West Midlands Futures Green Paper: Summary of feedback received and our response to it

Private Businesses, Trade Bodies, and Unions

52

Core Family (WMCA, Taskforces, Cluster Bodies)

28

Wider Public and Charity Sector

12

Universities, Colleges, and Skills Providers

18

National Bodies and Civil Service

27

Thought Leaders (MPs, think tanks, etc.)

5

Total

142

What you collectively said

Most stakeholders agree that the West Midlands' scale, demography, connectivity, and investment and innovation records are fundamental to the region's economic growth. Connectivity, including digital connectivity, and the role of the region's nine universities as drivers of innovation are highlighted as crucial factors, and should be given greater emphasis.

WMCA response

We welcome the indication from respondents that the proposed ‘distinctive foundations for growth’ are highly supported. We recognise digital connectivity as one of the region's strengths – with higher 5G connectivity than any other city region - and have expanded the section of the West Midlands Growth Plan to include this.

What you collectively said

The collective response to the WMCA's vision for inclusive economic growth is mixed. While the vision is theoretically sound and inspiring, there is concern about how it would be implemented practically. Respondents emphasised the need to ensure all communities, particularly the underprivileged and suburban areas, are part of the region’s vision for growth. Many respondents believe that the current allocation of funds is skewed towards city centres, neglecting our inner-city areas surrounding our city centres, where the deepest levels of poverty and inequality are found. There is a consensus that for the vision to be successful, it must involve robust community engagement and equitable distribution of economic benefits, in line with the region’s inclusive growth principles.

WMCA response

The West Midlands Growth Plan sets out an ambitious vision for inclusive economic growth that would transform the everyday experience of people living, working, and visiting the region. In response to the feedback received, we have clarified the outcomes we need to achieve over the next 10 years in order to realise our vision, to help us see if we are on track; and stated a series of actions we will take over the next three years to start to deliver it. We also outline the roles of other regional partners and support we need from government in order to realise our vision.  

We are committed to ensuring that citizens not only have a voice in, but can actively participate in, our high-growth clusters and large-scale capital investment projects. This includes providing access to the right training and skills to secure good jobs, and ensuring that investments deliver economic, social, and environmental impact—aligned with our Inclusive Growth Fundamentals and forthcoming Social Value Statement.

In the Growth Plan, and in response to respondents’ feedback, we have set out our intention to evolve the WMCA’s approach to citizen engagement. We intend to grow our Citizens Assembly—currently focused on our Environment programme—into a more formal institution that supports all our strategies and programmes, starting with the Spatial Development Strategy. We will continue to invest in partnerships such as the Young Combined Authority, which gives young people a platform to be heard and gain experience in the democratic process.

What you collectively said

The majority of respondents agreed with the identification of the West Midlands’ key cluster strengths. However, many felt there should be a broader and more inclusive approach to cluster development. Several said the current definitions, particularly in areas like diagnostics and medtech narrow, potentially excluding the wider ecosystem of supply chain businesses and enabling sectors. Additionally, a small number of respondents felt that logistics and distribution should be considered a primary high-growth cluster, rather than supplementary. Other sectors, such as construction and social care, were also highlighted as essential contributors to the region’s economic landscape. 

Inclusivity and diversity emerged as recurring themes, with a dozen responses explicitly referencing equity and inclusion or asking for targeted support for marginalised groups such as tailored skills programmes, mentoring, wraparound support, and investment in local talent pipelines to improve access to new jobs and opportunities arising from cluster growth.

A handful of respondents stressed that innovation must be embedded across all sectors, not just those currently designated as high growth.

There was also a strong call for place-based delivery, recognising that strengths and opportunities vary significantly across the region.

Respondents urged that the West Midlands Growth Plan should visually map sector opportunities to their geographic locations, helping to make the case for targeted interventions. 

Some respondents recommended that clusters be more clearly aligned with national industrial strategy and global trends, including AI, green tech, and engineering biology.

There were also calls for greater clarity on the role of WMCA in supporting cluster development and for stronger collaboration between universities, FE colleges, and SMEs to support applied research and development and help drive inclusive innovation across the region.

WMCA response

The West Midlands has a diverse economy, which is one of its strengths. We have identified five priority clusters based on a thorough evidence-based assessment of what our strengths are relative to other regions and of the sectors that are forecast to become more productive over the coming decade. As the consultation feedback recognises, our universities have important roles in realising the full potential of our cluster strengths, not least in the Investment Zone programme and other major developments including Arden Cross. Our clusters will be vital in increasing the prosperity of the West Midlands, which is why they are identified as priorities – and fully aligned to the government's Modern Industrial Strategy – but we know that our strategy cannot start and end with them. The Growth Plan is clear about what we will do to support the everyday economy, with specific action to support workers in the care sector and a plan to help the construction industry with the skills it needs to build the homes of the future. We will be developing a Good Work Charter so that it is clear what good quality work in the West Midlands and championing it where we see it.

Our logistics sector is a vital part of the wider economy both in boosting productivity in other sectors and in creating good jobs in the future and we have recognised this in the Growth Plan.

The Growth Plan recognises the broad range of challenges our residents face to accessing and progressing into good quality jobs, and what will be done to address them, working with our local authority and other partners, so that they are not excluded from the exciting economic opportunities ahead of us. The ‘People’ section of the Growth Plan sets this out in more detail.

We have included a section on the global trends that are affecting the region. With respect to artificial intelligence, this is area where the West Midlands has economic strengths – we are home to over 140 AI companies that employ nearly 70,000 people and generate over £5.5 billion per annum. We will be investing £10 million to pilot ways to increase residents' skills in AI, setting them up to make the most of the opportunities it presents.

We agree that there are additional areas of health and medical innovation that the region has emerging strengths in and have recognised this in this section of the Growth Plan.

We have included maps to visualise where the region's cluster strengths are geographically.

What you collectively said

To build on its innovation strengths and attract greater government investment in R&D, stakeholders believe the West Midlands must take a more integrated and strategic approach. The most frequently cited priority is the need for continued and increased collaboration across public bodies (WMCA, LAs, Health Trusts), Higher Education Institutions, and the private sector. This includes mechanisms such as a simplified ‘front door’ for innovation support, making it easier for stakeholders to engage and contribute. The 'triple helix' model is considered the best way to build on these strengths.

There was also a significant call for a comprehensive regional innovation infrastructure. Respondents stressed the importance of aligning regional innovation efforts with national R&D bodies, developing strong regional leadership, and creating accessible support networks like innovation centres and advisor networks. This infrastructure should be integrated across the West Midlands and tailored to local business needs.

Another major theme is the need to formally connect and leverage existing innovation clusters, particularly in high-growth sectors such as advanced manufacturing and MedTech and ensure that creative industries and cultural sectors are included. These clusters should be promoted as national assets, offering a compelling alternative to traditional UK innovation hubs. Additionally, showcasing regional success stories, including innovation accelerators, was seen as vital to attracting inward investment and encouraging companies to relocate.

Respondents also highlighted the importance of inclusive, place-based innovation, advocating for proactively including isolated demographics and reaching deprived and underrepresented communities. This includes empowering diverse groups to participate and embedding innovation within community development and public services.

Other priorities include investing in skills development, particularly through collaboration with FE and HE institutions. On funding, there is a strong call to simplify the innovation system, with suggestions to improve R&D tax credits and for better access to patient capital with a greater appetite for risk from funders. Stakeholders also urged the region to secure a greater proportion of public R&D funding and to strategically use public and private procurement to drive local innovation. It was also seen as important to align regional capabilities with national R&D priorities.

Finally, respondents supported focused direct conversations with central government, greater engagement with national catapults, and devolved innovation funding to enable long-term, locally tailored strategies. Mechanisms like the Investment Zone (IZ) were also noted as key to boosting innovation through business rate retention.

WMCA response

We welcome the ideas put forward in response to this question, which offer food for thought as the region develops its future innovation programmes.

We support the idea of strengthening the region’s innovation infrastructure, further integrating its research innovation institutions and simplifying innovation funding. The WMCA already brings together the region’s key innovation institutions, including its universities, and organisations that represent its priority clusters, and will continue to promote its success stories. We work in partnership with the region’s education providers, and, for example, have developed qualifications with them to meet the skills needs of our emerging innovation strengths, as profiled in the Growth Plan. However, there is more we want to do through securing further devolved funding and strengthening our partnerships with agencies like Innovate UK and UK Research and Innovation, recognising the close alignment between the West Midlands’ and UK’s national cluster strengths. The WMCA is proposing an ‘Innovation Settlement’ with HMG in order to achieve this.

We agree that connecting the region’s clusters offers an opportunity to create new innovation, at the intersection between different technologies and sectors. The Innovation Accelerator has helped to capitalise on some of these areas of sectoral cross-over, as have events and forums that bring together different parts of industry. The West Midlands Innovation Board plays a key role in the region’s innovation ecosystem by providing advice and direction to the region’s innovation activities, and by connecting the public, private and university sectors. This has been and will continue to be one of the region’s strengths.

We agree that innovation is a powerful driver of place-based growth. In the Growth Plan, we highlight which parts of the region are home to its priority clusters and will be working with local authorities to continue to develop Place-Based Strategies, embedding our shared cluster strengths into local economic strategies and plans. Innovation is a significant driver of job creation in supply chains and local communities, whether through large-scale projects such as Greenpower Park that would create thousands of supply chain jobs or the impact we have achieved to-date through the Innovation Accelerator, which has created 160 direct jobs and secured substantial private sector investment it has created to date. As part of the Investment Zone, we are funding a supply chain transition programme, to connect local businesses into the region’s innovation strengths, which we want to learn the lessons from and build on over time.

What you collectively said

Respondents highlighted the need for a more coordinated and strategic approach to strengthening business leadership and management across the West Midlands. Key themes included:

·       Leadership Development: There is a strong appetite for targeted leadership and management training, particularly for SMEs and scale-ups. Respondents called for accessible, regionally tailored programmes that build strategic thinking, innovation, and resilience.

·       Peer Networks and Mentoring: Businesses value opportunities to learn from each other. Expanding peer-to-peer networks, mentoring schemes, and cross-sector collaboration was seen as vital to sharing best practice and fostering a culture of continuous improvement.

·       Access to Support and Guidance: Many businesses struggle to navigate the existing support landscape. A more visible, simplified, and joined-up system—potentially through a single regional gateway—was suggested to help businesses access the right support at the right time.

·       Investment in Skills and Talent: Leadership cannot be separated from workforce development. Respondents stressed the importance of aligning leadership support with wider skills investment, including digital skills, green skills, and inclusive recruitment practices.

·       Long-Term Thinking and Stability: Businesses want policy consistency and long-term support to plan and invest with confidence. Respondents urged regional and national policymakers to provide clarity, continuity, and co-designed interventions that reflect local business needs.

WMCA response

We agree with the weight of responses that stressed the importance of a leadership and management offer that reflects the real-life experiences of businesses with a particular focus on peer-to-peer support and mentoring.  Through the Growth Plan we've committed to working with the Chambers of Commerce and private sector leaders, reflecting the recommendations of the Mayor's Growth Taskforce leadership commission, with a particular focus on building flexibility in future leadership and management offers. 

This activity will be complemented by a more targeted and focused Business Growth West Midlands offer, providing business-centred support to firms, focused on businesses with the greatest growth potential and advice that reflects what businesses need on their growth journey. 

We also agree that leadership and management should be considered as part of the wider skills offer available to businesses and through the focused Business Growth West Midlands offer will bring skills offers closer to the needs of businesses. 

The Growth Plan, sitting alongside the Modern Industrial Strategy in running to 2035, aims to provide both long term vision and certainty, allowing that continuity and long-term, structured interventions that respondents agreed was needed to deliver meaningful change.

What you collectively said

Most respondents agreed that the West Midlands has a strong track record in attracting foreign direct investment (FDI). However, many emphasised that this success must now be matched by a clearer, more compelling regional narrative. Suggestions included building on the “It Starts Here” campaign and amplifying successful case studies—such as HealthTech, Arden Cross, and the Birmingham Knowledge Quarter—to demonstrate the region’s strengths through real-world impact.

Several respondents highlighted the importance of inclusive growth as a core part of the FDI offer. This means showcasing how investment supports local jobs, skills development, and opportunities for underrepresented communities—positioning the region as a place where economic growth is both equitable and sustainable.

Others stressed the need for more strategic international outreach, including better targeting of diaspora networks and emerging markets through business forums and trade delegations to Africa, Asia, and the Middle East. This was linked to a broader call for the West Midlands to strengthen its global identity and position itself more confidently on the world stage.

Concerns were raised about regional disparities in FDI, particularly between Birmingham and surrounding areas such as the Black Country. Respondents called for more coordinated regional strategies to ensure that investment is distributed more evenly and benefits the wider geography.

Several respondents pointed to the importance of infrastructure and skills investment, particularly in digital and transport as critical to sustaining investor confidence and enabling long-term growth. A few also noted that domestic investment and business resilience are essential foundations for a strong FDI ecosystem and should not be overlooked.

Finally, there was a broader recognition that the region must leverage its existing success stories more effectively, and adopt a long-term, sustainable approach to FDI, one that balances global ambition with local impact, and short-term wins with future resilience.

WMCA response

In the Growth Plan, we have added a section specifically about foreign direct investment (FDI) to explain what it means for the West Midlands. The region remains in the top 20 across Europe for leveraging FDI and the second highest of the UK in terms of the number of jobs created from FDI.

We agree with respondents’ feedback that the region needs an ambitious, clear narrative that attracts investors to the region. Building on the ‘It Starts Here’ campaign, we hope the West Midlands Growth Plan continues to develop and communicate our emerging narrative – connecting our people, places, heritage and identities with the business, innovators and clusters that will power the West Midlands’ next economic revolution. Recognising the importance of the region’s narrative, in the Growth Plan we have named this as a specific action to take forward, which we will do in partnership with our local, regional and national partners.

The Growth Plan clarifies which markets overseas are the most significant to the West Midlands, which will be the focus of our collective efforts as a region to help businesses export to and secure inward investment from.

It is important to acknowledge that FDI in one part of the region benefits the region as a whole; and that the benefits of FDI are not confined to the particular places it ‘lands’ in. Over 200,000 West Midlands residents live in one local authority but work in another, with cross-local authority border commuting particularly high among high-skill workers. Our first priority is to work with investors to land FDI in the West Midlands and ensure residents in all parts of the region have the skills and can access transport to be able to get to the jobs it creates. This is the most effective strategy we can take to increasing living standards across all parts of the region and leveraging the inclusive growth benefits of FDI.

What you collectively said

The responses to the West Midlands Futures Green Paper highlighted insights and recommendations from different perspectives.  They included calls to strengthen business leadership and management, and support investment in success across the region. Key themes include:

Leadership and Management Development

·       There is a clear need for tailored leadership and management training, especially for SMEs, sole traders, and micro-businesses.

·       Training should focus on recognising latent talent, innovation, and modern management practices, particularly in creative and everyday economy sectors.

Skills and Workforce Development

·       Skills shortages persist, particularly in technical, professional, and management roles.

·       Respondents called for streamlined apprenticeships, subsidised training, and better alignment between education providers and industry needs.

·       Vocational and work-based learning, including degree apprenticeships and modular qualifications, were seen as vital to preparing a future-ready workforce.

Inclusive and Quality Employment

·       A consistent definition of “good quality jobs” is needed to guide policy and support programmes.

·       Job quality should encompass pay, progression, flexibility, and purpose—especially in sectors like care, hospitality, and manufacturing.

·       The cultural and creative sectors were highlighted as models for inclusive and flexible employment.

Support for Entrepreneurs and Micro-Businesses

·       Many respondents emphasised the need to support self-employed individuals and sole traders to scale up through targeted business management and innovation training.

·       Incubation support and community-based trainers were suggested to help transition from survival to growth.

Graduate Retention and Talent Attraction

·       Stronger links between universities and industry, such as Coventry University’s AME model, were praised.

·       A strategic approach to graduate retention aligned with inward investment is essential to build a resilient regional workforce.

Infrastructure and Connectivity

·       Poor transport connectivity and fragmented regional leadership were seen as barriers to inclusive growth.

·       Investment in infrastructure, public services, and regional collaboration is needed to create an attractive environment for business and talent.

Social and Economic Inclusion

·       Employment should be a route out of exclusion, with flexible pathways for disadvantaged groups.

·       Businesses have a role in supporting employee wellbeing and preventing homelessness, with toolkits and partnerships already in place.

Innovation and Long-Term Investment

·       Respondents stressed the importance of long-term, stable investment in innovation clusters, particularly health tech and green sectors.

·       Short-term pilots were criticised for creating uncertainty and limiting job creation.

WMCA response

There was a clear view across respondents about the need for jobs to be of good quality, with businesses, people and system funders each having important roles to play.

As we move forward, we’ll be looking to build on the themes raised, including:

·       A clear need for tailored leadership and management training, especially for SMEs, sole traders, and micro-businesses. Training should focus on recognising latent talent, innovation, and modern management practices, particularly in creative and everyday economy sectors.

·       Skills shortages persist, particularly in technical, professional, and management roles. Respondents called for streamlined apprenticeships, subsidised training, and better alignment between education providers and industry needs. Vocational and work-based learning, including degree apprenticeships and modular qualifications, were seen as vital to preparing a future-ready workforce.

·       A consistent definition of “good quality jobs” is needed to guide policy and support programmes. Job quality should encompass pay, progression, flexibility, and purpose—especially in sectors like care, hospitality, and manufacturing.

·       Strengthening links between education, industry, and entrepreneurship. There needs to be a clearer approach to graduate retention aligned with inward investment is essential to build a resilient regional workforce.

·       Improving infrastructure, connectivity, and access to opportunity across the whole region, giving workers and businesses confidence to invest and move to new roles.

·       Respondents stressed the importance of long-term, stable investment in innovation clusters, particularly health tech and green sectors. Short-term pilots were criticised for creating uncertainty and limiting job creation.

This input will shape the priorities in the Growth Plan, including an integrated Employment and Skills system to deliver our 'Get West Midlands Working', guaranteeing training and development paths for young people.

What you collectively said

Stakeholders highlighted the importance of maximising the social impact of the social economy by improving its financial sustainability and acknowledging its contribution to the vitality of local high streets. Social economy organisations help create vibrant community spaces and benefit from them. Leadership development can make these organisations more investment-ready, and enhancing the visibility and accessibility of business support services such as Business Growth West Midlands will be beneficial, as will investment in peer support networks.

WMCA response

The West Midlands is home to a vibrant and resilient social economy. The Growth Plan reaffirms the WMCA's commitment to expanding the size of the social economy, recognising its critical role in tackling inequality, creating good jobs, and strengthening communities. To achieve this, we will enhance our social economy support programme, building on the WMCA’s track record and working closely with social economy cluster organisations in each local authority area. These clusters will act as single points of contact for information, advice, and guidance, helping to increase trading income, employment, and sustainability across the sector. We are also working with anchor institutions and public sector partners to embed social value more deeply into procurement, boosting investment readiness and increasing the proportion of contracts delivered by social enterprises. As part of this, we are partnering with Big Issue Invest on a £100,000 pilot project to leverage further investment into the sector. This approach will create an ecosystem that will enable social economy organisations to grow, become more sustainable and deliver greater impact.

What you collectively said

There is widespread agreement that youth unemployment remains a critical challenge.

Respondents consistently called for early, tailored, and community-based interventions. Key themes included:

·       Better careers advice and employer engagement in schools, including live projects, mentoring, and work experience.

·       More flexible, accessible training pathways, especially for those not suited to traditional academic routes.

·       Wraparound support addressing mental health, transport, digital exclusion, and caring responsibilities.

·       Incentives for employers to hire and train young people, including apprenticeships and paid internships.

·       Mental health support, particularly integrated with employment and skills pathways.

·       Some respondents highlighted the need to prevent young people becoming NEET by improving post-16 options.

·       Others stressed the importance of rebuilding aspiration and confidence, especially post-COVID.

·       A few also emphasised the value of co-designing programmes with young people and community organisations to ensure relevance and impact.

WMCA response

We welcome the practical ideas respondents have provided for how to increase youth employment. One of the ten-year outcomes the Growth Plan seeks to achieve is to increase the number of young people in employment or training. To support this, the Mayor has committed to guaranteeing 20,000 young people access to training, education, careers guidance and other forms of support to help them take their first step towards work, including through work readiness and preparation for young people in schools. This will involve joint action between the WMCA, our local authority partners, voluntary, community, faith organisations and social enterprises, underpinned by enhanced support from central government. The West Midlands is one of the areas to have been selected by government to receive funding – £5 million for this year – for a Youth Guarantee Trailblazer project, which we will use to test new approaches to increasing youth employment. This provides a small amount of funding to apply many of the ideas respondents have put forward as part of their consultation response. 

What you collectively said

The most dominant theme by a significant margin is the need for enhanced Skills, Training, and Apprenticeships. Respondents repeatedly called for investment in upskilling and reskilling programs, more accessible apprenticeship schemes for all ages, and training tailored to current skills shortages to help people enter and progress in the workforce.

The second most frequent theme is the need for Reform of the Benefits and Tax System to make work financially viable. Stakeholders stressed that the system must "make work pay," suggesting simplified processes, the removal of benefit traps, a review of Universal Credit, and a lower tax burden for those on low incomes. Closely related was the call for Improved Pay and a Higher Living Wage, which emerged as a strong theme in its own right, highlighting that wages are often too low to be a sufficient incentive.

A substantial number of responses focused on the need for Greater Flexible and Remote Working options to be made standard, allowing people to balance work with health, caring, or other life commitments. Another major barrier identified was the requirement for more Accessible and Affordable Childcare, including wraparound and holiday care. Furthermore, a significant number of stakeholders highlighted the need for better Support for Health Issues and Disabilities, with specific calls for improved mental health support, more robust 'Access to Work' schemes, and greater understanding from employers. The need for Targeted Support for Specific Groups was also a clear theme, mentioning not only older workers and carers but also young people needing entry-level opportunities and ex-offenders facing barriers to employment.

Finally, other important themes raised by respondents included improving Job Quality and Security by tackling zero-hour contracts, addressing Transport Barriers like cost and availability, and a proactive approach to Local Job Creation through government investment in new industries.

WMCA response

We recognise, as have respondents, that there are many drivers to helping people into paid work.

At present, people looking for work are required to engage with a range of different agencies and organisations each with a different form of support or help they can offer. Our ambition is to change this, by working with our partners to develop an Integrated Skills and Employment System that makes it easier for people to access the support they need, reflecting their ambitions, starting points in life and the challenges they face; and the higher levels of support some of our residents need.

Several of the responses focused on factors that affect the quality of work which employers are responsible for. Our recent study has identified a number of ‘high road’ approaches that have been adopted by certain businesses and public authorities to improving the quality of work. These include commitments to the Real Living Wage, improving job quality and staff retention through better training and scheduling. As committed in the Growth Plan, the WMCA will be engaging with residents, businesses and local authorities to develop a Good Work Charter, which will define what, beyond paying the Real Living Wage and upholding inclusive employment practices, good quality work means to residents and businesses in the West Midlands. This will build on the WMCA’s Thrive at Work programme, which has been backed by 600 Midlands-based organisations and supported over 300,000 people to-date.

What you collectively said

In response to the consultation question, stakeholder views on the specific focus on Level 3 skills were mixed. Overall, the largest number of respondents agreed, but a large number did not and/or advocated for a different focus.

When addressing how to foster better engagement between businesses and skills providers, several clear themes emerged from the feedback. The most dominant suggestion was the need to give businesses a direct and meaningful role in skills planning and curriculum co-design, ensuring qualifications meet real-world industry needs. Following this, many stakeholders advocated for strengthening intermediary bodies like Chambers of Commerce and Local Enterprise Partnerships to act as essential brokers in these relationships. There was also a strong call to provide better and clearer incentives for businesses, particularly SMEs, to invest their time and resources in engaging with providers.

Respondents highlighted the need for improved communication channels and clearer platforms for engagement to simplify the process. A critical point, often raised by those who disagreed with the Level 3 focus, was the caution not to neglect lower-level and foundational skills, which they see as a vital prerequisite for progression. Furthermore, stakeholders recommended integrating more meaningful work placements and real-world experience into training. Finally, a smaller groups of respondents suggested a need to simplify the often-confusing skills landscape and to ensure that engagement is forward-looking, concentrating on skills for the future economy.

WMCA response

We have heard respondents’ views on the need to ensure there is continued investment at different levels of the education system, and not just at Level 3 and above. In the Growth Plan, we have stated that one of the outcomes we are looking to achieve over the next 10 years is to support more people who are not able to work to access work and progress into good quality, well-paid jobs. This means not only ensuring residents can access work-ready skills, such as a Level 2 (equivalent to a GCSE) qualification, which the WMCA has a statutory duty to offer to anyone who seeks one, and language and digital skills; but also helping residents who are prevented from working due to a range of different barriers, including ill-health, caring for others, and low skills.

However, the evidence is clear that our most significant skills-related barrier to economic growth – today and over the next 10 years – is supporting more people to acquire the higher-level skills they need for the jobs of the future. This is because the region will move towards a higher-skill economy over the coming decade: over half (55%) of jobs will be at Level 4 or above by 2035. Level 3 skills in science, technology, engineering and maths are going to be particularly important to our future economy. In turn, they provide a platform to progress onto even higher-level skills required for the jobs of the future.

We agree that employers’ voice needs to shape regional skills provision, and will be working with Chambers of Commerce to jointly develop the region’s Local Skills Improvement Plan. There are several tangible case study examples provided in the Growth Plan of where the WMCA and our private sector partners have worked together to develop the qualifications industry needs for growth. This will be the focus of a new, £10 million funding for sector-led, innovative skills programmes, that seek to develop new types of provision aligned to the needs of our economy. We will also be working with businesses to develop action plans for key sectors of the economy that report skills gaps, with a focus on advanced manufacturing, construction and green industries.

What you collectively said

The majority of people agree that institutions and networks need to be more inclusive, better connected, and more transparent. A recurring theme is the need to broaden participation in regional economic governance, particularly by:

·       Increasing diversity of involvement in regional institutions, including universities as anchor institutions.

·       Creating cross-institutional leadership that understands the full partnership landscape.

·       Using WMCA’s convening power to connect businesses, FE/HE, local authorities, and community partners around shared goals.

·       Several people emphasised the importance of a clear, inspiring regional vision, including promoting the three-city nature of the West Midlands and fostering collaboration across them.

Ways of working were also a key concern:

·       Calls to reduce bureaucracy, increase capacity for deal-making, and shift focus to longer-term investment.

·       A desire for data-driven approaches and more transparent, accessible decision-making.

There is a need for:

·       Reaching out to those in society beyond “the usual suspects”, with better engagement methods and co-production with grassroots organisations.

·       Youth voice and innovation in strategic decisions, especially in fast-changing sectors.

·       Support for industry-led bodies to lead clusters and foster collaboration – expert knowledge

·       Breaking down silos between skills, health, housing, and business support to deliver joined-up services – helping to adopt a ‘one west midlands’ approach.

·       Investing in trusted intermediaries like community connectors and local anchor organisations, these are close to and understand community needs.

A few noted that current consultation methods (e.g. email-only) are insufficient and that richer insights could be gained through more flexible, conversational engagement. With this aiding bringing the population on board.

WMCA response

We welcome the appetite among respondents to play an active role in delivering our shared ambitions for the region.

A key part of the process for developing the West Midlands Growth Plan has been the external consultation. As this document illustrates, this has surfaced a wide range of views from over 140 citizens and organisations that have changed the contents of the Growth Plan as a result.

At present, there are several forums to involve external stakeholders in the development of WMCA policies and programmes. The Mayor’s Taskforces – for Growth, Jobs, Journeys and Homes – are comprised of local, regional and national experts and support the delivery of his four priorities. The WMCA’s cluster leadership bodies bring together businesses, academics and other agencies, to deliver our plans to realise the region’s cluster strengths, alongside the role of the West Midlands Innovation Board. A wide range of other partnerships exist between the WMCA and external organisations – across transport, housing, skills, energy, the environment and economic development – in addition.

In the Growth Plan, and in response to respondents’ feedback, we have set out our intention to evolve the WMCA’s approach to citizen engagement. We intend to grow our Citizens Assembly—currently focused on our Environment programme—into a more formal institution that supports all our strategies and programmes, starting with the Spatial Development Strategy. We will continue to invest in partnerships such as the Young Combined Authority, which gives young people a platform to be heard and gain experience in the democratic process. We will also be creating the West Midlands Growth Summit, to take stock of the implementation of the Growth Plan with external partners.

What you collectively said

The responses to the West Midlands Futures Green Paper reveal a rich and multifaceted view of the region’s strengths and the challenges in presenting a unified regional identity. Key themes include:

The uniqueness of our geography: The West Midlands is defined by its economic and cultural diversity, not a single dominant sector. Key assets include advanced manufacturing, creative industries, higher education, financial services, and logistics, with each city and sub-region contributing unique strengths. The region’s central location and transport networks are strategic assets, especially for freight and logistics, and improved infrastructure and cross-sector planning are key to unlocking growth and presenting a coherent regional case to national government. The region’s polycentric structure—with Birmingham, Coventry, and Wolverhampton as anchors—is seen as a competitive advantage. Fragmentation between cities and sectors, and competition rather than collaboration, were cited as barriers to speaking with one voice.

Our innovation strengths: The region is described as England’s innovation hub, with a proud industrial heritage and a future focused on Industry 4.0. Universities play a pivotal role in driving innovation, skills, and economic impact, yet their contributions are often underrepresented in regional narratives.

Our diversity: The West Midlands has a rich cultural heritage—from Tolkien and Peaky Blinders to emerging creative movements—that is underutilised in shaping its identity. Respondents called for inclusive storytelling, co-created with communities, creatives, and young people, to better reflect the region’s diversity and vibrancy. The idea of a single voice was challenged; instead, respondents advocated for a unified message expressed through many authentic voices.

Strong, inclusive leadership is needed to unify the region and promote its strengths nationally and internationally. Current systems of representation (e.g. at events like MIPIM) were seen as exclusive and disconnected from emerging voices and sectors. Greater coordination between local authorities, anchor institutions, and business clusters is needed to amplify the region’s voice and influence. A shared regional narrative aligned around common goals—such as net zero, inclusive growth, and innovation—is essential.

WMCA response

The strength of the shared view across the consultation respondents that the region’s history of innovation and diversity is notable. As part of the West Midlands Growth Plan, we have expanded the region’s distinctive foundations for growth to reflect this, and point respondents to Steven Knight’s foreword which addresses the same themes that were raised consistently in responses to this question. 

The West Midlands Growth Plan itself seeks to strengthen the region’s economic narrative, but we want to work with our local, regional and national partners to further develop it. We will deliver a more coherent and inclusive West Midlands Growth Narrative and Toolkit, that enables a diverse range of voices across the West Midlands – in response to the consultation feedback – to tell our shared story in their voice, rooted in their experiences. A new West Midlands Growth Summit will bring together our regional partners every year, to champion and learn from the work we are doing to deliver the Growth Plan and strengthen links across the region.

What you collectively said

A majority of people expressed support for place-based strategies as a mechanism for driving local economic growth. As with other questions a sizeable number of people did not answer the question or provided an un-useful response.

Many respondents referenced the strength of the region’s existing economic and business base as a foundation for growth which could be leant into.

The region’s intra-UK and international connectivity was highlighted as a strategic advantage, though some felt recognition of the location in the UK should be emphasised more

A significant number of respondents called for a clearer, more concise summary of the region’s vision and plan to guide implementation and communication.  With communication key to bringing people with us.

A theme within was the need to emphasise the differing needs of each part of the region, what’s right for Solihull may not be right for Coventry.

Health was the most frequently mentioned as important to place based strategies, Respondents stressed that economic growth is inseparable from population health, and that preventative health measures, mental wellbeing, and access to green spaces must be embedded in planning. – ‘people-based’ strategies

Many people emphasised the role of cultural identity, creative industries, and community-led regeneration in revitalising town centres. This includes support for grassroots organisations, local arts, and heritage assets. Some expressed concern that culture was being lost as shown by the closing of cultural venues.

A well-connected transport system that links homes, jobs, and placemaking was seen as essential to successful place-based strategies. Respondents called for investment in public transport, active travel infrastructure, and better regional coordination. Ensuring that connectivity to opportunities in other parts of the region is factored into strategies.

Despite its importance to prevalence, heritage wasn’t mentioned. Perhaps this has low salience amongst those in the population who are inclined to respond.

WMCA response

Respondents’ comments about the strength of the region’s business base and connectivity and the need for concise summary of the region’s vision have been addressed in the West Midlands Growth Plan, as part of the ‘West Midlands’ distinctive foundations for growth’ and ‘Story’ sections.

We acknowledge that for many residents, ill-health is a barrier to securing a well-paid job. In the West Midlands Growth Plan, we have recognised that improving health outcomes is part of how we will realise the potential of our residents, and stated that over the next 10 years we want more people to live longer, healthier lives and to prevent people from dying prematurely due to preventable factors, by providing the foundations for a good quality of life.

The West Midlands will continue to develop its ambition to become a ‘Marmot Region’, which means using all of the tools at the region’s disposal to improve health outcomes, and which will help the region to fulfil its new responsibility to factor health into the development of its policies and programmes. We will also be investing £10 million in skills and training to tackle barriers to work, including poor health and digital exclusion.

One of the ambitions of the West Midlands Growth Plan is to transform the priority urban centres and high streets of the region’s cities and boroughs, to create the conditions for culture, leisure, retail and community activity to thrive and restore pride to local high streets.

We will support this ambition through a regional High Streets & Town Centres delivery programme, which, working in partnership with the WMCA’s local authorities, will help to make high streets more vibrant where we are investing in housing, transport and regeneration projects. For this to be commercially sustainable, our focus will be on those high streets that will see increased footfall arising from growth, housing densification and transport interventions.

What you collectively said

Overall, there was general support for the corridors proposed in the Green Paper. There is a strong push for a more explicit explanation as to how the Growth Plan aligns with different clusters and sectors and university and research hubs. Respondents also note the need to make corridors more than physical zones; they should reflect networks of economic activity and potential. A few respondents challenged the locations identified either based on the exclusion of specific sites they feel should be involved, but also to question their regional significance. While beyond the question’s scope, respondents flagged additional factors the Growth Plan should consider especially focusing on the need for placed based development to achieve inclusive growth within the corridors.

WMCA response

We welcome respondents’ overall support for the proposed investment corridors, which have been reflected by in large in the West Midlands Growth Plan. The region’s investment priorities will be outlined in full in a Major Investment Prospectus, to be published later this year ahead of the UK Government-sponsored Regional Investment Summit. We agree that the region’s capital investment priorities need to be robust and impactful and will set out how and why particular proposed are priorities when publish our pipeline later this year.

We agree that, to deliver maximum economic benefit to the West Midlands, our capital investment priorities need to be accompanied by investments in transport, housing, skills and energy. For example, since publishing the West Midlands Futures Green Paper, the West Midlands has secured a commitment from the UK Government to extend the Metro network from central Birmingham to the Sports Quarter, which will connect people from across the region and further afield to this large-scale, £3 billion development. This approach shows the impact we can achieve by linking up our investments, which the WMCA and the region’s local authorities are working on in other parts of the region as part of the development of Place-Based Strategies. This will include recognising places’ future energy infrastructure and adaptation requirements.

While all investment happens in any given place, its benefits ripple out to create economic opportunities for residents across the wider region. The role of the WMCA is to ensure all of our residents have access to support and can get around the region, so they can access the well-paid, high-quality jobs we aim to create through the West Midlands Growth Plan – both in our high-growth clusters, and across the ‘everyday economy’.

What you collectively said

Some respondents expressed reservations about prioritising brownfield sites exclusively. Over-reliance on brownfield sites—often complex and costly to develop—was seen as a potential bottleneck, which require significant infrastructure investment and remediation.

There is strong regional support for a brownfield-first approach to development, seen as essential for protecting green spaces, revitalising urban areas, and promoting compact, low-carbon growth. Stakeholders highlight the strategic value of brownfield sites, particularly when paired with biodiversity net gain, green infrastructure, and high-quality design.

However, respondents caution that brownfield land alone cannot meet the scale of housing need. Complexities such as remediation costs, fragmented ownership, and infrastructure deficits—especially for large-scale projects—require flexible funding, public-private collaboration, and realistic capacity assessments. A balanced strategy should also consider greenfield and grey belt land where appropriate, while protecting commercial uses and cultural infrastructure, such as grassroots music venues, through principles like Agent of Change.

Stakeholders call for an integrated Spatial Development Strategy (SDS) that aligns housing, employment, transport, and climate goals. Developers urge the SDS to better reflect the need for strategic employment land, while others advocate for its use as an investible proposition to attract long-term capital. Public land should be strategically managed through a One Public Estate approach, unlocking sites for housing and integrated services.

There is strong support for diverse and affordable housing models—including Live and Work schemes, community-led housing, and income-linked affordability definitions—alongside health and housing integration. To ensure quality of place, high-density development must be supported by robust infrastructure and fair developer contributions. Ultimately, stakeholders favour a flexible, inclusive, and joined-up approach that balances housing delivery with economic vitality, climate resilience to high temperatures and flood events, and community wellbeing.

WMCA response

WMCA through its policies and strategies will look to maximise the use of previously developed land consistent with national and local priorities. However, it is recognised that brownfield land development is challenging, and the resource is finite in some localities, therefore alternative sources of land supply will be required to be identified given anticipated levels of need. Increasing densities can support housing delivery, but this should be undertaken in appropriate locations such as around transport nodes. Good quality and innovative design will be key to making high density developments work.

What you collectively said

Most respondents concluded that the decision to develop on Green and Grey Belt land is a contentious and complicated subject, with nuanced considerations and trade-offs to be made on a site-by-site basis. Stakeholders broadly recognise the urgent need to address housing shortages across the West Midlands, with many advocating for a strategic and inclusive approach to development. Grey Belt land, often underutilised and of lower environmental quality, is seen as a viable option for delivering affordable, multigenerational housing and supporting diverse communities. Some institutions emphasised the potential to align housing delivery with regional priorities—such as Health Villages, education hubs, and employment centres—while revitalising neglected edge-of-settlement areas.

Infrastructure improvements, including enhanced public transport, upgraded schools and healthcare facilities, and integration with active travel networks, were identified as key enablers of successful development. Respondents also highlighted the importance of green infrastructure and coordinated regional planning to ensure sustainable, inclusive growth.

However, consultees also raised significant concerns about the environmental and social implications of development on Green Belt and Grey Belt land. Green Belt areas are valued for their role in climate resilience, biodiversity, and public health, and respondents warned against the irreversible loss of natural capital. These challenges underscore the need for evidence-led, place-based planning that balances growth with environmental stewardship and community trust. Development must be carefully managed to avoid exacerbating inequalities and to ensure long-term value for both existing and future residents.

WMCA response

Although WMCA has a 'brownfield first' policy it is recognised that alternative sources of land supply will be needed to meet housing and employment land requirements.  There will need to be a consistent approach to any greenfield or Green Belt release activity, and an opportunity to give priority to sites in highly sustainable locations. Equally, enhancing the functions of existing greenspaces is important for example I) protecting and enhancing natural habitats, ii) enabling access to recreational land, iii) protecting and establishing carbon-sequestering land uses and iv) recognising that successful growth and the promotion of the region requires these spaces.

What you collectively said

The responses to the West Midlands Futures Green Paper emphasised the importance of stronger collaboration between the WMCA and neighbouring local authorities to address housing shortfalls. Key themes include:

There is strong support for formal joint planning frameworks, shared housing targets, and strategic boards to coordinate development across boundaries. A regional housing observatory was proposed to monitor delivery, identify gaps, and align housing growth with employment, transport, and environmental goals. Respondents also recommended shared data and modelling tools to align projections and inform decision-making. Universities and research institutions can support this by contributing to regional housing needs assessments and strategic growth studies.

Coordinated infrastructure investment is essential to support cross-boundary housing development and improve connectivity between metropolitan and neighbouring areas. Transport improvements were seen as key to unlocking housing potential and enabling sustainable urban expansion. Housing strategies should align with broader regional priorities, including net zero, biodiversity, and inclusive economic growth. Innovation in construction, healthy homes, and decarbonisation were highlighted as areas for joint action.

The WMCA was recognised for its ability to convene partners and lead collaborative responses, as demonstrated in initiatives like the Rough Sleeping Accommodation Programme. This convening power can be used to generate economies of scale, reduce administrative burdens, and attract greater investment.

WMCA response

Co-development is at the heart of the West Midlands Spatial Development Strategy (SDS) with all local authorities participating as equal partners. The governance structures will reflect this at both an officer and political level.  A shared evidence base will be established to support policy development, and a consistent and comprehensive data and monitoring function will support delivery of the plan. An 'Infrastructure First' principle is a cornerstone of the strategy – growth must be supported by the guarantee of provision of transport, energy, green and blue infrastructure and social infrastructure. In addition, the economic aspirations of the West Midlands as expressed through the West Midlands Growth Plan will be reflected through land-use policies in the SDS.  Co-operation on housing need will need take place within the 7 metropolitan areas and with a wider West Midlands Geography due to land constraints and there will need to be reciprocal arrangements in place with neighbouring authorities to ensure housing needs are met.

What you collectively said

The feedback received reflects strong support for the principles of public service innovation in the West Midlands—particularly around prevention, integration, community empowerment, and data-driven delivery. Stakeholders welcomed the inclusive and place-based approach but highlighted the need for clearer implementation pathways and stronger leadership from WMCA. There was a consistent call for long-term investment to move beyond short-term pilots and address systemic issues such as homelessness, unemployment, and health inequalities.

Digital transformation was widely supported, though concerns about digital exclusion were raised, with suggestions for assisted support and inclusive design. Cross-sector collaboration emerged as a key theme, with universities, the VCFSE sector, and private enterprises offering to co-design and deliver innovative solutions. Respondents also stressed the importance of co-production, cultural humility, and sustainable funding. Additional priorities included mental health, workplace wellbeing, childcare innovation, and leveraging community and faith-based networks. Overall, the feedback encourages WMCA to take a bold, convening role in driving public service reform through collaborative, inclusive, and outcome-focused strategies.

WMCA response

We welcome and strongly agree with the challenge to be brave and ambitious in our approach to public sector innovation. The feedback received reflects a shared appetite for transformation, and we are encouraged by the offers of support from across all sectors: public, private, VCFSE, and academic. We agree that collaboration is essential to achieving meaningful and sustainable change.

We are grateful for the thoughtful contributions and are pleased to respond with the following affirmations and commitments:

·       We agree with the proposal to create a cross-institutional platform for service design, prototyping, and live testing. Embedding fellows from universities and working alongside local authorities, NHS Trusts, and emergency services will help tackle shared challenges and accelerate innovation.

·       We agree that innovation must be co-produced with communities and VCFSE organisations. We are committed to participatory approaches that centre lived experience, avoid burnout, and ensure equity in service design and delivery.

·       We agree that digital transformation is a cornerstone of modern public services. We will prioritise open data standards, predictive analytics, and secure digital systems to enable smarter, more inclusive services.

·       We agree that short-term pilots alone cannot deliver systemic change. We are exploring long-term investment strategies to embed innovation, support vulnerable populations, and ensure continuity and impact.

What you collectively said

Respondents broadly welcomed the proposed approach to the second West Midlands Net Zero Five Year Plan, particularly its emphasis on a place-based, whole-systems strategy. Many praised the integration of energy demand reduction, smart energy systems, and the alignment with regional economic growth and innovation. Universities, businesses, and local authorities highlighted the value of collaborative planning and the potential for the region to become a national leader in green technologies. Stakeholders such as the University of Birmingham, WMG, and Coventry University expressed strong support for the plan’s focus on electrification, decarbonization, and skills development. The inclusion of community-led initiatives, nature-based solutions, and the role of the voluntary and social enterprise sectors were also positively received. The plan’s ambition to align with the Local Power Plan and Devolution White Paper was seen as a step in the right direction.

Despite the overall support, respondents offered a range of constructive suggestions to strengthen the plan. There were calls for clearer interim targets, disaggregated emissions data, and robust monitoring frameworks to ensure accountability. Stakeholders urged the WMCA to prioritise climate adaptation alongside mitigation, and to embed biodiversity, circular economy principles, and behavioural change into the strategy. Concerns were raised about over-reliance on electrification and the need for a broader mix of technologies including hydrogen, small modular nuclear, and community energy. Respondents also highlighted the importance of flexible, short-term skills training and the recognition of transferable skills to support workforce transition (x5). The need for more inclusive engagement with disadvantaged communities, support for SMEs, and investment in local infrastructure such as EV charging, green spaces, and retrofit programmes were recurring themes. Several stakeholders recommended formalising partnerships with universities and industry to co-design and evaluate interventions

WMCA response

-       We welcome the widespread support for a place-based, whole-systems approach, integrating climate mitigation and adaptation.

-       We agree that ongoing stakeholder engagement will be critical to success. We have been regularly updating our local authority partners in monthly meetings, and have plans for engagement with community groups, businesses, educators and elected members to ensure there are multiple routes to engage with the Five-Year Plan's development throughout the year.

-       We agree that electrification will not be the sole energy vector for the West Midlands' energy demand. Heat networks will play a significant role in the most built-up areas, and hydrogen or other zero carbon fuels will have bespoke applications for industrial clusters where electrification cannot provide sufficient energy density. However, electrification remains the strategic priority as the vast majority of energy will be demand will need to be electrical to achieve net zero, in line with Climate Change Committee and National Energy System Operator projections.

-       While the Net Zero Five Year Plan will touch on nature recovery and biodiversity as co-benefits of net zero delivery, these wider aspects of sustainability are addressed in greater detail in standalone policies and strategies previously published by the WMCA. We will ensure that the Five-Year Plan provides clarity on the integration of decarbonisation across the entire West Midlands policy landscape.