Research and analysis

West Yorkshire Combined Authority readiness check: summary

Updated 23 April 2026

Applies to England

Summary of findings

^{[footnote 1]}

West Yorkshire Combined Authority (WYCA) has a clear, long-term strategic plan, underlying local framework in development, mature core governance structure, largely established arrangements for finance, and a developing process for central government engagement.

On balance, WYCA was assessed as broadly Embedded at a whole-system level, with some important elements still Building to Embedded that will need focused work before and during 2026/27. An important focus for WYCA going forward will be finalising and embedding the sub delegations, developing a grant management framework, completing the local evaluation framework, and upgrading the project management and finance systems.

Strategy, planning and governance – Embedded

WYCA has an established strategic framework, with a golden thread from regional priorities through to funded delivery. Multi‑year, outcomes‑based business planning is embedded and supported by governance arrangements, clear delegations and transparent decision‑making. Risk management is developed, with an approved framework and escalation routes.

People and capacity – Embedded

Senior sponsorship and accountability for the Integrated Settlement are established, supported by cross‑directorate working and collaborative enabling functions. Roles and responsibilities are generally well understood and supported by guidance and training. Workforce and resource planning is developing, with work underway to reduce reliance on key individuals and fully embed skills‑based planning.

Finance and performance management – Embedded

WYCA has embedded financial and performance management arrangements, with centrally led budget setting, regular forecasting and in‑year monitoring through established governance. Financial planning is multi‑year and aligned to outcomes, supported by business case processes and portfolio‑level oversight. Performance management is embedded, and further maturity will come from increased automation, stronger system integration, clearer processes for managing funding flexibilities and work in train for a more consistent approach to grant management.

Reporting and evaluation – Embedded

Reporting and evaluation arrangements are established, with structured reporting that integrates financial, performance and risk information. Evaluation frameworks and benefits tracking are in place, supported by a dedicated evaluation function. Further progress is required to improve system integration and automation, and deliver more consistent, forward‑looking insight across the portfolio.

Recommendations

Strategy, planning and governance

• Recommendation 1: Local Evaluation Framework. Finalise the Local Evaluation Framework, which was originally developed in 2024 to inform the Gateway Review, ahead of Integrated Settlement to ensure an embedded and consistent approach to evaluation. (Priority 1)
• Recommendation 2: Delegations. Although delegations from the Chief Executive have been cascaded throughout the leadership team, some directorates are yet to finalise their specific delegations. All directorate delegations should be finalised to ensure clear lines of responsibility and strengthen accountability. (Priority 1)
• Recommendation 5: Refresh of Investment Framework and West Yorkshire Plan. As planned, develop and implement the new Investment Framework and refresh the West Yorkshire Plan once the Outcomes Framework is approved, ensuring both clearly set out governance, accountability and performance monitoring arrangements to support settlement readiness. (Priority 2)
• Recommendation 6: Risk register maintenance. Emphasise the importance of keeping the risk register up to date by mandating regular reviews, reinforcing expectations for completion of comments and status updates, and considering automated reminders to support compliance. (Priority 2)
• Recommendation 7: Terms of Reference escalation thresholds. Update Terms of Reference to include clear guidance on thresholds for escalation, including value and risk, specifying when issues must be escalated and to whom. Finalise the Terms of Reference for the Strategic Outcome Board and Directorate Outcome Boards, including membership and escalation processes. (Priority 2)
• Recommendation 8: Testing compliance with delegations. Periodically test compliance with sub‑delegation and consultation rules to identify non‑compliance and inform targeted training, building on existing internal audit activity. (Priority 2)
• Recommendation 9: Assurance mapping. Perform an assurance mapping exercise to align the Risk Management Framework, Assurance Framework and business case processes, and identify any gaps where sufficient assurance is not currently provided. (Priority 2)
• Recommendation 10: Local Assurance Framework sign off. Finalise and launch the updated Local Assurance Framework ahead of Integrated Settlement, seeking Ministry of Housing, Communities and Local Government (MHCLG) approval prior to launch. (Priority 2)
• Recommendation 14: Financial management and systems training. Introduce strengthened and mandatory training for decision makers and budget holders, including e‑learning and certification covering thresholds, consultation requirements and record keeping. (Priority 3)
• Recommendation 15: Training and skills mapping. Implement skills mapping and training matrices for each Board and Committee, supported by board‑level development plans and enhanced induction training for members, to strengthen governance capability. (Priority 3)
• Recommendation 23: Assurance Framework enhancement. Strengthen the Assurance Framework by explicitly setting out the three lines of defence, how they interact, the methodology for control testing, and how outcomes are documented. Review and correct references and links within the framework. (Priority 4)
• Recommendation 24: Business planning and workforce integration. Further integrate workforce planning into the multi‑year corporate and business planning cycle to enhance organisational resilience and delivery of priorities. (Priority 4)
• Recommendation 25: Risk management systems and training. Transition from Excel‑based risk registers to a digitised risk management system and provide tailored training to further embed the risk culture across the organisation. (Priority 4)
• Recommendation 26: Decision automation. Automate decision recording and action tracking through system integration to create action logs with owners, due dates and status updates, supporting timely follow‑up and accountability. (Priority 4)

People and capability

• Recommendation 16: Single points of failure. Maintain quarterly monitoring of single points of failure and strengthen cross‑training and capability building to reduce reliance on key individuals, supported by up to date training materials and governance templates. (Priority 3)
• Recommendation 17: Resource planning and skills based allocation. Implement a system to capture employees’ skills to support skills‑based allocation of resources and better match capacity to Integrated Settlement priorities across directorates. (Priority 3)

Financial and performance management

• Recommendation 3: Funding flexibilities. Define and agree the process for managing funding flexibilities, including roles, responsibilities and governance arrangements, with regular reviews to ensure flexibilities are deployed effectively and not under‑utilised. (Priority 1)
• Recommendation 4: Grant Management Framework. Develop a Grant Management Framework setting out roles and responsibilities and defining the end‑to‑end process for managing grants consistently, including monitoring, risk management, clawback and closure, and introduce an organisation‑wide approach to reviewing grant conditions. (Priority 1)
• Recommendation 11: Forecast narrative standards. Adopt a consistent template for forecast narrative, including variance explanations, risk movements and revised assumptions, to improve comparability across directorates and programmes. (Priority 2)
• Recommendation 12: Access to financial information. Progress planned integration of PIMS and CIAnywhere to enable directors and budget holders to independently access financial data and support more timely financial monitoring. (Priority 2)
• Recommendation 18: Whole‑life financial modelling. Enhance profiling discipline across directorates and introduce whole‑life financial modelling for major programmes to reduce optimism bias and improve forecasting of risks and resource requirements. (Priority 3)
• Recommendation 19: Cross‑functional financial insight. Strengthen links between financial forecasts, performance dashboards and risk registers to support earlier intervention and clearer prioritisation in in‑year management. (Priority 3)
• Recommendation 20: Multi‑year forecasting beyond grant periods. Extend multi‑year forecasting to consider funding beyond grant periods, adopting whole‑life forecasting approaches starting with capital programmes. (Priority 3)
• Recommendation 27: Forecasting inputs automation. Implement system‑driven forecasting with automated data validation to reduce manual input and improve forecast reliability. (Priority 4)
• Recommendation 28: Budget systems and dashboards. Increase automation in budget setting, analytics and dashboards, including integration with PIMS and non‑financial performance data, supported by periodic deep dives into priority areas. (Priority 4)
• Recommendation 29: Business case training. Expand Better Business Case training to all business case authors, not just reviewers, to maintain consistently high appraisal standards across the organisation. (Priority 4)

Reporting and evaluation

• Recommendation 13: Integrated Settlement reporting arrangements. Develop a clear implementation plan for Integrated Settlement reporting to the Government‑led Integrated Settlement Board, setting out timelines, data ownership, reporting responsibilities and stakeholder engagement to support transparency and accountability. (Priority 2)
• Recommendation 21: PIMS upgrade delivery. Monitor delivery of the planned PIMS upgrade and implement a structured training and rollout plan to ensure timely adoption and realisation of benefits. (Priority 3)
• Recommendation 22: Lessons learned log. Update and maintain a centralised lessons learned log with dates, themes and filtering to support consistent capture of insights and application to future activities. (Priority 3)
• Recommendation 30: Data maturity and strategy. Complete a data maturity assessment and use it alongside the Data and Information Strategy and Future Technology Strategy to create a coherent roadmap for data, integration, automation and capability building. (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. ↩