Guidance

Guidance for Mayoral Strategic Authorities on developing Local Growth Plans

Published 11 June 2025

Applies to England

1. Introduction

Economic growth is the number one mission of this government. England’s Mayors will be crucial partners in achieving this mission and are accountable to their communities for delivering growth and change. Modern economic policy cannot be made and micromanaged from Whitehall – in an era of global instability, we need to give local leaders the levers to adapt to economic shocks and take advantage of the opportunities of the future.

The English Devolution White Paper, published in December 2024, set out our plan to rewire England by devolving power and funding from central government to local leaders who know their area best. A key part of this rests on the development of ambitious Local Growth Plans by Mayoral Strategic Authorities.

Local Growth Plans will be the foundation of this government’s growth mission, ensuring the benefits of a growing and future-facing economy are felt across the country.

1.1 What is a Local Growth Plan

Local Growth Plans provide a long-term 10-year strategic framework for growth in their region. They are produced and owned by Mayoral Strategic Authorities, focused on the holistic needs and opportunities in their region, and should set out the priorities where the authority will focus its devolved powers and funding to drive productivity and growth.

Local Growth Plans will also highlight the areas that will benefit from collaboration and joint working between Mayoral Strategic Authorities and central government, with the plans identifying “shared priorities” to underpin joint working. Plans will also set out an economic vision for the region and identify regional sector strengths, informed by the Industrial Strategy. They will also identify opportunities for Mayors to work together in cross-regional collaboration to build on and support the existing structures Mayors have created, such as UK Mayors, the Great North, and the White Rose Agreement. They will also ensure national and regional government are working together as critical delivery partners and enable communities to hold their Mayors to account for delivering growth and change.

Local Growth Plans are a key foundation of our growth mission, ensuring the benefits of a growing and future-facing economy are felt across the country. They also help to deliver the Industrial Strategy by building on places’ economic strengths. Local Growth Plans are the cornerstone of the government’s place-based approach to growth and hardwire shared Local Growth Plan priorities into how central government works.

1.2 Who should develop a Local Growth Plan?

The English Devolution White Paper set out the government’s intention to introduce a statutory requirement for all Mayoral Strategic Authorities to produce a Local Growth Plan, which will be implemented as part of the English Devolution Bill.

Every Mayoral Strategic Authority in England should develop a Local Growth Plan. This includes Mayoral Combined Authorities, Mayoral Combined County Authorities, and the Greater London Authority.

Foundation Strategic Authorities and Local Authorities in non-devolution areas have an important role to play in driving local growth and may wish to read this guidance when considering next steps for greater devolution and their own economic plans. These authorities are encouraged to set out a vision for growth in their area that can help to attract investment and drive growth. These should build on existing local economic strategies where possible.

1.3 Importance of a Local Growth Plan

Local Growth Plans should be “the guiding star” that provides strategic direction for other relevant plans and strategies and the wider work of Mayoral Strategic Authorities, their constituent Local Authorities, and local partners. Other plans and strategies should align with the Local Growth Plan where relevant to the achievement of its aims and ambitions.

This includes the Spatial Development Strategy that each Mayoral Strategic Authority develops. Spatial Development Strategies will set out the strategic planning framework to meet housing needs, identify key infrastructure requirements, grow the regional economy, protect and improve the environment, and increase climate resilience.  They will set the direction for local plans across the strategic authority; will need to be taken into consideration when determining planning applications; and should provide a spatial representation of the Local Growth Plan. Key requirements for the content of Spatial Development Strategies are set out in the Planning and Infrastructure Bill and may be subject to further refinement in secondary legislation or in guidance. As part of the development plan for an area, Spatial Development Strategies will also need to take account of the National Planning Policy Framework.

In addition, other important strategies, such as the Local Transport Plan, the Local Skills Improvement Plan, and the local Get Britain Working Plan, should be aligned with the Local Growth Plan. Those strategies and plans should be guided by the ambition of the Local Growth Plan and set out how they will support the delivery of its aims.

Local Growth Plans will be owned by Mayoral Strategic Authorities and will not be signed off by central government. This means they represent the Mayoral Strategic Authorities commitments to delivering growth and change for their communities. The plan should be targeted at the private sector, stakeholders across the region, and the public. Plans should be written in a way that enables all partners to clearly understand their role in delivering their ambitions. This includes ensuring the Local Growth Plans guide and require partners in central and local government to collectively work together to help Mayors deliver growth. Plans should also be set out and published in an accessible format so communities can understand the plans and their commitments and hold Mayors to account for delivery and implementation.

Mayoral Strategic Authorities should use their devolved funding, powers, and functions to support delivery of their shared priorities and other local priorities. The government will use the shared priorities as a starting point to consider how we can deploy funding, develop new ways of working to support them, and embed the objectives and ambitions of Local Growth Plans into devolved funding settlements.

Mayors will have the opportunity to discuss how they are delivering their Local Growth Plans and what support they need from the government to go further in forums such as the Mayoral Council.

2. Developing a Local Growth Plan

Mayoral Strategic Authorities are central to driving local growth and are key partners in delivering the growth mission. The government is empowering Mayors, so they can be held to account by their communities for growing the economy, reforming public services, and securing better outcomes.

Local Growth Plans will be locally owned, representing the different needs of each Mayoral Strategic Authority. There is no set template or format, but Local Growth Plans should include as a minimum:

• an economic overview of the area
• shared priorities between the Mayoral Strategic Authority and central government
• an investment pipeline

All Mayoral Strategic Authorities will have a statutory duty to produce a Local Growth Plan following the English Devolution Bill. The plan should provide an overarching framework for public and private investment and action to drive economic growth and productivity.

Plans must be publicly available, accessible, and transparent, so that communities can understand the plans and ambition for their area.

The government wants to ensure that shared priorities are agreed across and hardwired into the work of all government departments. This will enable Local Growth Plans to be used by various departments, agencies, and stakeholders as the overarching plan in a region to guide their work, funding and support.

To enable this, government is committed to working in partnership with Mayoral Strategic Authorities to agree a focused set of shared priorities. For new Mayoral Strategic Authorities, we envisage the following process for agreeing shared priorities, which is guided by the approach taken at the time of this publication.

The Ministry of Housing, Communities and Local Government will share its own analysis to inform the initial work of the Mayoral Strategic Authority. The Ministry of Housing, Communities and Local Government and the Mayoral Strategic Authority will then work together to discuss the evidence, ambitions, and potential scope of shared priorities. Government and the Mayoral Strategic Authority will then move to agreement of these shared priorities, which will guide decision-making between central and regional government.

Beyond these shared priorities, Local Growth Plans are locally owned by the Mayoral Strategic Authority and do not require formal sign-off from the government. We recognise that each place is different and that there is no one size fits all approach to agreeing shared priorities. Moreover, as opportunities and challenges evolve over time, Local Growth Plans will need to be updated. As the shared priorities are held between both the area and central government, Mayoral Strategic Authorities should agree changes to those shared priorities with government. This will ensure that both central and regional government can continue to collaborate and focus efforts on these priorities as they change over time.

3. Economic Overview

Local Growth Plans must set out an economic overview of the region that identifies the key strengths, opportunities, and challenges for the regional economy. This should include an overview of the most significant growth-driving sectors for the region. We recognise that there will be significant existing analysis, local plans and strategies that the Local Growth Plan will build on rather than duplicate.

The economic overview should set out an ambitious, long-term vision for how to make the region more productive and focus on how local levers will drive growth. It should describe how the Mayoral Strategic Authority will use its devolved powers and funding across a range of areas, including housing, strategic planning, skills, and transport, to support this work.

It should highlight connections between local and national initiatives to support the growth-driving sectors set out in the Industrial Strategy and its eight Sector Plans. It should also describe how the Mayoral Strategic Authority will use its devolved powers, funding, and functions across strategic planning, skills and transport to support this, as well as links to wider responsibilities and roles.

As an example, where the Industrial Strategy has committed funding or interventions in a locally significant sector, either at a national level or in a specific Mayoral Strategic Authority, then that Local Growth Plan should highlight how it will support those interventions with its devolved levers and how it can work with the private sector, higher education providers, and national government to maximise the opportunity.

Mayoral Strategic Authorities should base the economic overview on analysis and evidence. This may include drawing on existing economic assessments undertaken by the Mayoral Strategic Authority or its constituent Local Authorities and relevant evidence from former Local Enterprise Partnerships or previous Local Industrial Strategies. It may also include drawing on national analysis, such as that provided by Skills England. The economic overview should draw on collaboration with a variety of partners, such as engagement with local businesses, higher education providers, innovation institutions and other organisations that play a key role in supporting local growth.

4. Shared Priorities

Local Growth Plans must include shared priorities, which should underpin the plan as a whole. Shared priorities should be the region’s most significant opportunities and constraints to economic growth. They should be cross-cutting priorities that can benefit a wide range of sectors and the regional economy at large. Shared priorities will be determined using robust evidence and may be supplemented by additional regional growth priorities.

Mayoral Strategic Authorities should co-determine with government (via the Ministry of Housing, Communities and Local Government) which of their priorities will most benefit from central-regional collaboration and agree these as the shared priorities. The process for agreeing this is described above.

Once agreed, these shared priorities will guide both national and regional policy – informing collaborative working to design and develop services and interventions and make investment decisions. These shared priorities will benefit from the support via both the Mayoral Strategic Authorities’ devolved powers and national government levers.

Shared priorities will not represent the totality of everything important to growth in the region. Local Growth Plans themselves should cover these wider local priorities and identify opportunities and issues wider than our shared priorities.

5. Investment pipeline

Mobilising investment, both private and public, will be critical to unlocking local growth and delivering on the government’s growth mission. Mayoral Strategic Authorities will need to work closely with the private and public sectors to secure the necessary strategic investment to deliver the Local Growth Plans – whether that is growing businesses and creating new jobs in key sectors or delivering the enabling infrastructure (such as housing, transport and employment sites) for growth.

We recognise that Mayoral Strategic Authorities are already developing and managing investment pipelines. The published Local Growth Plans are an opportunity for Mayoral Strategic Authorities to set out some of the major opportunities for growth in their regions that align with Local Growth Plan priorities and can be unlocked through private sector investment and, in some cases, support from central government (including from public financial institutions). Local Growth Plans must therefore include a shorter investment pipeline of priority projects that have specific significance for enabling growth.

Whilst Mayoral Strategic Authorities have flexibility to decide on the projects they wish to highlight within their Local Growth Plan investment pipelines, we have set out below in the first section titled “What investment opportunities should be included in Local Growth Plan investment pipelines” the types of opportunities we would recommend highlighting.

We have also produced some general guidance for Mayoral Strategic Authorities on how they can, throughout a project’s investment cycle, work with different parts of government and public financial institutions to actively prepare, maintain and secure investment in a range of projects. This is detailed in the second section titled: “Managing a regional investment pipeline beyond Local Growth Plans and support available from HMG and other public organisations.”

This general guidance is part of ongoing work across government to ensure join-up between national government, local government and other public institutions to support Mayoral Strategic Authorities in securing private investment into key projects.

Mayoral Strategic Authorities should consider how the projects set out in their Local Growth Plan investment pipelines align and are integrated with other relevant programmes. For example, this might include existing Investment Zones, Freeports, Housing Investment Funds or other interventions in the area.

5.1 What investment opportunities should be included in Local Growth Plan investment pipelines  

Local Growth Plans should highlight and champion each region’s major ‘investment focused’ opportunities that can help to deliver broader growth priorities. Mayoral Strategic Authorities’ existing investment pipelines will contain a mixture of projects or programmes at varying levels of size and maturity across a range of sectors and asset classes, so Mayoral Strategic Authorities should carefully consider which of these opportunities they want to include in Local Growth Plan investment pipelines. This is ultimately a decision for each Mayoral Strategic Authority to take, but to aid with making these decisions, particularly as new Mayoral Strategic Authorities are established, we have set out the below guidance.

Local Growth Plans should highlight between 4 and 10 opportunities, recognising this will be a small subset of Mayoral Strategic Authorities’ longer investment pipelines, which will represent different types of investment opportunities across sectors and asset classes. The opportunities presented are envisaged as those that are most significant for unlocking growth in the region in line with the Local Growth Plan. This could include a range of projects projected to start delivery in the short, medium and long term. The opportunities identified in the Local Growth Plans should be:

1. identified by the Mayoral Strategic Authority as a critical project for unlocking growth in the region. This means that we would expect the opportunity to be strategically important to the Mayoral Strategic Authority and in line with the wider priorities and ambitions set out within the Local Growth Plan. For example, when setting out the economic vision for the area, Mayoral Strategic Authorities may want to highlight a major sectoral opportunity for companies to expand their operations in the UK, which is centred around a nationally competitive cluster. Or when setting out priorities for placemaking, they might want to highlight significant transport-led regeneration opportunities, or a sports led-regeneration project that will create new housing and employment sites

2. deliverable, achievable, and with the potential to crowd-in private sector investment (directly or indirectly). We would expect that the projects highlighted in the Local Growth Plan investment pipeline have either secured key enablers or have a clear route for doing so. This includes planning permissions, credible delivery partners, and supporting infrastructure such as grid connections etc. These will be essential for demonstrating credibility to investors

3. clearly classified as either being able to attract private sector investment in their current state or requiring some con-current public investment or commitment, from regional or central government, to enable further investment from private sector partners.  All projects, however, should be capable of unlocking significant returns, either directly or through clearly playing a key role in enabling other commercially viable, Gross Value Added-enhancing projects

For each investment opportunity included in the Local Growth Plan, the following information could be included in order to give meaningful detail to investors: 

• an overview of the investable proposition, including size and type of investment ask, Gross Development Value, location, primary sector, asset owner (where relevant) and delivery timelines

• the opportunities on offer for investors. This should include key benefits of the project and a timeline of expected steps until project completion, including where public sector intervention has been committed or is required. Mayoral Strategic Authorities could also set out the total capital cost and any available capital funding

• an explanation and status update of any regulatory contingency. For specific development sites, the information should include indication of its planning status, and whether it is identified in local plans and future Spatial Development Strategies

• the partners and investors already involved in the proposition

Depending on the maturity of the project, Mayoral Strategic Authorities might want to provide more information in the Local Growth Plan. We recognise some information will be commercially sensitive and trust Mayoral Strategic Authorities to make appropriate judgements on what needs to be shared. We expect some of the opportunities Mayoral Strategic Authorities will choose to highlight may have recently been included in prospectuses for investment forums.

The above is included as guidance to support Mayoral Strategic Authorities in considering which opportunities to include in their final Local Growth Plan investment pipelines and ultimately in securing investment. It does not, however, mean we expect all the above information to be detailed exhaustively in all cases.

5.2 Managing a regional investment pipeline beyond Local Growth Plans and support available from HM Government and other public organisations  

High-quality regional investment pipelines will benefit from effective join-up and communication between Mayoral Strategic Authorities, government departments including (but not limited to and dependent on the type of project) the Ministry of Housing, Communities and Local Government, the Department for Transport, the Department for Energy Security and Net Zero, and other public organisations, such as the National Wealth Fund, the Office for Investment, the Local Government Pension Scheme asset pools and Homes England. This will help maximise the impact of investment pipelines in delivering the government’s aim to drive improved investment in growth-driving projects across the country. The National Wealth Fund offers financial and commercial advisory services to help Mayoral Strategic Authorities develop and finance investable pipelines. Mayoral Strategic Authorities should engage early with The National Wealth Fund to understand how they can use its advisory services.  Further information on the National Wealth Fund can be found on their website.

Throughout the development of their investment pipelines, Mayoral Strategic Authorities should work closely with the relevant constituent and planning authorities in their region, as these will be responsible for many of the delivery functions that will be needed to support investment. Mayoral Strategic Authorities should, however, set the overall strategic direction for this work, ensuring it aligns with their economic vision, their shared priorities and the overall strategy for growth their plan sets out.

The below describes how different organisations might work effectively with Mayoral Strategic Authorities at different stages of the investment lifecycle to give propositions the best chance of eventual investment and success.

It should be considered a high-level guide on how and when to engage with the various government departments and other relevant organisations. However, every opportunity is different. It is expected that some opportunities in investment pipelines may neither follow the below stages in a sequential way nor be relevant to all the organisations mentioned below. The government and other public organisations will endeavour to work with Mayoral Strategic Authorities in a flexible way that recognises differences across regions and investment opportunities.

Stage 1 – Strategy 

• The Mayoral Strategic Authority sets objectives, seeks political buy-in, and identifies priority projects. The prioritisation of projects should be consistent with the vision set out in the Local Growth Plan, Spatial Development Strategy, and Local Transport Plan and the Mayoral Strategic Authority’s other relevant plans. It should also be in line with feedback obtained from the National Wealth Fund, the Ministry of Housing, Communities and Local Government, the Office for Investment, Homes England, and Local Government Pension Scheme asset pools. 

• The National Wealth Fund’s advisory service can provide guidance to Mayoral Strategic Authorities on the information needed and requirements that projects must meet to access different financing solutions. This might include advising on potential investors’ risk appetite, level of return for different projects, and implications for the types of financial solutions that can be accessed. Mayoral Strategic Authorities should consider engaging at early stages with the National Wealth Fund’s advisory service as they identify projects for their investment pipelines.

• Local Government Pension Scheme asset pools provide formal feedback regularly on how Mayoral Strategic Authorities’ projects can be made more investible for Local Government Pension Scheme funds, particularly where specific action by Mayoral Strategic Authorities, such as granting a planning permission, could make the projects more attractive.

• Mayoral Strategic Authorities should engage early with the Office for Investment on short, medium and long-term priorities to understand where the Office for Investment could support at different stages of the project lifecycle.

Stage 2 – Pipeline Development 

• The Mayoral Strategic Authority identifies the full suite of projects to include in their Local Growth Plan investment pipeline. It also identifies portfolio-level funding and finance solutions. This can be in collaboration with the relevant public organisations.

• The National Wealth Fund local authority advisory service can review projects being considered for investment pipelines, assess their commercial viability and risks and support the Mayoral Strategic Authority to identify funding and finance solutions, including mechanisms to crowd-in private investment. The National Wealth Fund can also advise on how other financial solutions might be made available through other supporting actions by the Mayoral Strategic Authority and help less mature Mayoral Strategic Authorities to identify gaps in their investment pipelines.

• Homes England can support, via technical expertise and funding, projects focused on delivering housing and regeneration and should be engaged by the Mayoral Strategic Authority as part of this pipeline development.
• The Office for Investment can support Mayoral Strategic Authorities with pipeline development, advising on central government investment priorities and interests of potential investors to help Mayoral Strategic Authorities consider which opportunities to focus on developing.

Stage 3 – Project Development and Commercialisation 

• The Mayoral Strategic Authority maps funding sources and gaps. The Mayoral Strategic Authority communicates with the Office for Investment, the National Wealth Fund and Local Government Pension Scheme asset pools about these. The Mayoral Strategic Authorities should also negotiate contracts with relevant partners and investors. 

• The National Wealth Fund can provide financial and commercial advisory support on individual projects or across project portfolios to help map funding sources and gaps, assess financial or commercial viability, identify funding and finance solutions, and identify and suggest appropriate commercial delivery models. This includes mechanisms to crowd-in private sector finance.

• The Office for Investment can leverage its investor insight, commercial relationships and understanding of market demand to help Mayoral Strategic Authorities identify and shape key individual (or a portfolio of) investment opportunities where there is scope for significant private capital and investor interest. The Office for Investment will have a particular focus on areas prioritised in the National Infrastructure Strategy and Industrial Strategy.

Stage 4 – Securing Finance

• The Mayoral Strategic Authority communicates with private and public sector investors (including Local Government Pension Scheme asset pools, the National Wealth Fund and Homes England) and coordinators (including the Office for Investment, the Ministry of Housing, Communities and Local Government) about existing and upcoming priority projects that might be attractive to them. 

• The National Wealth Fund considers opportunities to invest in Mayoral Strategic Authorities investment pipelines in line with their mandate and strategic steers. The National Wealth Fund provides finance for projects that require public sector support to attract private investment. They do this either via lending to Mayoral Strategic Authorities or through their private sector finance.

• Local Government Pension Scheme asset pools commit to reviewing Mayoral Strategic Authorities investment pipelines on a regular basis to identify opportunities for investment.
• The Office for Investment can provide support to Mayoral Strategic Authorities through matching Mayoral Strategic Authority projects with investors based on their interests, supporting engagement and unblocking delivery issues where they arise.

Stage 5 – Implementation

• Mayoral Strategic Authorities and partners (developers, constituent authorities, contractors) break ground and begin delivery. 

6. Engaging with Stakeholders

Local insight and expertise are essential to ensure that Local Growth Plans properly identify and address local needs and opportunities, and that they respond with the right solutions for each place. Many Mayoral Strategic Authorities build their insight and expertise into their day-to-day functions through their existing governance which includes formation of business boards, innovation groups, and other local partners. This should provide helpful engagement and challenge throughout the development of their Local Growth Plan.  

Mayoral Strategic Authorities should work with relevant stakeholders when preparing and delivering their Local Growth Plan to ensure it provides a single, joined-up vision for local growth in the area, which all interested parties have been able to contribute to. It should also build on and strengthen local partnerships, which will be important for preparing and delivering the plan.

6.1 Which stakeholders to engage

While it is ultimately for Mayoral Strategic Authorities to build on existing partnerships to support their work, they should draw on the diverse range of local and regional stakeholders. We would expect Mayoral Strategic Authorities to draw upon the likes of civil society organisations, higher education providers, employer bodies responsible for developing and drafting Local Skills Improvement Plans, and businesses or business representative groups to help design their Local Growth Plan and then deliver the outcomes.

Mayoral Strategic Authorities could engage with the following stakeholders to support and deliver their plans.

• Chambers of Commerce, the Designated Employer Representative Bodies and other Business Representative Organisations (for example, Federation of Small Business, Confederation of British Industry, Institute of Directors), business networks and trade groups
• Higher Education Providers, UK Research and Innovation (UKRI), its research councils and bodies, for example, Innovate UK and Catapults
• Homes England and the Environment Agency, Natural England, Historic England
• The British Business Bank and the National Wealth Fund
• Skills England
• Network Rail and National Highways

We also encourage Mayoral Strategic Authorities to engage with Sector Teams across government throughout the design and delivery of the Local Growth Plans, along with the Office for Clean Energy Jobs at the Department for Energy Security and Net Zero, where relevant. Each of the eight Industrial Strategy Sector Plans set out how the relevant parts of central government will work with Mayoral Strategic Authorities to support the implementation of the Sector Plan and join up with Local Growth Plans.

6.2 How Local Growth Plans can help stakeholders

Local Growth Plans should ultimately galvanise and guide work across a range of relevant stakeholders to help Mayoral Strategic Authorities to deliver growth. Local Growth Plans should also galvanise the private sector and investors, including through setting out a pipeline of credible and accessible investment opportunities.

Local Growth Plans can help central government, Arm’s Length Bodies, and public financial institutions understand regional economic opportunities, align policy levers around them, and guard against the proliferation of strategies and policy churn in central government that has hampered local growth efforts in the past.

Stakeholders should have appropriate regard to Local Growth Plans in their own plans, strategies, and decision-making.

6.3 How to engage stakeholders

Mayoral Strategic Authorities should consider and set out how they intend to engage and actively involve relevant stakeholders early in the process of preparing or reviewing their Local Growth Plan.  

In working with stakeholders, Mayoral Strategic Authorities should apply the principles of:

• transparency – showing how partner contributions have been considered, how decisions have been made, and the basis for them
• inclusivity – enabling those with an interest to be involved where possible
• clear communication – avoiding technical terms that may not be understood by partners and end users

7. Delivery and Accountability

The delivery of Local Growth Plans will be supported in different ways and will vary depending on the specific Mayoral Strategic Authority and their funding arrangements. Mayoral Strategic Authorities will be expected to use their devolved funding and existing powers, functions, and responsibilities to support Local Growth Plan delivery and this will be reflected in any devolved funding accountability arrangements.

We expect the outcomes of those devolved funding arrangements to be reflective of the priorities in Mayoral Strategic Authorities’ Local Growth Plans, other local priorities identified, and national priorities held by the government.

The government will also actively consider how national policies and programmes can provide additional support to drive the successful delivery of Local Growth Plan shared priorities, where appropriate and with suitably appropriate accountability arrangements. We would expect this wider funding to align to the shared priorities and ambitions set out in Local Growth Plans.

Private sector investment should be leveraged and maximised to deliver Local Growth Plans and minimise use of public money wherever possible.

7.1 Equalities

Mayoral Strategic Authorities are required to meet their public sector equality duty, as required by the Equality Act 2010, in carrying out their duties related to Local Growth Plans.

7.2 Social Value

In line with the National Procurement Policy Statement, contracting authorities (as defined by the Procurement Act 2023) should secure social and economic value which supports delivery of the national missions, taking into account priorities in local and regional economic growth plans where available.

Mayoral Strategic Authorities may therefore wish to set out how their Local Growth Plan, alongside securing economic value, will support social value in relation to shared priorities. Alongside this, Mayoral Strategic Authorities and constituent Local Authorities should, wherever possible, align social value statements or strategies to their Local Growth Plan.

7.3 Branding and publicity

Branding and publicity play a key role in ensuring effective promotion and acknowledgement of the wider UK government agenda, and publicity and branding requirements must be followed for all UK government-funded projects. The requirements cover several areas including logo use, production of plaques, print and digital materials, and also co-branding. For more information visit the: Funded by UK Government Branding Manual (PDF, 1290 KB).

8. Publication

Mayoral Strategic Authorities should publish their Local Growth Plan publicly as soon as practicable after co-determining their shared priorities with government. This is essential so that organisations required to use the Local Growth Plan can clearly understand their role in delivering its ambitions.

There is no requirement to follow a set format, but Local Growth Plans should be easily understood by a range of interested parties and accessible to all in plain English.