Research and analysis

South Yorkshire Mayoral Combined Authority readiness check: summary

Updated 23 April 2026

Applies to England

Summary of findings

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South Yorkshire Mayoral Combined Authority (SYMCA) has a number of established processes in place As such, SYMCA was assessed as generally meeting Building to Embedded expectations at a whole-system level with several initiatives in progress to further strengthen consistency across 2026/27 and beyond. An important focus for SYMCA will be finalising and embedding core frameworks, strengthening governance, delegations and assurance pathways, integrating risk, performance and financial reporting and improving budgeting, forecasting and financial controls.

Strategy, planning and governance – Building to Embedded

Processes across SYMCA are largely standardised and well documented, underpinned by a clear strategic framework and defined governance and escalation routes that support effective delegation and a strong control environment. Stakeholder engagement is strong, with a collaborative culture reinforced through regular forums and risk management is embedded and mature, supported by the 4Risk system, a clear risk appetite, and a risk‑driven internal audit programme.

People and capability – Embedded to Leading

There is clear senior ownership, with the Chief Executive accountable for Integrated Settlement readiness and active engagement through established governance. Roles and delegated authorities are well defined, with effective cross‑organisational collaboration and appropriate resource and contingency arrangements in place.

Financial and performance management – Embedded

SYMCA has clear financial and performance management processes, with centrally led budgeting aligned to business planning and strengthened by regular forecasting, monitoring and senior scrutiny. Assurance, grant and contract management arrangements are well defined with clear roles and processes.

Reporting and evaluation – Building to Embedded

Reporting is regular and structured, with outcome‑focused performance updates to senior boards and enhanced oversight through the new Performance Board. Evaluation capability is developing, supported by new leadership and coordination forums, while data and systems remain at Building with effective use of Power BI and plans to strengthen integration and AI capability. Engagement with central government is mature and transparent.

Recommendations

Strategy, planning and governance

• Recommendation 1: Draft Plans. SYMCA should begin to finalise the South Yorkshire Strategy to ensure delivery plans, including priorities, resourcing and measurable outcomes, are in alignment with its longer term strategy. (Priority 1)
• Recommendation 3: Outcomes Framework. As SYMCA develops its updated Outcomes Framework in 2026/27 alongside the South Yorkshire Strategy and Integrated Settlement requirements, it should check all indicators are fully integrated into routine monitoring, with clear ownership, data definitions, baselines and reporting cycles to strengthen strategic oversight. The Strategy should then be embedded through the annual business planning cycle and actively socialised with constituent authorities and other key stakeholders to secure consistent understanding, ownership and alignment across the system. (Priority 2)
• Recommendation 5: Training. SYMCA should review induction processes to include structured training and update performance and accountability frameworks with delegated responsibilities. This will allow for more consistent understanding across the organisation. (Priority 2)
• Recommendation 6: Formalise assurance expectations for delegated decisions under the Integrated Settlement. Given the increased use of officer delegations, SYMCA should establish minimum assurance evidence required before delegated decisions are exercised. This would ensure transparency, consistency and auditability as more decisions move below Board level. (Priority 2)
• Recommendation 7: Assurance mapping. SYMCA should progress its planned development of an integrated Assurance Map that consolidates the Three Lines of Defence from the Risk Management Framework with the five‑lines assurance model used within the Local Assurance Framework. This should be explicitly linked to the Outcomes Framework to strengthen the golden thread between risks, controls, assurance and outcomes. (Priority 2)
• Recommendation 8: Local Assurance Framework sign off. In line with existing plans, SYMCA should finalise and launch the updated Local Assurance Framework ahead of the Integrated Settlement launch. Ministry of Housing, Communities and Local Government (MHCLG) approval should be sought ahead of launching the framework. (Priority 2)
• Recommendation 17: Dashboards. SYMCA should explore the capability of the 4Risk system to produce heatmaps, trend analysis and forward‑looking risk indicators. (Priority 3)
• Recommendation 18: Link risks to outcomes. SYMCA should update the Risk Management Framework to incorporate Integrated Settlement reporting requirements, introduce key risk indicators aligned to outcomes and performance indicators, and integrate risk and performance reporting to support earlier escalation and stronger oversight. (Priority 3)
• Recommendation 19: Risk training. SYMCA should further formalise risk management training with a focus on risk owners and integrate this into its induction training programme. (Priority 3)

People and capability

• Recommendation 4: Skills mapping. Conduct a skills mapping exercise across the organisation below Committee level and implement a mechanism to capture individual employees’ skills to support workforce planning and resource deployment. (Priority 2)
• Recommendation 26: Capability, succession and accountability. As part of the emerging workforce plan, SYMCA should develop an integrated capability and succession plan informed by the skills audit and aligned to Integrated Settlement requirements, including a clear accountability map across directorates and programmes. (Priority 4)
• Recommendation 27: Internal governance document. Finalise and socialise the draft Internal Governance document, clearly setting out roles, responsibilities and escalation routes up to Executive Leadership Board. (Priority 4)
• Recommendation 28: Resource allocation. Finalise and embed the data‑driven resource allocation tool under the new Workforce Plan to provide clear visibility of people, capabilities and contingent resource deployment across the organisation. (Priority 4)

Financial and performance management

• Recommendation 2: Funding flexibilities. SYMCA should define an assurance pathway for funding flexibilities that confirms financial controls and affordability, impact on outcomes, and interactions with delivery risks, to avoid slippage, duplication or unintended consequences. (Priority 1)
• Recommendation 9: Performance Management Framework. Formalise the use of deep dives, appreciative inquiry and lessons learned into a documented Performance Management Framework, with clear triggers for enhanced scrutiny or Internal Audit involvement. (Priority 2)
• Recommendation 10: Single corporate budget setting framework. Develop a standardised corporate budget setting approach setting out roles, responsibilities, assumptions, timelines and evidence requirements, supported by training for budget holders. (Priority 2)
• Recommendation 11: Clearer documentation of budget assumptions. Require all directorates to formally record key assumptions, dependencies and risks within a unified template to strengthen transparency and auditability. (Priority 2)
• Recommendation 20: Strengthen alignment between performance, risk and financial reporting. Further integrate performance reporting with risk and financial information to support holistic decision‑making and earlier escalation of delivery issues. (Priority 3)
• Recommendation 21: Enhance performance reporting capability and consistency. Introduce clearer standards for reporting, narrative analysis and escalation across all programmes and directorates so information presented to governance forums is consistent and actionable. (Priority 3)
• Recommendation 22: Strengthen consistency across internal projects. Fully embed internal project templates and Mayoral Delivery Fund procedures across all directorates so the same business case and assurance standards apply to both internally and externally funded projects. (Priority 3)
• Recommendation 29: Strengthen challenge of external partner forecasts. Formalise a Forecast Reasonableness Framework with minimum evidence requirements and clear escalation thresholds for high‑risk or uncertain forecasts. (Priority 4)
• Recommendation 30: Multi‑year forecasting. Move to a full multi‑year forecasting view across all major portfolios. (Priority 4)

Reporting and evaluation

• Recommendation 12: Benefits tracking. Clearly document assigned owners for each benefit and introduce a consistent approach to setting, reviewing and monitoring benefit targets across programmes. (Priority 2)
• Recommendation 13: Internal projects evaluation. Standardise monitoring and evaluation of internal projects, including the formal production and sharing of action plans and lessons learned. (Priority 2)
• Recommendation 14: Outcomes tracking. Develop tracking tools and templates to improve consistency of outcomes reporting, including through integration with the Assurance Map. (Priority 2)
• Recommendation 15: Post‑implementation and benefits realisation. Introduce a structured post‑completion review and benefits realisation process, linking lessons learned to assurance, business case development and future planning. (Priority 2)
• Recommendation 16: Digital roadmap. Develop and formalise the digital roadmap required to deliver the ambitions set out in the Digital Strategy, including capabilities needed to implement planned system changes. (Priority 2)
• Recommendation 23: Lessons learned. Embed requirements within governance terms of reference for systematic sharing of lessons learned across programmes and projects. (Priority 3)
• Recommendation 24: Systems integration. Replace and integrate management information systems to improve data standardisation, reliability and cross‑service reporting. (Priority 3)
• Recommendation 25: Data skills training. Roll out structured data and analytical skills training to embed confidence in use of data, Power BI and emerging AI capabilities as part of day‑to‑day activity. (Priority 3)
• Recommendation 31: Manual nature of reporting. Reduce reliance on manual reporting by adopting a modern ERP or equivalent system to integrate finance, HR and programme data and support a single view of delivery, risk and financial performance. (Priority 4)
• Recommendation 32: Contract management capability and clarity of roles. Develop a formal Contract Management Framework setting expectations for roles, documentation, review frequency, escalation thresholds and supplier engagement, supported by strengthened performance dashboards and KPIs. (Priority 4)

1. This summary of findings has been extracted from the Integrated Settlement readiness check report prepared by an independent advisor. The report has been prepared only for Ministry of Housing, Communities and Local Government (MHCLG) and solely for the purpose, and on the terms agreed with MHCLG. The independent advisor accepts no liability (including for negligence) to anyone else in connection with this summary of findings or the report. ↩