End of term report: How is Andy Street doing as mayor of the West Midlands?

Andy Street, mayor of the West Midlands. Image: Getty.

In the first of the Centre for Cities’ round up of the first half-year of metro mayors, we look at Andy Street, Conservative mayor of the West Midlands.

Back in May, the close race between Conservative candidate Andy Street and his Labour counterpart Sion Simon made the West Midlands the key political battleground of all the mayoral elections. Given that the city region is a traditional Labour stronghold, Street’s victory with a 50.6 per cent share of the vote (after the second round) was testament to the strength of his campaign, and to the strong emphasis the Conservative national leadership placed on supporting his bid.

After taking office, the former John Lewis boss wasted no time in setting out his vision for his first 100 days and a long term plan for 2020. But with six months having gone by, what progress has he made in realising this vision, and what challenges does he face?

Progress and key moment

Street kick-started his term by launching the ‘Mayor’s mentors scheme’, aimed at supporting young people to improve their skills and move into employment, and concluded his first 100 days by ticking off all the objectives he set himself for the first few months.

These included meeting with the Prime Minister Theresa May to discuss the ambitions of the combined authority. They also comprised meeting his target of 1,000 applications for his mentor scheme, and holding ‘Ask Andy’ sessions to engage with the public in areas across the city region. Street also went on a trade mission to Toronto to raise the profile of the region, and brought Robin Walker – a government minister for Exiting the European Union – to the West Midlands to discuss its future in light of Brexit.

Beyond these achievements, the most high-profile moment of Street’s mayoralty has been his address to Conservative Party Conference last month. This made him the only newly-elected metro mayor to individually address any of the party conferences, helping to raise both his profile and that of the West Midlands.

As he pointed out in that speech, “the mayor’s job is all about leadership”, and he has exercised it both on the national stage – by addressing conference – and also at the community level, where, among other initiatives, he took part in the Cure Leukaemia half marathon to raise awareness and funds. Furthermore, to promote the West Midlands across the country, Street has led Birmingham’s bid to host the Commonwealth Games and to become the new home of Channel 4, as well as Coventry’s bid to be named UK City of Culture in 2021.


Toughest challenge

One of Street’s mayoral priorities is to boost employment and improve skill levels in the West Midlands. In his vision for 2020, the new mayor pledged to reduce the number of young people not in education, employment or training to zero by 2020. And given the high number of residents with no qualifications and the low employment rate, it’s clear that urgent action is needed on this front in the West Midlands.

However, Street will have to attempt to tackle this problem without having control over the adult skills budget. That’s because the Department for Education (DfE) has delayed devolution of this budget until 2019, despite it being one of the key powers set out in the West Midland’s devolution agreement.

The mayor should therefore make the most of his existing powers to influence employers, schools and universities to work together to improve residents skills and ensure they are relevant to business needs. As we suggested in the run up to the election, this would be a first and important step to unlocking the potential of the West Midlands and its citizens.

Opportunities and future priorities

Improving transport and infrastructure will be critical in driving economic growth and opportunity in the West Midlands, and this also formed a central part of Street’s manifesto aimsAs our metro mayor dashboard shows, people in the West Midlands use public transport (both bus and train) less than the national average. This is problematic as connecting people with employment opportunities is key for the success of the region, and requires urgent action.

Street has pledged to deal with this issue by introducing smart ticketing, improving rail services and the tram system, and promoting cycling and walking. These aims offer the biggest opportunities for success for the mayor, and should be his priority in the coming months and beyond.

For this reason, it is welcome to see the mayor’s office cutting fare prices for young apprentices and trainees, and consulting on the introduction of a bike sharing system similar to the one in place in London. The mayor should now build on these initial successes by improving public transport within the combined authority, opening new bus routes and maximising the impact of HS2.

Elena Magrini is a researcher at the Centre for Cities, on whose website this article originally appeared.

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Joe Anderson: Why I resigned from the Northern Powerhouse Partnership

Liverpool Lime Street station, 2008. Image: Getty.

The Labour mayor of Liverpool has a few choice words for Chris Grayling.

I resigned from the board of the Northern Powerhouse Partnership this week. I just didn’t see the point of continuing when it is now crystal clear the government isn’t committed to delivering the step-change in rail investment in the North that we so desperately need. Without it, the Northern Powerhouse will remain a pipedream.

Local government leaders like me have been left standing at the altar for the past three years. The research is done. The case has been made. Time and again we’ve been told to be patient – the money is coming.

Well, we’ve waited long enough.

The only thing left is for the transport secretary to come up with the cash. I’m not holding my breath, so I’m getting on with my day job.

There’s a broader point here. Rail policy has been like a roller-coaster in recent years. It soars and loops, twisting and turning, without a clear, committed trajectory. There is no consistency – or fairness. When London makes the case for Crossrail, it’s green-lit. When we make the same case for HS3 – linking the key Northern cities – we are left in Whitehall limbo.

Just look at the last week. First we had the protracted resignation of Sir Terry Morgan as Chairman of HS2 Ltd. Just when we need to see firm leadership and focus we have instead been offered confusion and division. His successor, Allan Cooke, said that HS2 Ltd is “working to deliver” services from London to Birmingham – the first phase of the line – from 2026, “in line with the targeted delivery date”. (“In line?”)

Just when HS2 finally looked like a done deal, we have another change at the top and promises about delivery are sounding vaguer. Rumours of delays and cost over-runs abound.

Some would like to see the case for HS2 lose out to HS3, the cross-Pennine east-west line. This is a bit like asking which part of a train is more important: its engine, or its wheels. We need both HS2 and HS3. We are currently left trying to build the fourth industrial revolution on infrastructure from the first.

If we are ever to equip our country with the ability to meet rising customer and freight demand, improve connectivity between our major conurbations and deliver the vision of the Northern Powerhouse, then we need the key infrastructure in place to do that.


There are no shortcuts. Ministers clearly believe there are. The second piece of disappointing news is that officials at the Department for Transport have already confirmed to the freight industry that any HS3 line will not be electrified, the Yorkshire Post reports.

This is a classic false economy. The renaissance of the Liverpool Dockside – now called Superport – is undergoing a £1bn investment, enabling it to service 95 per cent  of the world’s largest container ships, opening up faster supply chain transit for at least 50 per cent  of the existing UK container market. Why squander this immense opportunity with a cut-price rail system?

Without the proper infrastructure, the North of England will never fulfil its potential, leaving our economy lop-sided and under-utilised for another generation. This is not provincial jealousy. Building a rail network that’s fit for purpose for both passenger and freight will remove millions of car journeys from the road and make our national economy more productive. It will also be cleaner, cheaper and more reliable. Our European neighbours have long understood the catalytic effect of proper connectivity between cities.

Similarly, linking together towns and key cities across the North of England is a massive prize that will boost growth, create jobs and provide a counterweight to Greater London, easing pressures on the capital and building resilience into our national economy.

To realise this vision, we need the finance and political commitment. Confirmation that the government is pushing ahead with HS3 – as well as HS2 – is now sorely needed.

With Brexit looming and all the uncertainly it brings in its wake, it is even more pressing to have clarity around long-term investment decisions about our critical infrastructure. Given the investment, the North will seize the chance.

But until ministers are serious, I have a city to run.

Joe Anderson is the elected Labour mayor of Liverpool.