notice 

● Prosecution 

G 

From the above table, it is clear that the two permit schemes have broad similarities, with only 

three amber issues and no red issues. However, these three elements must be considered in 

detail as they could provide issues for management of the Key Route Network for the West 

Midlands Combined Authority (WMCA). 

The BCC Scheme has modified three parts of the NRSWA, with these being sections 73 and 

105 and Section 3A. It is unclear what these modifications are, but these must be clarified as a 

matter of priority. 

Secondly, the Key Performance Indicators are quite different for each scheme, however this 

could be a positive thing if a wider scheme for the whole of the WMCA is developed. A finalised 

set of KPIs should be developed which can be measured across the whole WMCA area. 

Finally, the permit fee scale is quite different for the WCC WaSPS and the BCC Scheme, with 

the latter being more expensive in almost every case. 

Page 200 

361104 | 1 | A | 7 February 2017 



Briefing Note 

A. Permit Fees 

Warwickshire County Council’s fee structure (through WaSPS) is set out below: 

Page 201 

361104 | 1 | A | 7 February 2017 



Briefing Note 

BCC’s permit policy is set out below: 

BCC’s Permit Discount Guidance is also set out in the following two tables: 

Page 202 

361104 | 1 | A | 7 February 2017 



Briefing Note 

361104 | 1 | A | 7 February 2017 

Page 203 



Briefing Note 

mottmac.com 

Page 204 

361104 | 1 | A | 7 February 2017 








Report title 




Executive 

Accountable 

Employee 

Mental Health Commission Update 

Councillor Pete Lowe – Health & Wellbeing 

Sarah Norman – Chief Executive Dudley Council 

Email sarah.norman@dudley.gov.uk 

Tel:- (01384) 815201 

Sean Russell 

Email s.russell@west-midlands.pnn.police.uk 

Tel: 07818276259 


considered by 



1. Support the proposed Action Plan delivery mechanism. 

2. Agrees to invite Health & Wellbeing Boards to consider the Thrive document, how it 

might align with local developments and provide feedback on the implementation 

plan. 

Page 205



1.0 Purpose 

1.1 This report is to provide an update on the current position of the West Midlands Mental 

Health Commission Action Plan. 


2.1 On 31 st January 2017 the West Midlands Mental Health Commission launched its Thrive 

document and outlined a series of recommendations with an Action Plan. To assist the 

implementation of the plan a concordat was created which has been signed by the majority 

of Local Authority (WMCA Constituent and non-Constituent members) Health (Clinical 

Commissioning Groups, Sustainable Transformation Plan leads, NHS England NHS 

Improvement) , Public Health England, statutory partners including West Midlands Police, 

West Midlands Ambulance Service and West Midlands Fire Service, Local Enterprise 

Partners, Chambers of Commerce, a number of Charity, Voluntary and Third Sector 

organisations as well as a large number or local housing providers. A copy of the Thrive 

report is attached (“Thrive West Midlands” An Action Plan to drive better mental health and 

wellbeing in the West Midlands, 2017) (Appendix 1). 

2.2 On the same day the University of Birmingham released their baseline assessment which 

had been commissioned to provide the evidence to support the Action Plan and subsequent 

recommendations. (“Mental Health in the West Midlands Combined Authority” University of 

Birmingham and Centre for Mental Health, 2017) (Appendix 2). 


3.1 It is proposed that a number of the programmes will be developed with partners across the 

West Midlands Combined Authority footprint. We will actively seek to engage non 

constituent members to support the Treasury approach for effective evaluation of national 

scalability. 

4.0 Progress 

4.1 The Mental Health Commission implementation plan has been shared and is attached in a 

final version for approval. (Appendix 3) The implementation plan has 21 identified work 

streams covering five key areas; Employers and employees, providing safe and affordable 

places to live, improved mental health outcomes within the Criminal Justice System, 

developing approached to care and health, and getting the community involved. 

4.2 The plan has been developed in consultation with the wider system network across the 

West Midlands Combined Authority with cognisance to Health, Local Authority and 

partnership arrangements with statutory partners as well as existing and proposed work 

streams. 

4.3 A number of priority work streams are being developed at pace to continue the momentum 

obtained through the launch. The Individual Placement and Support programme has been 

granted approximately £10M from the Dept. Work and Pensions Health and Work Unit 

innovation fund to trial a primary care based approach for the support programme utilising a 

Randomised Control Trail approach for the 4000 recipients of the approach. 

4.4 A further bid has been submitted to the same unit requesting £2M to support a fiscal 

incentive trial within the Employer Wellbeing arena which again will require a Randomised 

Page 206



Control Trail approach to 100 small and medium enterprises across the region. This has 

been moved to the next stage with funding granted to deliver the full proposal. It is 

anticipated that this will be completed by the end of July 2017 and will be submitted to the 

Dept. for Work and Health for the release of the funds. 

4.5 It is expected that each of the 5 main work streams has a task and finish group aligned and 

includes a lived experience consultant from our citizen’s jury to ensure the delivery at a very 

granular level retains fidelity to the programme and outcome proposed. 

4.6 Earlier this month, the budget announced a further investment opportunity in the region 

within the Midlands Engine Strategy - “Invest £7 million to trial innovative approaches to 

supporting employers to help their employees with mental health issues. This follows the 

recent recommendations of the West Midlands Mental Health Commission. The pilots will 

build on the findings of the review currently being led by Paul Farmer and Lord Stevenson.” 

Work is currently ongoing to locate this funding stream within the treasury. We are which 

engaging with Paul Farmer (CEO Mind) and Lord Stevenson to adopt their approaches and 

enable the release of these new funds to the Employee / Employer stream of the 

Commission work. 


5.1 A proposal for funding has been submitted to the WMCA board which has been agreed. 

The projected spend for 2017/18 was for £229,195. This creates sufficient resource to 

support the project implementation of the 5 key strands of work with additional funding 

being sought from non WMCA streams to implement the projects. 


6.1 No issues 


7.1 An equality impact assessment is currently being prepared for the Mental Health 

Commission which will be supported by the creation of a number of equality champions to 

be established across the commission work streams. 


8.1 No issues 


9.1 Nil 


1. “Thrive West Midlands” An Action Plan to drive better mental health and wellbeing in the 

West Midlands 

https://westmidlandscombinedauthority.org.uk/media/1728/wmca-thrive-full-report.pdf 

2. “Mental Health in the West Midlands Combined Authority” University of Birmingham and 

Centre for Mental Health 

Page 207



https://westmidlandscombinedauthority.org.uk/media/1730/mental-health-in-the-westmidlands-combined-authority.pdf 

3. Implementation Delivery Plan (attached) 

Page 208

Page 209

Outcome 1 Supporting 

people into work and 

whilst at work 

Recommendation Outcome Action required Timeframe 

1a.Helping people with mental 

health needs back to work 

3000 people 

moved into work 

across the region 

wo other wise 

would have been 

inactive 

RCT approach with DWH 

funding 

start March 2017 

Lead 

WMCA & DWH 

project 

1b. Implement work placed 

wellbeing commitment 

Public and private charter to be created. start March 2017 PHE / WMCA 

sector employers 

sign up to 

demonstrate their 

commitment to the 

mental health and 

wellbeing of their 

staff. 200 

organisations 

signed up with in 2 

years 

Page 210 

Evidence review of best 

practice and identification of 

toolkits. 

Development of Wellbeing at 

work steering group to create 

delivery 

Apr-17 

Apr-17 

PHE 

PHE / WMCA 

1c.Ensuring the wellbeing 

commitment has a wider reach 

Procurement 

approach has 

wellbeing 

commitment to 

providers 

requirement to link to PHE 

wellbeing charter work and 

address through social value 

procurement approach 

Jan-18 

PHE / WMCA 

1d.Evaluating a financial 

incentive to encourage 

employers 

RCT approach 

conducted to 

establish if 

incentivisation 

realises benefits 

Work plan to be created and 

work with DWH to create 

funding bid 

Phase 1 - Feb 2017 

WMCA 

if bid successful plan to be 

created complete by july 17 WMCA 

Implementation of project 

plan over 2 yrs and 

evaluation through academic 

parter Aug-19 WMCA

Recommendation 

Outcome 

Action required Timeframe Lead 

Outcome 2 Providing safe 

and stable places to live 

2a.Helping people with mental 

health needs gain housing and 

work 

more people in sustainable 

housing (housing First Model) 

develop a plan for 

pilot of housing first 

plan to be 

developed in 

March 2017 

implement 

Autumn 2017 

WMCA 

Develop plan with 

wider housing 

providers to provide 

sustainable and 

affordable housing 

across WMCA 

footprint for 16- 

35yrs with multiple 

complex needs, 

cohort of 100 

people over two 

years 

plan to be 

completed by 

Sept 17 and 

implementation 

from Jan 18 

WMCA and 

LA Housing 

leads and 

providers 

Page 211

Outcome 3 

Improved Mental 

Health outcomes and 

the Criminal Justice 

System 

Recommendation Outcome Action required Timeframe Lead 

3a. Increase the number Routine use of MHTRS across create programme of 

of Mental Health the region as sentencing option work across three 

Treatment Requirements - ambiton 40 per year per site sites - plan, implement 

imposed year one 

and deliver 

Phase 1 Bham 

implement - Feb 2017 

Phase 2 

Wolverhampton and 

Coventry implement 

Sept June 17 

NHS 

Offender 

Health / 

CJS and 

OPCC 

3b.Reduce reoffending for 

individuals released from 

prison through Engager. 

200 individuals released from 

prison are formally engaged 

with the engager programme 

over 2 years 

evaluate effectiveness 

for wider scale 

Project lead identifed. 

HMP Featherstone 

phase 1 partner. Link 

to Engager and third 

sector. Link to 

employment and skills 

as well as housing 

Phase 1 starts April 

2017 

Apr-18 NHS 

Offender 

Health / 

CJS and 

OPCC 

PHE 

Offender 

health / 

CRC NOMS 

and Prision 

Page 212 

3c. No children under 18 

to be detained under the 

Mental Health Act in 

police custody facilities 

3d. No person to be 

detained in custody post 

24hrs under Mental 

Health Act awaiting a 

specialist bed 

No children under 18 to be 

detained under the Mental 

Health Act in police custody 

facilities 

No person to be detained in 

custody post 24hrs under 

Mental Health Act awaiting a 

specialist bed 

legislation change in 

May 2017 rewrite 

local approach with 5 

MH service providers 

legislation change in 

May 2017 rewrite 

local approach with 5 

MH service providers 

to be implemented by 

May 2017 

to be implemented by 

Sept 2017 

MH 

Providers 

MH 

Providers

Outcome 4 Developing 

approaches to Health 

and Care 

Recommendation Outcome Action required Timeframe Lead 

4a. A commitment to Zero Suicide ambition is Develop a West 

Sep-17 PHE / WMCA 

the concept of zero adopted across the region Midlands Multi Agency 

suicide 

Suicide Preventions 

strategy group 

set the baseline, define 

the cohort and quantify 

the ambition 

May-17 PHE / WMCA 

Brand Zero Suicide 

ambition so it can be 

promoted and ethos 

understood. If zero is 

the mabition, what 

number is the right 

number 

Dec-26 PHE / WMCA 

Page 213 

4b. Working towards 

embedding mental 

health in primary care 

“Mental Health Friendly” 

GP Practices 

(similar to Dementia 

Friendly practices) 

Establish a group of 

local and national 

experts to: Establish a 

group of local and 

national experts to: 

- define primary care 

model 

- specify quality 

criteria 

- define training 

requirements and 

comisisoin training 

provision 

- define promotional 

material 

- define clinical 

pathways required to 

provide ongoing 

support;comission if 

not in place 

phase 1 review by sept 

2017 

NHS England (NHSE) 

/CCGs PaulTurner GP 

/ Linda Ouzouza 


Geraldine Strathdee 

implement pilot and 

then scale up across 

WMCA footprint 

complete dec 2018 

NHS England (NHSE) 

/CCGs PaulTurner GP 

/ Linda Ouzouza 


Geraldine Strathdee 

4c. Ensuring our region 

treats psychosis early 

and effectively 

optimal perfomance 

across West Midlands on 

chosen indicators, no 

variation 

define the range of 

standards to improve 

(e.g.include return to 

eduction and 

employment) 

Agree baseline and set 

ambition 

6 months Prof Swaran Singh 

and EIP 

Implementation team 

Jun-17 NHS England / NHS 

Improvement

Review current 

contractural 

requirement of 

providers; include 

standards in defined 

above in 17/18 contract 

if not already included 

Jun-17 NHS England / NHS 

Improvement 

Monitor performance, 

rediuce variation 

throughh peer review 

and sharing good 

practice 

Ongoing NHS England / NHS 

Improvement 

Page 214 

4d. Examining the 

principles of early 

intervention 

Commissioning 

standards developed for 

where evidence base 

suggests people benefit 

from supported much 

earlier in their illness 

- Establish a group of 

local and national 

experts to examine 

the evidence base to 

understand if the 

principle of early 

intervention should be 

applied to other areas 

of mental health care - 

Promote findings 

regionally and 

nationally - Lobby 

government mental 

health policy unit, if 

change of practice 

and policy required 

Dec-17 Max Birchwood and 

Implementation team 

4e. Ending out of area 

placements 

Mental Health patients 

who reside within the 

population served by four 

NHS MH Provider Trusts in 

West Midlands, will not be 

placed out of area if they 

require specialist MH 

Intervention 

Establishment of the 

West Midlands 

Specialist Accountable 

care organisation 

Dec-17 Merit Vanguard / ACO 

Monitor the 

performance of the ACO 

on delivery of this 

ambition 

Dec-17 Merit Vanguard / ACO

Conduct an RCA on any 

out of area placements 

during 2017 to identify 

and address any barriers 

to meeting this ambition 

and sustaining it > 

December 2017 

Dec-17 Merit Vanguard / ACO 

4f. Reducing Pathways sufficently 

inappropriate inpatient developed to reduce 

admissions innapropriate admmisions 

under the MHA 

Fundamental review of 

acute care pathway and 

use of S136 as gateway 

method of entry 

Oct-17 PHE and MH 

Providers 

4g. Reducing restraint 

in inpatient care. 

Reduce incidents of 

restraint in Inpatient units 

by 20% 

NO force First approach 

to be considered. 

Submit NIHR Bid for this 

work and develop plan 

for implementation 

phase 1 review by sept 

2017 

Prof Joy Duxberry and 

Mh Providers 

Page 215 

4h. Giving choice to 

people 

Increase in multi-agency 

provision of alternatives; 

correlated with reduction 

in in-patient admissions 

Crisis Care Concordat 

review across region 

BSOL Test Bed review 

Establish the baseline 

and quantify ambition - 

Establish a multi-agency 

working group to 

examine what is 

effective replacement of 

in-patient 

Sep-17 H&W board leads 

Dec-17 BSOL Test Bed 

Dec-17 BSOL Test Bed 

- Test clinical and cost 

effectiveness of working 

with housing 

associations, the NHS 

and local authorities to 

establish a network of 

crisis houses 

Sep-17 BSOL Test Bed 

Explore the case for host 

families 

Mar-18 BSOL Test Bed

4i. Improving perinatal 

mental health 

All women will have access 

to good quality local 

perinatal mental services 

by xx date 

Define baseline and 

quantify the ambition - 

Establish a working 

group to develop better 

specialist ‘perinatal’ 

mental health services 

across the region - 

Submit bids for any 

funding made available 

Apr-18 MH Providers 

4j. Investigating why 

Mental Health Act 

detentions are rising 

Reduce detentions to xx 

number by xx date Reduce 

variation by certain 

population groups 

Conduct an analysis of 

MH Act detentions in 

the region; quantify and 

statistically analyse 

growth 

Undertake thematic 

analysis as why they are 

increasing rising in the 

region paying attention 

to the numbers of 

repeat detentions and 

evidence of inequalities 

Mar-18 Merit Vanguard / 

WMCA 

Mar-18 Merit Vanguard / 

WMCA 

Page 216

Outcome 5 Getting the 

community involved 

Recommendation Outcome Action required Timeframe 

5a. Raising awareness of 

mental health and wellbeing in 

the community 

reduction in stigma 

surrounding MH in the 

region by XX % 

Develop baseline of 

stigma level in region 

Dec-17 

Lead 

WMCA & PHE 

Develop clear plan to 

build on work of existing 

charities to deliver 

increased awareness and 

stigma reduction 

approaches 

end Dec 2018 

WMCA & PHE & 

Voluntary sector 

5b. A large public health 

programme in Mental Health 

First Aid 

ambition of 500,000 people 

trained in MHFA in ten 

years 

Establish baseline and 

seek to maximise 

opportunities with 

existing parters 

Dec-17 

WMCA / PHE 

and University 

Sector 

develop a network of 

providers and 

commissioners. 

Jan-27 

WMCA & PHE 

Page 217








Report title 



Executive 

Accountable 

Employee 


considered by 

‘West Midlands on the Move’ Physical Activity 

Strategy 

Councillor Pete Lowe – Health & Wellbeing 

Sarah Norman – Chief Executive, Dudley Metropolitan 

Borough Council 

Email: sarah.norman@dudley.gov.uk 

Simon Hall - Director, Active Black Country 

Email: simon_hall@blackcountryconsortium.co.uk 

Tel: 01384 471135 

None 



1. Note the progress made to date in the further development of the ‘West Midlands on the 

Move Strategy’. 

2. Agree that the final Strategy is presented to the Well Being Board at its 19 May meeting, 

prior to submission for Approval at the WMCA Board’s June 2017 meeting. 

Page 219



1.0 Purpose 

1.1 To note the progress made in the development of a WMCA Physical Activity Strategy, 

‘West Midlands on the Move’ and to endorse the approach set out in the report which 

ensures strategic alignment and fit with the Strategic Economic Plan Themes. 


2.1 Initially championed by the Interim Chief Executive, the emerging Physical Activity Strategy 

“West Midlands on the Move” sets out the action needed to reduce both the levels of 

physical inactivity and inequalities that exist in the WMCA area. Currently there is a 2.8% 

gap between the WMCA and England average in those who are inactive, equating to 

around 90,000 additional adults needing to get active. 

2.2 Inactivity leads to; 

 

 

 

Poorer health with a 30% increased risk of diabetes, cancer, heart disease and 

dementia. The World Health Organisation has identified physical inactivity as the 

World’s 4 th biggest killer 

Less productivity at work associated with 27% reduced output in the least active 

Reduced educational attainment since an active child has greater concentration and 

better behavior due to changes in the brain. 

2.3 Developed by the 7 Local Authority Physical Activity Leads, 3 County Sports Partnerships, 

Public Health England, WMCA Transport for the WM and Sport England, the emerging 

strategy sets out thinking of the added value of adopting a WMCA approach to physical 

activity across 6 themes: 

 

 

 

 

 

 

Employment, Skills and Education 

Transport 

Development and Regeneration of Urban Space 

Well Being 

Community Capacity building 

Business Innovation, Technology and Data. 

2.4 This has explored the potential of scaling up evidence based practice and impact this can 

have against the WMCA SEP Performance Management Framework. 

3.0 Progress Report 

3.1 Work has started in earnest to socialise the Strategy, meeting with WMCA theme leads and 

Local Authorities to ensure that West Midlands on the Move has both relevance and 

directional fit with the WMCA themes. The WMCA theme lead support for this work is 

critical. This will feed into the development of a refreshed Strategy by May 2017. 

3.2 Residing as part of Cllr Lowe’s Well Being Portfolio, further consultation has raised the 

necessity to give further consideration to: 

 

 

Developing a legacy for Birmingham’s Commonwealth Games Bid 

Strengthening physical activities impact evidence on reducing crime and building 

community cohesion 

Page 220



Steering the Sugar Tax Levy which will result in each Primary School receiving £16k 

for physical activity from September 2017. 

3.3 Sarah Norman, Dudley MBC Chief Executive has agreed to be WMCA Chief Executive lead 

for the Physical Activity Strategy. 

3.4 It is proposed that the refreshed strategy which is supported by Local Authorities and 

WMCA theme leads is presented to the Well Being Board at 19 May 2017 meeting seeking 

the recommendation to the WMCA for its approval at its June 2017 meeting. 

3.5 Initial work has started to identify a Local Authority Chief Executive lead from one of the 

non-constituent members to shape and determine the added value for NCMs. 

3.6 Funded by Black Country Consortium Limited, Simon Hall, Active Black Country Director at 

BCC has been seconded on a 3 month basis to steer the Strategy’s development. Simon 

will be reporting on progress to Jane Moore, WMCA Well Being Lead. 

3.7 With the Physical Activity Leads, this secondment will also explore: 

 

 

 

Development of Mayoral Candidates briefing 

Shaping future resourcing including staffing infrastructure needed to implement. 

Gaining commitment from both constituent and non-constituent members to strategic 

priorities. 


4.1 Resource to undertake the above activities has been provided by Black Country 

Consortium Limited in addition to time commitment provided by Local Authorities, Sport 

England, County Sports Partnerships and Public Health England. There is no additional 

resource or financial requirements. 


5.1 None 


6.1 By adhering to the WMCA Equalities policy at all times there should be no implications 

arising from this paper. 


7.1 None 

Page 221



NOT PROTECTIVELY MARKED 





Report title 




Executive 

Accountable 

Employee 


considered by 

West Midlands Integrated Transport Authority 

(WMITA) Pension Fund – Guarantee 

Arrangements 

Councillor Izzie Seccombe – Finance & Investments 

Keith Ireland, Managing Director 

Email: Keith.Ireland@wolverhampton.gov.uk 

Tel: 01902 554500 

Rachel Brothwood, Director of Pensions, WMPF 

Email: Rachel.Brothwood@wolverhampton.gov.uk 

Tel: 01902 551715 

Programme Board 



1. To approve the updated pension guarantees in relation to Preston Bus and National 

Express. 

2. To delegate to the WMCA S151 officer, the ability to sign the updated pension guarantees 

to the WMITA Pension Fund, subject to any substantial changes which may need to be 

reported back to Committee 

Page 223



1.0 Purpose 

1.1 To confirm and seek approval to sign updated guarantee arrangements proposed to 

enhance protection for the Fund and Administering Authority from the covenant of the 

employers who participate in the Fund. 


2.1 The management and administration of the WMITA Pension Fund has been delegated to 

the West Midlands Pension Fund (WMPF) but the WMCA is the Administering Authority 

and is therefore party to any legal and contractual agreements in place in relation to the 

Fund. 

2.2 The Fund has two participating employers, who for historic reasons and following transfer to 

the private sector and subsequent change in ownership, participate in the Fund as admitted 

bodies. 

 

 

The liabilities predominantly relate to West Midlands Travel Limited (trading as National 

Express Bus Limited) and these liabilities have, since 2011, been guaranteed in part by 

the wider National Express Group Plc through a formal guarantee arrangement. 

As part of the agreement to admit Preston Bus Limited to the Fund in 1993, a guarantee 

was provided by Preston City Council (PCC). 

2.3 The guarantee arrangements act to reduce the risk that the Fund is underfunded in the 

event that a participating employer is unable to meet their pension obligations by requiring 

the guarantor to take on that obligation (in whole or in part). 


3.1 None 

4.0 Review of Guarantee Arrangements 

4.1 As part of the 2016 actuarial valuation, the WMPF has sought to update and extend the 

existing guarantee arrangement to enhance the protection these provide to the Fund and 

Administering Authority. 

 

 

The guarantee from PCC is updated to reflect changes in regulations, ownership and 

membership of the Fund and overall, aims to increase the robustness of this agreement 

should it need to be called upon. 

The revised guarantee from National Express Group Plc is to be agreed but as part of 

the wider discussion with the employer on future contributions to the Fund, this is 

expected to be extended to increase coverage and the security provided by the Group. 

4.2 These form part of a “package” of measures (together with future contributions and 

investment strategy) the Fund has discussed with the employers as part of the 2016 

actuarial valuation. The S151 Officer, has been kept up to date with these discussions 

through the Investment and Funding Strategy Panel (ISP), attended by both employer 

representatives and WMPF officers on a quarterly basis. 

Page 224



4.3 The documentation is due to be agreed no later than 31 March 2017 and signed as soon as 

possible thereafter. 


5.1 The guarantee arrangements in place, together with the proposed revisions protect the 

Fund and WMCA from the financial position of the employers who participate in the Fund. 


6.1 The WMPF has taken legal advice on the terms of the current and updated guarantee 

arrangements and documentation 


7.1 None 

Page 225








Report title 

Presented by 


Executive 

Accountable 

Employee 

Gangs and Violence Commission Update 

David Jamieson, West Midlands Police and Crime 

Commissioner 

Jonathan Jardine, Chief Executive 

Email: wmpcc@west-midlands.pnn.police.uk 

Tel: 0121 626 6060 



Tel: 0121 626 6060 


considered by 

Strategic Policing and Crime Board 




1. To note the work of the Gangs and Violence Commission. 

2. To include the final report of the Gangs and Violence Commission in the WMCA Board 

Forward Plan. 

Page 227



1.0 Purpose 

1.1 To detail the work of the Gangs and Violence Commission. 


2.1 The Gangs and Violence Commission was developed as a response to the persistent 

problem in Birmingham around gangs and violence, particularly as it relates to young 

people. 

2.2 While focused on the parliamentary constituencies of Ladywood and Perry Barr in 

north Birmingham, the consultation has included representation from across 

Birmingham and the Commission’s findings will aim to inform responses to gangs and 

violence across the West Midlands. 

2.3 There are a number of crucial links between gangs and violence and the core business of 

the WMCA, particularly around the need to get young people developing positive 

opportunities for themselves (skills) and entering legitimate work (jobs). 

The link to economic development is cyclical: gangs and violence deter inward investment 

while the lack of investment and opportunity fuels gangs and violence. 

2.4 Young people are more likely to be victims of crime and, unfortunately, become 

involved in criminal activity. Given that the West Midlands metropolitan area has a 

higher proportion of people aged under 25 compared with the rest of the country, the 

future success of the West Midlands will be dependent upon harnessing and 

cultivating the potential of our young people. 

2.5 The impetus for more efficient allocation of resources and more effective interventions is 

profound. 

2.6 Partnering the strategic direction of policing with the work of the WMCA presents 

opportunities to improve pathways into employment for young people. 

2.7 A core aim of the Gangs and Violence Commission is to not only develop a better 

understanding of the root causes of youth criminality, but in the process, engender effective 

multi agency and partnership working to achieve our shared mutual objectives of preventing 

crime, and building stronger and more prosperous communities. 


3.1 Gang activity, particularly related to the illicit drugs market, continues to expand across the 

region. This means that the LEPs and non-constituent WMCA members based in rural 

locations will have an increasing interest in tackling gangs and violence, an issue that has 

traditionally been given greater prominence in urban areas. 


4.1 The Police and Crime Commissioner has allocated £450,000 towards the Gangs and 

Violence initiative in 2017/18. 


5.1 Not applicable at this time. 

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6.1 Not applicable at this time. 


A 

Gangs and Violence Commission Update. 

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This is a report of the West Midlands Police and Crime Commissioner. It is submitted for 

consideration by the West Midlands Combined Authority. 

Appendix A 

Background 

Gangs and Violence Commission Update 

1. The Gangs and Violence Commission was developed as a response to the persistent 

problem in Birmingham around gangs and violence. There have been many attempts to 

deal with the issues, however this time the decision was made to respond in a completely 

different way. The Commission has led on the coordination of a series of interventions by 

the community and public sector agencies and will offer detailed responses to gangs and 

violence and community perceptions that run alongside. This work cuts across all 

communities and only strong partnership approaches will help us tackle it. 

2. The work of the Commission began in April 2016 and the membership consists of 

representation from across the statutory and community/voluntary sector. Each of the 

Specialist Providers from the community sector has led on a different strand of consultation 

to ensure that the voice of the community is central to the research and report that is being 

produced alongside. Further to this, the following are statutory agency members supporting 

the work of the Commission: 

David Jamieson, Police and Crime Commissioner for the West Midlands 

Ashley Bertie, Assistant Police and Crime Commissioner for the West Midlands 

Alex Murray, Assistant Chief Constable, West Midlands Police 

Cllr John Clancy, Leader of the Council, Birmingham City Council 

Adrian Phillips, Director of Public Health, Birmingham City Council 

3. Our community-led approach has seen a significant consultation and engagement exercise 

take place in Birmingham over the last 8 months. Running alongside the consultation 

process has been a research project that has included a literature review of the work that 

has already been done (and what hasn’t), interviews with leaders in the city and 

incorporating national reports that are pertinent to the work taking place. 

4. There are a number of issues of which we are aware: 

- There are new guns available as well as guns that have come back into use 

- A new generation of young people are being tempted by or drawn into gang related 

activities/participation and therefore gangs and gang-related activity are a persistent 

threat 

- The voices of young people are necessary in developing effective interventions 

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- Not all recent fire arms offences and violent acts are gang related 

- Community members are concerned about the lack of a sustainable partnership strategy 

to address the key issues associated with gang related activities and violence 

- There is a significant change in demographics in the area 

- Members of the community have expressed a need to have a genuine and sustainable 

strategy and action plan that is community owned and driven ‘from the bottom up’, 

where the PCC and other partners are held accountable for what is commissioned. 

- Gang and youth violence has a devastating impact on the young people who get caught 

up in it, as well as their families and communities. It is not an issue that any one 

agency or government department can tackle alone. It requires a multi-agency approach 

and sharing information, in order to safeguard vulnerable young people and target the 

most violent. 

5. In order to tackle the complex challenges, we need to be able to define the associated 

issues, and so the Commission has been gathering evidence to give us an understanding 

that will subsequently address the issues raised. The key to this piece of work has been 

that it has been community-led from the outset and throughout the process. This approach 

will carry on through the development and implementation of the recommendations and will 

put local people at the heart of making changes to the area in which they live. Community 

involvement will be an on-going process throughout the lifetime of the project. 

6. There are some important facts that need to be addressed through this work, and Appendix 

1 highlights some of the key issues that we are responding to: 

- Gun crime is an issue across the West Midlands area, however is concentrated in 

Birmingham 

- White Europeans are the ethnicity most affected by gun crime 

- The age group being affected most significantly is 15-24 year olds. 

7. At the last Commission meeting, members of the group discussed the emerging themes 

from the report and potential recommendations. Emerging themes at this point include: 

- More employment and business opportunities are needed by activating and focusing 

private sector Corporate Social Responsibility 

- There is a lack of employment and business based opportunities 

- Inward investment and sustained efforts to bring in charity funding such as Lottery Fund 

is needed 

- Opportunities are needed for young people which could include initiatives such as 

mentoring schemes, Duke of Edinburgh programme, Youth Cadets. 

8. The full report will be brought back to the WM Combined Authority for full consideration 

later in 2017. 

Gun Crime Hotspots West Midlands 

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Report title 

Presented by 


Executive 

Accountable 

Employee 


considered by 

Unauthorised Encampments Summit Report 

David Jamieson, West Midlands Police and Crime 

Commissioner 



Tel: 0121 626 6060 



Tel: 0121 626 6060 

Strategic Policing and Crime Board 




1. To note the contents of the Unauthorised Encampments Summit Report. 

2. Consider how to take forward the report recommendations through a relevant work-stream. 

3. To include regular updates on work relating to Unauthorised Encampments in the WMCA 

Board Forward Plan. 

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1.0 Purpose 

1.1 To summarise the Unauthorised Encampments Summit hosted by the West Midlands 

Police and Crime Commissioner on Friday 10 th February 2017. 

1.2 To detail the outcomes of the summit and areas of joint action that it is suggested are 

progressed. 

1.3 To support the above recommendations to the WMCA Board. 


2.1 2016 was seen as a particularly difficult year for unauthorised encampments in the West 

Midlands, straining relations between the travelling and the settled community. This has 

resulted in direct costs of millions of pounds to local authorities for evictions and clean-ups. 

2.2 The Unauthorised Encampments Summit was held on 10 th February 2017, chaired by the 

West Midlands Police and Crime Commissioner at Lloyd House in Birmingham. 

2.3 Seated at the table were the PCCs for the West Midlands and Warwickshire, Steve 

McCabe MP, West Midlands Police lead officers, cabinet members and officers from the 

local authorities of Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton. 

Birmingham City Council was represented by a councillor from a relevant committee on 

behalf of the cabinet. There was also a representative from the National Federation of 

Gypsy Roma Traveller Liaison Groups. Observers included members of the travelling 

community, the private sector, the public, the British Red Cross, civil enforcement 

companies, and the press. 

2.4 The summit sought a consensus among political leads to tackle the issue of unauthorised 

encampments in the West Midlands region. The key points to be progressed are as follows, 

and itemised in greater detail in the full report: 

1) One set of protocols for the police and West Midlands councils. 

2) Use of transit sites. 

3) Enable s62 to direct encampments across borough boundaries. 

4) Better protection for private businesses. 

5) Share staff and resources. 

6) Better cross-border work in the wider West Midlands. 

2.5 Since the summit was held there have been further issues with unauthorised 

encampments, particularly in Birmingham and Sandwell. This has only served to further 

highlight the need for concerted joint action. 

2.5 A major step towards improving our response to problematic unauthorised encampments is 

Sandwell Metropolitan Borough Council’s recent Cabinet decision to create a dedicated 

transit site. It is hoped that other local authorities will follow their example. 

2.6 The collaborative nature and far-reaching geography of the WMCA offers a unique 

opportunity to take a lead on this issue. 

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3.1 The outcomes outlined in the report draw on the opportunities presented by the wider 

WMCA geography. 

3.2 The issue of unauthorised encampments cannot be tackled in isolation, as an effective 

response in one area can lead to an exacerbation of issues across a local authority border. 

It is therefore in the interests of the West Midlands region to develop a uniformly robust 

approach to tackling problematic unauthorised encampments. 

3.3 Philip Seccombe, the Warwickshire Police and Crime Commissioner, attended the summit 

on 10 th February, following a similar event that he organised in Nuneaton on 13 th January 

2017. While not a Non Constituent member of the WMCA, he is supportive of joint work on 

this issue across borders and between police forces and local authorities alike. 


4.1 The cost of strategic inactivity on this issue has been substantial. Each local authority will 

be better placed to quantify the costs of responding to unauthorised encampments, and 

must consider this against the potential cost (and savings) of the options proposed in the 

report. 

4.2 There is an associated cost with the establishment of transit sites, but this then allows for a 

form of rental income from those using the sites, as well as the unlocking of s62 powers for 

a quicker (and therefore more cost-effective) eviction of problematic unauthorised 

encampments. 

4.3 There must be a concerted effort across the WMCA area and beyond to ensure that the 

cost of tackling this issue is not simply shunted between local authorities. If the cost of an 

effective strategic response is shared, then individual local authorities will no longer fall 

victim to a somewhat random distribution of problematic unauthorised encampments that 

varies year on year. 

4.4 Costs borne by the private sector should also be considered by the WMCA, as the 

unauthorised encampments summit revealed further anecdotal evidence of the business 

community having profits affected by this issue, leaving the West Midlands because of it, or 

even being deterred from investing in parts of the area in the first place. 

4.5 There is an associated cost of fly tipping on a vast scale linked to some occupants of 

unauthorised encampments that are offering businesses their services for waste disposal. 

As the fly tipping can occur off the site of an encampment, cost estimates for tackling the 

issue may be significantly lower than the reality. 


5.1 The police and local authorities each have various legal powers available for tackling 

unauthorised encampments, which must continue to be operated within. 

5.2 There are some aspects of the law that this report proposes strengthening, which would 

involve representatives in Parliament. A number of Members of Parliament in the West 

Midlands have already indicated a willingness to support such strengthening of the law. 

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6.1 The recommendation for transit sites is particularly significant to ensuring that local 

authorities can accommodate the travelling lifestyle. There has been a risk that if every 

encampment is considered ‘unauthorised’, then an assumption can emerge that every 

travelling group represents a problem to be tackled. This is not the case. 

6.2 The issue of problematic unauthorised encampments should not be confused with 

assumptions of ethnicity such as Gypsy, Roma and Traveller (GRT). Any tensions 

regarding ethnicity stem from a failure to separate ethnicity from the activity of a problematic 

minority who may or may not identify as GRT. 


A 

Unauthorised Encampments Summit Report. 

Page 238



This is a report of the West Midlands Police and Crime Commissioner. It is submitted for 

consideration by the West Midlands Combined Authority. 

Appendix A 

Author: Ben Twomey 

E-mail: wmpcc@westmidlands.pnn.police.uk 

28 th February 2017 

mpments Summit Report 

Unau 

thoris 

ed 

Enca 

Full report following the Unauthorised Encampments Summit hosted by the West Midlands 

Police and Crime Commissioner on Friday 10 th February 2017. 

Background: the purpose of the summit 

“We need mutual respect for different lifestyles among the travelling and the settled communities, 

with an aim of living in harmony. A minority of the travelling community cause problems and give 

the whole community a bad name. However, the anger felt by the public towards that minority is 

very real and understandable. Currently the problem is simply moved around; this is not an answer 

nor a solution.” – David Jamieson, West Midlands Police and Crime Commissioner. 

In recent years, the number of unauthorised encampments in the West Midlands has been 

increasing, as has the cost to local authorities and the police for responding. 2016 was seen by 

many agencies as a particularly difficult year, straining relations between the travelling and the 

settled community. There were an estimated 395 unauthorised encampments in the West 

Midlands metropolitan region last year, a steep rise from 189 in 2011. This has resulted in direct 

costs of millions of pounds to local authorities for evictions and clean-ups. Birmingham and 

Sandwell alone estimated their costs for last year at £700,000 and £400,000 respectively. 

There is a sense that these costs are being incurred despite neither the settled nor travelling 

community being content with the response by all agencies to unauthorised encampments. While 

some local areas have been more proactive than others, for many years there has been a failure 

to tackle this issue with any meaningful joined up approach. 

It is in this context that the West Midlands Police and Crime Commissioner (PCC) decided to call a 

summit held in public on the issue. The Unauthorised Encampments Summit was held on 10 th 

February 2017 at West Midlands Police HQ in Birmingham. The summit was webcast live and 

archived footage can be accessed here: http://westmidspcc.public-i.tv/core/portal/home 

Seated at the table were the PCCs for the West Midlands and Warwickshire, Steve McCabe MP, 

West Midlands Police lead officers, cabinet members and officers from the local authorities of 

Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton. Birmingham City Council was 

represented by a councillor from a relevant committee on behalf of the cabinet. There was also a 

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representative from the National Federation of Gypsy Roma Traveller Liaison Groups, who shared 

best practice from the Leeds GATE project, details of which can be found here: 

http://leedsgate.co.uk/ 

The summit did not take place in isolation, but rather as part of a broader context of activity. In 

particular, it followed a practitioners’ summit held in Birmingham on 16 th December 2016, led by 

Supt. Phil Dolby of West Midlands Police. Warwickshire PCC Philip Seccombe also held a 

strategic summit for his county on 13 th January 2017. Furthermore, a task and finish group chaired 

by Solihull Metropolitan Borough Council Chief Executive, Nick Page, has been working towards 

improved practices and greater collaboration between the West Midlands metropolitan councils 

and West Midlands Police. 

Summit 

The summit consisted of a number of presentations, some of which drew on the wider context of 

activity. These included: 

 

 

 

 

 

 

Local Authorities Legal Environment by Anne Brereton, Director of Place at Solihull 

Metropolitan Borough Council. 

Police Enforcement Legal Environment by Inspector Matt Morgan, West Midlands 

Police. 

Experience of Local Authorities: summaries by Birmingham, Coventry, Dudley, Sandwell, 

Solihull, Walsall and Wolverhampton. 

Experience of the Travelling Community and ‘Negotiated Stopping’ by Helen Jones, 

CEO of LeedsGATE. 

Update from Practitioners Meeting 16.12.16 by Superintendent Phil Dolby, West 

Midlands Police. 

Update from Warwickshire Summit 13.01.17 by Philip Seccombe, Warwickshire Police 

and Crime Commissioner. 

These presentations enabled all partners to get a sense of the legal framework, the range of 

perspectives, related costs and the ongoing activity relating to the issue of unauthorised 

encampments. From this foundation, the agenda then moved to the section entitled ‘What Next?’ 

in which a consensus was sought on where partners could commit their efforts after the summit. 

These outcomes are outlined below. 

Outcomes 

During discussions, a consensus appeared to form around a number of areas for partners to focus 

on. While there was no formal vote or decision made, the following options were not met by any 

dissenting voices among the political leads present. 

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1) One set of protocols for the police and West Midlands councils 

What? Policy 

Detail Agreed approach by all seven councils and West Midlands Police 

Clear, concise, real-time information that is easily shared. 

Joined-up approach to identify and secure at-risk sites. 

Explore the option of ‘negotiated stopping’. 

How? Through regional Task and Finish Group. 

2) Use of transit sites 

What? Policy 

Detail Ensure local councils provide adequate transit sites, which are 

designated temporary spaces with electricity, waste and hygienic 

disposal units. 

Explore the option of ‘emergency stopping places’. 

The West Midlands Combined Authority Land Commission should 

consider provision for the travelling community in its deliberations. 

How? Through individual local authority decisions, with WMCA Land Commission 

consideration. 

3) Enable s62 to direct encampments across borough boundaries 

What? Legislation 

Detail When transit sites are in place in each council area, local councils would 

benefit from drawing on neighbouring capacity through a fair and 

effective process. 

s62 police powers are currently restricted to directing unauthorised 

encampments to a transit site within the same borough. 

A change of the law could allow for a strengthening of s62 to be used 

across the West Midlands area. 

How? Through local MPs and WMCA devolution agenda. 

4) Better protection for private businesses 

What? Legislation 

Detail Stronger police powers for private businesses that currently incur all 

costs if an unauthorised encampment sets up on its land. 

Campaign to make it a criminal offence to occupy business premises. 

How? Through local MPs. 

What? 

Policy 

5) Share staff and resources 

Detail Share staff and resources across councils to be more efficient and 

effective, especially out of hours. 

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How? 

Have single points of contact to make it easy for partners and to build up 

relations in travelling communities. 

Include staff involved in criminal enforcement from the police, civil 

enforcement from a council, alongside a specialist in welfare needs and 

community engagement. 

Through regional Task and Finish Group. 

6) Better cross-border work in the wider West Midlands 

What? Policy 

Detail Improve the way information is shared across West Midlands borders. 

Look at how the WMCA could improve this via its non-constituent 

members. 

Shared protocols for police and councils across the wider region (see 

option 1 above). 

How? Through regional Task and Finish Group and WMCA constituent/non-constituent 

relations. 

Conclusion 

Identified above are the key avenues discussed at the summit that offer opportunities to reduce 

the harm caused by some unauthorised encampments. It is recognised that some occupants of 

unauthorised encampments have been involved in completely unacceptable activity such as 

distraction burglaries or the taking on of jobs which result in fly tipping on a vast scale. The West 

Midlands PCC is eager for all solutions to give due consideration to the fact that it is however only 

a minority of the travelling community who cause a great deal of harm. There must be a balance 

between the needs of both the settled and the travelling community, where the rights of one group 

do not negate those of another. Currently, tensions, harm and costs relating to this issue are 

excessively high, which is why the PCC brought together partners with a view to taking meaningful 

action. 

As seen above, there are a number of routes by which the summit’s outcomes can be progressed. 

The PCCs in attendance will continue to hold their respective Chief Constables to account on the 

policing response to unauthorised encampments, while seeking opportunities for closer 

collaboration with local authorities. There are a number of local MPs willing to take these issues to 

parliament for consideration, particularly any proposals for legal change. Each council cabinet 

member present agreed to inform their council leader of the issues and urge them to give 

unauthorised encampments greater prominence in the WMCA forum. 

The West Midlands PCC will be taking this report to the new Mayoral office when it is established 

in May. It is anticipated that the Mayor will be well-placed to oversee much of the ongoing work 

around this, but activating the work-streams outlined above does not need to wait until their 

election. 

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