‘The scale is unprecedented’ – how new MDC could reshape regeneration
The creation of the Birmingham East Mayoral Development Corporation is a significant moment for the city’s regeneration, according to Laura Loftus, head of development for CBRE in Birmingham.
Last month, the West Midlands Combined Authority formally launched its plan to create an MDC to oversee around £11bn of investment into six projects based near the HS2 station at Curzon Street east of the city centre.
Operating alongside the wider East Birmingham and North Solihull Mayoral Development Zone, the body will bring planning, land assembly and investment powers together under a single organisation, creating the largest Mayoral Development Corporation in the country across more than 1,000 acres in the city.
“The scale of the scheme is unprecedented, unlocking £11bn in funding over the next decade, and generating at least 50,000 jobs and 20,000 homes,” said Loftus.
“The timing is no coincidence. The Levelling Up and Regeneration Act 2023 placed devolution and local decision-making firmly at the centre of government policy while the more recent Planning and Infrastructure Act 2025 has reinforced support for the uptake of MDCs with their expanded remit as tools for growth.”
She also points to the growing confidence inspired by other regeneration programmes, adding that taking the lead of examples such as Old Oak Common and Stockport could see Birmingham ready to adopt a more proactive approach.
But for developers, one of the greatest advantages lies in the consolidation of powers that traditionally sit across multiple organisations.
“What makes the BEMDC particularly significant is the potential for consolidation of powers that have traditionally sat across multiple public bodies,” she added.
“The MDC model changes that dynamic by giving one organisation the ability to coordinate infrastructure, planning and investment decisions simultaneously.”
That co-ordinated approach could significantly improve delivery of complex regeneration schemes.
“Large mixed-use schemes can become trapped in lengthy negotiations over infrastructure, funding, planning approvals and land assembly,”
“A single body with government backing has the potential to reduce red tape, manage risk more effectively and provide more certainty around delivery.”
For East Birmingham, where many major schemes involve multiple landowners and extensive infrastructure requirements, that coordination could prove particularly valuable.
However, she stressed that the corporation’s purpose extends beyond simply increasing development density.
“The ambition is more practical than that. Its role is to speed up developments that are already planned, deploy investment tools where required and ensure projects are positioned for long-term success.”
Looking ahead, the challenge will be establishing an organisation capable of delivering at pace while maintaining public confidence and ultimately, Loftus believes the success of the MDC will depend on collaboration across both the public and private sectors.
“What is clear is that the creation of the MDC reflects growing confidence in Birmingham’s long-term growth story. If it can continue to combine coordinated delivery with meaningful collaboration across the public and private sectors, it has the potential to accelerate regeneration in parts of the city that have waited decades for transformational investment.”
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