LGA Corporate Peer Challenge: West Midlands Combined Authority

The Local Government Association (LGA) was delighted to be commissioned by WMCA to deliver its first Corporate Peer Challenge at a pivotal moment in the authority’s journey. 

This review provided an opportunity to reflect on the journey so far and offer constructive insight to shape the next phase. Over four days, a team of experienced peers examined five core areas - strategic priorities and local outcomes, system leadership and collaboration, governance, accountability and culture, financial planning and management, and capacity to transform and improve - providing robust challenge and support to help WMCA strengthen delivery and maximise the benefits of deeper devolution.

This report provides WMCA with feedback on the peer team’s findings. It provides a set of a high-level recommendations alongside further recommendations under each of the scope areas. There is an expectation WMCA will publish this report and a clear action plan to respond to all the recommendations highlighted. 

This Corporate Peer Challenge comes at a pivotal moment for the West Midlands Combined Authority. The organisation, established in 2016, is one of the most mature combined authorities in England and is now entering a new phase following a significant change in political leadership. The current Mayor took office in 2024, marking a shift in priorities and approach. Against this backdrop, the peer team found WMCA to be a self-aware organisation - candid about its strengths and areas for improvement - and willing to embrace challenge as a driver for change.

WMCA is an ambitious and evolving organisation with a clear commitment to delivering inclusive growth and improving outcomes for the region’s 3 million residents. The peer team found strong evidence of pride in place and a shared determination across political and officer leadership to make a difference for communities. The recently published West Midlands Growth Plan provides a robust and compelling vision for the region, widely recognised by partners as a significant achievement and described by one stakeholder as “a guiding north star.”

WMCA’s ambition is clearly visible, from bringing the region’s bus network back under public control for the first time in 40 years, to driving forward major housing and transport schemes that unlock growth corridors and connect communities. During the tour of the region, the peer team saw first-hand both the scale of opportunity and the complexity of the challenges WMCA faces. From thriving city centres and advanced manufacturing hubs to areas grappling with entrenched deprivation and poor connectivity, the contrasts were clear. Looking ahead, WMCA has a unique opportunity to tackle some of the socio-economic issues in a holistic and equitable way.

There is clear commitment from the Mayor and constituent authorities to work collaboratively across the region to deliver improvements that benefit its people and places. WMCA’s convening role is highly regarded by stakeholders, including universities, health partners, major employers, and civic partners. Relationships with constituent and non-constituent councils and counterparts were described as “as healthy as they’ve ever been,” reflecting a growing sense of the importance of system leadership and joint working. Staff and partners consistently highlighted a culture of commitment and innovation, underpinned by regular external engagement and a willingness to work together.

The challenge now is to translate strategic ambition into tangible delivery. Whilst priorities are clear, there is a need to root and embed these priorities across the organisation and its partnerships – including constituent and non-constituent councils, anchor institutions, and other civic partners – and ensure leaders are actively engaged. Joining things up at every level will help WMCA operate strategically and cohesively across the region. As one focus group noted, “we built momentum – but the challenge will be delivery.” WMCA would benefit from a single, coherent organisational plan that connects the Mayor’s priorities, the Growth Plan and other key strategies. This work is already underway and is expected to be articulated through the Annual Corporate Plan and its linked planning cycle, which will provide the mechanism for strengthening the ‘golden thread’ across the organisation connecting plans with people, strengthening clarity internally and externally, enabling staff to see how their work contributes to regional outcomes and giving partners and residents confidence in delivery.

Alongside these strategic priorities, the peer team identified the need to strengthen and consistently embed existing organisational foundations to enable delivery at pace. Building on the values and organisational identity already in place, further embedding a clear vision, mission and set of values will be critical to WMCA’s ambitious next phase. These elements should act as the anchor for all strategies and plans, ensuring clarity internally and externally and enabling staff and partners to understand how their work contributes to regional outcomes. Values should guide behaviours and decision-making, fostering cultural consistency and trust across WMCA, its partners, and the region. By rooting strategic ambition in a shared purpose and set of principles, WMCA can strengthen collaboration, accelerate delivery, and build confidence in its ability to deliver inclusive growth at scale. Strengthening commercial capability and exploring innovative funding models will also be critical to building financial resilience and unlocking new opportunities. At the same time, aligning the financial strategy with WMCA’s core priorities - such as delivering the Mayor’s commitments, implementing the West Midlands Growth Plan, and advancing transport and housing projects - will be essential. Equally important is embedding equality, diversity and inclusion (EDI) and social value principles consistently across commissioning and delivery. In addition, addressing senior leadership vacancies and reinforcing leadership capacity will be vital to provide stability and drive transformation. Together, these organisational enablers and financial measures are central to achieving inclusive growth, ensuring that economic growth benefits all communities and creates opportunities for people and places across the region.

Democratic leadership is central to success, leveraging the huge experience and political capital in the region, with the Mayor and constituent leaders working side by side to shape agendas and decisions. This ensures clear focus, strong accountability, and shared ownership for delivery, providing a strong foundation from which to build. The Mayor’s consensual approach - focused on collaboration and bringing together leaders from different political backgrounds - has been widely welcomed and is seen as a strength in fostering unity across the region. The interim chief executive’s approach was also praised, with partners reflecting that he has “a real desire to be much more collaborative in decision-making.” WMCA should continue to leverage the Mayor’s soft power and convening influence to secure greater delivery value from partners and national agencies, for example by brokering agreements with major employers to support skills programmes, influencing national bodies such as Homes England, Network Rail, Great British Rail and HS2 to accelerate housing and transport delivery, and convening universities and health partners to co-design innovation and inclusive growth initiatives.

The CA should work at pace to create a compelling West Midlands narrative - a story that unites councils, partners, and communities - to build identity, secure investment, gain public support and pride across the region. As one partner put it, “I want to go out of the West Midlands and know that I can talk about the West Midlands. I want to wear the badge.”

Looking ahead, WMCA is uniquely positioned to capitalise on the opportunities presented by the forthcoming English Devolution and Community Empowerment Bill. This legislation is expected to deepen devolution arrangements, expand fiscal freedoms, and strengthen local accountability by giving combined authorities greater control over transport, housing, and skills budgets. WMCA’s trailblazer status and reputation for innovation provide a strong platform to influence and shape these reforms. Preparations are already underway, including work on governance frameworks to clarify decision-making and accountability, and building commercial capability to manage new responsibilities effectively. WMCA already benefits from an integrated finance settlement, which provides flexibility and demonstrates confidence from central government in its ability to lead and deliver. Building on this, WMCA can position itself to secure greater flexibility over funding streams - such as transport infrastructure, housing investment, and skills programmes - accelerate delivery of major projects in ‘places’ and embed inclusive growth principles across all aspects of its work.

WMCA has solid foundations to build on: a motivated workforce, strong partnerships, and a reputation as a trailblazer for devolution. The next phase is about sharpening the focus on place - ensuring delivery is rooted in the needs of communities and local economies. This means stabilising leadership capacity ahead of the May 2026 elections and maximising the potential of key relationships to secure investment in areas such as housing, transport infrastructure, and skills development, and to drive innovation in clean energy, advanced manufacturing, and digital connectivity. Positively, there is plenty of goodwill across the region and a shared ambition to succeed from all partners. Harnessing this energy, embedding a clear, unified narrative, and positioning WMCA as a national exemplar of collaborative, place-based leadership will enable the organisation to fulfil its potential and take full advantage of the opportunities offered by deeper devolution. 

The following are the peer team’s key recommendations which have been prioritised on the grounds of urgency and importance.

3.1 Integrate the Mayor’s priorities into a medium-term plan

Ensure the Mayor’s priorities and the Growth Plan are clearly articulated and aligned within WMCA’s existing medium‑term planning framework, using the Three‑Year Strategic Plan and the Annual Corporate Plan to express the golden thread. This will strengthen coherence and communication across the organisation and ensure constituent authorities are actively involved in shaping and delivery.

3.2 Stabilise leadership

Ensure stable senior leadership arrangements by clarifying roles, responsibilities and decision‑making processes during this period of organisational change; addressing key vacancies, especially recruitment to the permanent chief executive post, and embedding effective interim arrangements where required. Strengthen the senior leaderships operating rhythm to maintain organisational stability and delivery focus through to, and beyond, the May 2026 elections. 

3.3 Create a ‘West Midlands’ story and articulate the part the CA plays in this

Co‑produce a clear and inspiring shared story that unites councils, partners, residents, and stakeholders, showcasing the strengths of the West Midlands as a place and its people. As the regional convener, the Combined Authority should support and coordinate this collective narrative, which should underpin external engagement - helping to attract investment, influence national policy and build regional pride - and strengthen internal alignment by creating a shared sense of purpose across the system.

3.4 Co-produce and embed vision, mission, and values

Work collaboratively to develop a clearly articulated and consistently applied vision, mission, values, and shared behavioural framework that strengthens alignment across WMCA as an organisation and within the wider partnership system. This work should focus on embedding and strengthening shared understanding of the existing organisational values and clarifying how these translate into expected behaviours for staff, leaders, members, and partners. For example, the behaviours could be expressed in practical, observable terms that guide day‑to‑day decision‑making, partnership working, and performance management. This will help ensure that WMCA’s identity as a politically led Mayoral Strategic Authority is understood and lived consistently across teams and partners. 

3.5 Build sustainable financial strategies

WMCA has relied on short‑term measures such as capital‑to‑revenue switches and investment income to maintain balanced budgets, but these approaches are not sustainable. Building on WMCA’s foundations the next phase should focus on strengthening long‑term sustainability through a medium‑ to long‑term financial strategy aligned with strategic priorities. This should be supported by consideration of revenue raising mechanisms, proportionate and innovative funding models, such as joint ventures, land value capture and commercial partnerships, to enhance resilience and enable WMCA to deliver its ambitions with confidence and at pace. 

3.6 Strengthen relationships with councils and partners

Deepen and systematise relationships with constituent councils, non‑constituent members and wider strategic partners, building on the strong foundations, engagement routes and collaborative behaviours already established across the WMCA system. This next phase should focus on clarifying shared priorities, strengthening political and officer‑level engagement, and embedding more consistent and predictable two‑way working arrangements. Clearer expectations around roles, decision‑making and shared accountability will ensure WMCA and its partners operate as a coherent, collaborative system rather than as separate organisations, enhancing and scaling the partnership working that is already underway.

3.7 Establish structured engagement frameworks

Build on the wide range of engagement structures already in place - including Political Oversight Groups, taskforces, programme and portfolio boards, officer networks, and established Mayor-Leader and WMCA-LA forums - by bringing greater clarity, consistency and visibility to how these routes operate in practice. Unlike Recommendation 3.6, which focuses on strengthening relationships and shared priorities, this recommendation is about creating predictable, transparent and trusted ways of engaging that support effective joint delivery. The frameworks should provide clarity on engagement frequency and purpose, the roles and responsibilities of different forums, how issues are escalated and resolved, where ownership and accountability sit, and how feedback and learning inform ongoing work. Taken together, these arrangements should create a culture of openness, trust and shared accountability, giving partners certainty about how and when they are engaged, how their input shapes decisions, and how joint activity is monitored and communicated - providing a stable, coherent operating environment that supports deeper devolution and systemwide delivery.

3.8 Accelerate capital programme review

Drive forward the findings of the capital programme review to ensure WMCA focuses on a realistic and affordable pipeline of deliverable projects. The Rosewell Review highlights that carrying more projects than can be funded or resourced creates financial and delivery risk - including cost overruns, delays, and uncertainty for partners. Prioritising a manageable set of high‑impact schemes, supported by clearer governance and stronger pipeline discipline, will improve resource allocation and strengthen confidence in WMCA’s ability to deliver at pace.

3.9 Embed inclusive growth principles

Embed inclusive growth principles - including equality, diversity and inclusion and social value - as core organisational drivers across WMCA’s civic leadership, commissioning, employment and partnership roles. This should, for example, include specifying social value expectations at the commissioning stage and building these into procurement processes, and ensuring they are actively monitored through contract management after award. Embedding these practical steps will help ensure inclusive growth is consistently delivered across all WMCA activity.

In addition to the key recommendations section five of this report captures our detailed feedback and additional recommendations within each of the CPC’s core areas of focus.

Peer challenges are conducted by experienced LGA peers, including elected councillors and senior officers. The composition of the peer team was shaped by the specific focus of this challenge, with the LGA selecting peers based on their relevant expertise. The peers for this CPC were:

• Katherine Fairclough, Chief Executive, Liverpool City Region Combined Authority
• Mayor Paul Dennett, Salford City Council and Deputy Mayor of GMCA
• Cllr Rob Waltham, Leader, North Lincolnshire Council
• Bob Brown, Director of Law and Governance, West of England Combined Authority
• Neil Thornton, Finance, Improvement and Sustainability Adviser, LGA
• Jessica Studdert, Chief Executive, New Local
• Sonika Sidhu, Assistant Director (Place), LGA
• Maya Christian-Desson, Strategic Development and Inclusion, Liverpool City Region Combined Authority
• Sarah Sprung, Peer Challenge Manager, Local Government Association (LGA).

When developing the action plan (in response to the CPC’s findings), the WMCA should consider both the key recommendations presented in section three and the additional recommendations set out below. 

WMCA has a strong and ambitious agenda for the region, underpinned by evidence-based strategies. The recently published West Midlands Growth Plan is widely recognised as a landmark achievement, it sets out bold ambitions - such as creating 100,000 jobs by 2035, delivering around 120,000 new homes across the region, supporting both economic growth and improved living standards, and positioning the region as a global leader in advanced manufacturing and clean energy. Partners praised the collaborative approach taken to its development, which involved universities, major employers, and civic partners. One stakeholder reflected, “we never feel we aren’t included - there’s a good process of engagement.” This inclusive process has strengthened trust and created a shared sense of ownership across the system.

While the plan is compelling, the challenge now is to translate strategic ambition into tangible delivery. Staff and partners highlighted the need for a single, coherent organisational plan with appropriate governance to support activity that connects the Mayor’s priorities and the Growth Plan and other key strategies. The emerging three-year plan presents an opportune mechanism to bring these elements together. This ‘golden thread’ will help ensure clarity internally and externally, enabling staff to see how their work contributes to regional priorities and giving partners greater trust in delivery. 

Benchmarking for combined authorities is still at an early stage, and comparisons should be treated with caution as each CA has a unique set of devolved powers and is at a different point in its development and maturity. Benchmarking reflects the WMCA constituent area compared on a like‑for‑like basis with other Mayoral Combined Authorities. While it is possible to compare WMCA with other combined authorities for indicative purposes, these figures are not directly comparable and should be interpreted in the context of differences in geography, population size, and economic base. Specialist data collated by the LGA’s LGInform team provides useful insight into relative strengths and areas for improvement. WMCA leads in several areas, including participation in further education and skills (104,490 participants) and enterprise births (14,080 new businesses in 2023 compared to an average of 6,302). Digital connectivity is another strength, with 94.9 per cent gigabit broadband coverage exceeding the national CA average of 87.5 per cent. At the same time, challenges remain - such as an unemployment rate of 6.7 per cent (CA mean 4.1 per cent) and a gender pay gap above the sector average. As benchmarking evolves, this approach will become an increasingly valuable tool for strategic planning, helping WMCA set clear priorities, close gaps in employment and inclusion, and build on competitive advantages in innovation, infrastructure, and economic growth.

Messaging about priorities is strong in many areas, though not yet consistently aligned across the whole organisation, leading to mixed interpretations and confusion. There is also a need for clearer articulation of priorities for external audiences and a stronger link between priorities and resource allocation to ensure there is clear focus and that these are driven forward with energy and commitment. Improving communication and engagement across the WMCA system - meaning the combined authority itself, its constituent and non-constituent councils, and key regional partners - will build mutual trust and credibility with stakeholders across the region and more widely.

The timing of the Corporate Peer Challenge is at a pivotal moment for the future development of the CA. Further adapting and developing a compelling West Midlands narrative - a story that unites councils, partners, and communities - will be essential to build identity, secure investment, and foster pride across the region and take the CA through the next stage in its journey. This narrative should articulate shared ambitions for inclusive growth and the benefits for people, places, and businesses. Using WMCA’s strong engagement and collaborative approach, this will ensure it can be co-produced, simple, and memorable, and embedded in communications and engagement so that constituent councils, non-constituent councils and observer organisations as well as partners can champion the region collectively. The Mayor’s ambassadorial role will be critical in promoting this narrative nationally and internationally to attract investment and position the West Midlands on the global stage.

Embedding inclusive growth consistently across strategies and delivery remains a work in progress. WMCA’s visible leadership and the work that is being done on improvements to governance around timely and transparent decision-making will help position inclusive growth as a core organisational driver, ensuring that all communities benefit from WMCA’s work. The emerging three-year plan should integrate the Mayor’s priorities and move beyond transactional partnership working to foster deeper, relational joint working across councils, partners, and sectors - creating a culture of shared ownership and joint delivery. WMCA is well placed to do this, given its strong track record and expertise and aligning this with the budget will create a single set of priorities that supports clarity and cohesion across the region.

In addition to the key recommendations of integrating the Mayor’s priorities with the emerging three-year plan, creating a story for the West Midlands and strengthening organisational identity, we also recommend WMCA progress the following actions:

• Strengthen internal and external communication
  Create a clear communication and campaign strategy that delivers consistent messaging, drives inward investment, and positions the West Midlands on the global stage. This strategy should also articulate the tangible benefits of the Combined Authority’s work for residents and communities - such as improved transport, housing, skills opportunities, and inclusive growth - so that people understand how regional priorities translate into real outcomes for them.
• Ensure that resources are aligned to drive priorities
  Build on WMCA’s existing multi‑year planning and review mechanisms by strengthening the link between strategic priorities and resource allocation. This should include sharper prioritisation and a clearer line of sight from budgets to intended outcomes, ensuring confidence and accountability in WMCA’s role as a driver of regional growth.
• Reinforce WMCA’s identity as a politically led organisation
  As an institution, this should be a core strength - providing clarity and trust across the system. Ensure the whole organisation understands the political context and how decisions are shaped, embedding behaviours that support collaboration and accountability. Clarify and communicate the roles of the Mayor, constituent Leaders, and senior officers through governance frameworks to strengthen transparency, shared ownership, and trust. There should be clear expectations of Leaders acting as co-leads with the Mayor in driving regional priorities and collective accountability.

Are the WMCA’s priorities clear and informed by the local context?

The peer team were impressed by the clarity and underpinning evidence base and analysis to form WMCA’s priorities as this is a clear demonstration of knowing its local context and variations across the region. This is no mean feat given the diversity of the region. The Growth Plan draws on 140 indicators, global benchmarking and aligns with place-based strategies in local authorities. It is supported by strong engagement with stakeholders, including universities and businesses, who described the consultation process as “genuine – not just a box-ticking exercise.” This approach has reinforced WMCA’s convening role and its ability to bring the system together, and credit needs to be given to this work. 

There is clear commitment from the Mayor and constituent authorities to work collaboratively across the region to deliver improvements that benefit its people and places. However, Staff focus groups reported that mixed messaging can arise when priorities or decisions are interpreted differently across executive forums. This relates to the consistency of decision routes and narrative translation rather than leadership, and it can make it harder for staff to see how their work connects to agreed organisational priorities. Strengthening narrative alignment and decision pathways would help reinforce clarity for teams. Creating a single organisational narrative and embedding it across the system will address this challenge.

WMCA demonstrates a strong commitment to understanding current and future demand across its people and places through evidence-based strategies and a data-led approach. However, turning this insight into delivery requires sharper focus on resourcing, monitoring, and prioritising a smaller number of public service reform objectives. WMCA recognises that aligning priorities with financial strategy and operational plans will be essential to maintain momentum and deliver outcomes at pace. Introducing clear, proportionate targets and regular stocktakes - without adding unnecessary bureaucracy - could help track progress, reinforce responsibility, and keep delivery on track.

WMCA occupies a pivotal role in the West Midlands system and is recognised as a mature, strategic authority with the ability to convene partners and influence national policy. The Mayor’s collaborative approach and focus on delivery have been widely welcomed by constituent councils and partners, creating a foundation of trust and shared ambition. One senior stakeholder reflected, “the mayor is good with leaders, and at meetings can push the politics aside.” His responsiveness to business and community concerns was cited as a strength, with stakeholders describing him as a civic leader who can galvanise action on critical issues. The interim chief executive has brought a fresh, open style that prioritises partnership working and transparency, described by stakeholders as being “very open and willing to listen.”

WMCA is part of a growing network of directly elected Mayors that represents a new tier of regional governance in England. This development is reshaping how regions influence national policy. The Mayor of the West Midlands plays an important role in this wider conversation, ensuring the region’s priorities are heard and helping to shape the future of devolution.

WMCA is increasingly recognised as a catalyst for economic growth, with strong relationships across local authorities, health partners, universities, major employers, and civic partners. This influence is already delivering results through significant ventures such as the £4bn East Birmingham regeneration programme and the Innovation Accelerator, which is attracting global investment and positioning the region as a hub for advanced technology. Businesses value the Mayor’s proactive approach, with one major employer noting, “the Mayor is responsive to our needs – if there’s a hot topic, he’s happy to take issues forward for us.” Building on this momentum, WMCA has secured a landmark agreement with the BBC - a partnership that will strengthen the region’s creative industries, boost skills, and amplify the West Midlands’ profile nationally and internationally. This deal, alongside recent successes such as the UK Battery Industrialisation Centre and the West Midlands Gigafactory, underlines the region’s ability to compete globally and lead in next-generation industries. Together, these achievements demonstrate WMCA’s convening power and ability to attract major institutions and multinational corporations, driving innovation, investment, and inclusive growth at scale while positioning the West Midlands as a national exemplar for economic leadership. 

However, partners cautioned that strategic priorities must go beyond attracting new investment, noting that “if existing businesses aren’t happy, you won’t attract new ones.” Universities echoed the need for inclusive engagement, while also highlighting that WMCA’s structures, though generally effective, can be slowed by complexity –“boards can delay or paralyse decision-making; getting agreement from 25 people is difficult.” This feedback relates to the complexity of existing forums rather than a lack of commitment, and points to an opportunity to review membership, delegated authority, and decision routes to ensure boards are focused, proportionate and able to progress decisions at pace.

The Growth Plan consultation was praised as inclusive and meaningful, and civic and third-sector organisations reported closer engagement since the Mayor’s election in 2024. There is now a clear appetite among external stakeholders for WMCA to move beyond being a regional leader and become a national exemplar - mobilising resources, influence, and networks to accelerate investment, attract global businesses, and drive innovation at scale.

A clear example of WMCA’s leadership and convening power is the decision to bring the region’s bus network back under public control for the first time in almost 40 years. This momentous move, agreed by the WMCA Board in May 2025, initiates the transition to franchised services. The first services are expected to roll out in late 2027, with full implementation by 2029. This demonstrates WMCA’s ambition to improve connectivity across the whole of the region and to inclusive growth, ensuring residents have access to high quality jobs. Projects of this scale require strong governance and delivery capability to manage complexity and risk, WMCA recognises the importance of maintaining close grip and a clear line of sight on the development and delivery of this important project.

The peer team commends WMCA’s motivated workforce and strong sense of pride in place. Staff consistently expressed commitment to making a difference for residents and welcomed the organisation’s ambition. However, given the depth and breadth of work in the WMCA, it is worth noting that at present leadership capacity is stretched, and interim arrangements create some uncertainty. Stabilising the senior leadership team ahead of the May 2026 elections will be critical to sustaining momentum and delivering transformation at pace, as well as ensuring there is a smooth transition to any new working arrangements required as a result of elections in the region. 

Senior officers and members work productively together with respectful and open conversations taking place at all levels. As the operating environment is constantly changing, it would be useful to keep this under regular review to ensure mutually supportive ways of working.

Previously, leaders of constituent authorities held WMCA portfolios, but these were reviewed following feedback that capacity was stretched. The current approach means leaders no longer hold portfolios but some lead on specific projects. Views on this change were mixed: some leaders felt it reduced their connection with WMCA, while others welcomed the additional capacity and an opportunity to work in an area of expertise. Looking ahead, the Mayor is keen to design future arrangements collaboratively to maximise the input from political colleagues. Further developing personal and political alliances will pay dividends in terms of sharing ideas at an early stage, building trust and appreciating political imperatives and finding consensus from across the membership. 

The Mayor’s Taskforces were established in 2024 as a mechanism to engage stakeholders and provide evidence-led advice on priority areas such as skills, housing, and transport. Each Taskforce brings together a mix of senior leaders from the public sector, business, academia, and the third sector, alongside WMCA officers and subject experts. Their purpose is to shape policy and accelerate delivery on the Mayor’s key priorities through collaborative input and challenge.

Taskforce chairs expressed strong support for the concept and the working arrangements, describing the “passion in the room as clear for all to see.” WMCA can now build on this energy by strengthening governance and ensuring consistent terms of reference across all taskforces. Chairs highlighted the value of clarifying purpose and success measures - “people want to know their purpose: what does success look like - soft and hard outcomes?” WMCA has an opportunity to anchor taskforces more firmly into formal structures by nominating a senior responsible officer for each group and connecting outputs directly to Executive Leadership Team agendas and joint Mayor and Leaders meetings. Greater political engagement will also amplify impact, with chairs noting, “to affect change, we need to engage with the political structure.” By making a few process improvements WMCA can harness the expertise and commitment of Taskforces to accelerate delivery and achieve tangible outcomes for communities. The peer team emphasise that stronger system leadership will require shared ownership from all councils and partners, with joint commitment to the agreed engagement routes and decision pathways.

The peer team noted the absence of a strong business voice within governance structures, for example within the WMCA Board. By this, the team is referring to the lack of a consistent route for strategic input from major employers and business leaders into formal decision‑shaping forums. Addressing this would help WMCA strengthen its ability to shape economic priorities and respond to business needs in a mutually beneficial way. The Mayor has a substantial national and regional profile with strong connections across business, government and communities, and WMCA may wish to consider how this convening role can be further used to secure additional delivery value from partners and national agencies, including HS2, National Highways, Integrated Care Systems, Great British Rail, Homes England, universities, and major employers. 

In addition to the key recommendations of strengthening relationships with councils and partners and embedding structured engagement frameworks, we also recommend WMCA progress the following actions:

• Maximise the Mayor’s influence and WMCA’s convening role
  Strengthen the Mayor’s influence and WMCA’s convening role by using the mayoral mandate and WMCA’s strategic position to bring partners together around shared priorities, unblock delivery challenges, and present a unified voice to government. In practice, this means clearer system leadership, stronger alignment across councils and agencies, and more purposeful engagement that results in visible progress on jointly agreed priorities.
• Embed collaborative, matrix-based behaviours
  Build on the collaborative culture already evident with partners by strengthening cross‑organisational behaviours inside WMCA - particularly between directorates, programme teams and enabling services - to improve joint delivery. This includes clearer shared ownership of programmes, more consistent ways of working between WMCA and Transport for West Midlands (TfWM) and reinforcing behaviours that support collective problem‑solving and a stronger corporate grip across portfolios.
• Strengthen corporate grip on resources for major projects
  Strengthen WMCA’s corporate grip on major projects by improving the clarity and consistency of portfolio controls, resourcing decisions, and assurance routes. This should include tighter alignment of capacity and budget with project priorities, clearer governance around capital allocation, and stronger oversight of delivery risks. Sharpening this organisational “grip” will help WMCA respond to the findings of the Rosewell Review, move towards a more realistic and prioritised capital pipeline, and increase confidence - internally and externally - in timely, affordable delivery.
• Clarify the role of Taskforces
  Standardise terms of reference and set out clear expectations for how Taskforces operate in practice - including secretariat arrangements, named senior ownership and the reporting route into Mayor and Leaders and decision making. Ensure Taskforce recommendations are captured, tracked and responded to.

Does the WMCA provide effective local leadership?

The peer team found that WMCA demonstrates strong leadership of place, not only by setting a clear strategic direction, through the Growth Plan, but by actively shaping how that translates into tangible outcomes for communities. This means aligning investment decisions with local priorities, fostering inclusive growth, and ensuring that initiatives - from transport to skills - are designed to improve health, wellbeing, and quality of life across the region. Politically, the Mayor’s collaborative approach has been widely welcomed by constituent councils and partners, creating a foundation of trust and shared ambition. The Mayor is seen as a civic leader who can convene stakeholders and influence national policy, and his responsiveness to business and community concerns was cited as a valuable strength and a real asset. Managerially, the interim chief executive has brought a fresh, open style that prioritises partnership working and transparency which has again been welcomed.

WMCA’s senior leadership team is committed and brings significant expertise, but capacity is stretched due to vacancies and transitional arrangements. Stabilising leadership ahead of the May 2026 elections will be critical to sustaining momentum and delivering transformation at pace. The peer team noted that while senior officers and members work well together, there is scope to strengthen clarity on roles and responsibilities and embed a consistent approach to governance. The monitoring officer and chief finance officer are members of the executive leadership team and meet regularly with the interim chief executive, supported by the “golden triangle” meetings that provide top-level oversight. These arrangements are a real strength and provide a forum to ensure the WMCA is adept at dealing with day-to-day issues as well as longer term risks.

WMCA is in the process of developing a programme management office (PMO) and strategy unit to support cross-organisational working and reduce silos. These changes are widely welcomed and provide a foundation for improved joint working and better communication across functional teams. Embedding behaviours that support system leadership and partnership working across all levels will be essential to deliver the organisation’s ambitions.

Are there good relationships with partners and local communities?

The peer team found strong evidence of positive and growing relationships between WMCA and its partners. Civic partners and anchor institutions expressed a willingness to deepen collaboration with WMCA - strengthening joint leadership on regional priorities, contributing resources, and working together to deliver inclusive growth and innovation at scale.

WMCA is increasingly recognised as a mature, collaborative organisation that provides effective leadership of place. The Mayor’s role as a civic leader and the organisation’s ability to influence national policy were cited as key strengths. Relationships with MPs and government departments are positive and ensure that the CA’s voice is heard within Government and Parliament.

Engagement with communities is developing but remains an area for further focus. This is a challenge given the demographics and diversity of the whole CA area, but while WMCA’s strategies reference inclusive growth and EDI, it is sometimes difficult to evidence the real impact across all communities. There is an opportunity to build on successful initiatives such as the Walsall multi-agency skills hub and expand regional approaches - through local skills and employment hubs, community-led Net Zero neighbourhood pilots, and inclusive transport engagement programmes. These are highly visible to communities and, along with a stronger brand narrative, will bring recognition and appreciation for the WMCA’s work. 

WMCA needs to ensure it is consistently punching above its weight - leveraging its trailblazer status, convening power, and reputation for innovation to influence national policy and secure investment.

WMCA has established formal governance structures that provide clarity on decision-making responsibilities and delegated authority. The constitution is clear and supported by a single assurance framework, which acts as a reference point for the organisation and reflects the principles of good governance and Best Value. These arrangements are complemented by robust financial oversight: external audit reports have consistently provided clean opinions on financial statements, and internal audit processes are well established, offering assurance on compliance and risk management.

Overview and Scrutiny is a notable strength. It operates strategically and forward-looking, focusing on issues of regional significance rather than narrow operational detail. Scrutiny is supported by constructive relationships between members and officers, which adds real value to decision-making. For example, recent scrutiny sessions have examined the implications of bus franchising and the delivery of the Growth Plan, providing challenge on timelines, risk management, and social value outcomes. Chairs and members have demonstrated a willingness to probe and influence policy development, ensuring transparency and accountability. Looking ahead, WMCA will want to ensure the benefits of the consistent and objective approach that the current Chair brings are not lost when they retire later this year. Succession planning should be prioritised to maintain continuity and preserve the strength and credibility of Overview and Scrutiny as a key governance mechanism. WMCA should also put in place a clear, trackable approach to member development, including a strengthened induction package ahead of the May 2026 elections and succession planning for scrutiny roles to ensure continuity, capability and confidence in governance.

The political make-up of WMCA governance brings together seven constituent authorities alongside non-constituent councils and observers, creating a complex but inclusive system.

However, to ensure these governance arrangements add real value and guide delivery of major projects, they would benefit from more consistent understanding across the organisation. While there is ongoing work - including member induction, officer briefings and regular governance awareness sessions - to support understanding of roles, responsibilities and decision pathways, the peer team found that further consistency would help ensure staff and partners navigate the governance system with confidence. This includes drawing out informal and formal decision points, clarifying interdependencies between different parts of the system, and emphasising the benefits of close political engagement throughout. To support this, WMCA could consider developing a simple decision flowchart that illustrates governance pathways - from policy development and informal engagement with the Mayor and Leaders, through Political Oversight Groups, to formal decision-making by the WMCA Board and Committees, and the role of Overview & Scrutiny and audit. Such a visual tool would help demystify processes, strengthen organisational understanding, and reinforce confidence in how decisions are shaped and approved. Alongside this, targeted officer and member development opportunities should be introduced to build confidence and capability in navigating governance processes and fulfilling respective roles effectively.

While many staff described positive and open relationships with senior leaders, a small number reflected that they were “uncertain about who is actually in charge,” by which they meant navigating the organisation’s governance routes rather than questioning leadership. This indicates an opportunity to make roles, responsibilities and decision pathways more consistently understood. Strengthening understanding of the Mayor’s civic leadership role, alongside the responsibilities of constituent leaders and senior officers, including the functional division of responsibilities between Strategic Authorities and local councils would support more effective engagement. Training on working in a political environment, with a clearer appreciation of the political dynamics and how to navigate these complexities may be helpful for officers. This could also include scenario planning for local elections to anticipate political change and manage any transitions seamlessly.

The importance of this grows ahead of May 2026, when five of seven constituent authorities will hold all‑out elections, potentially altering political dynamics across the region and bringing significant new membership to WMCA committees. To prepare, there is an opportunity to enhance the member development strategy and design a comprehensive induction programme so that new members are able to understand WMCA’s governance, strategic priorities and how to work effectively in a cross‑party environment.

Continuing to work closely with constituent authorities on member development will help new and returning members fulfil their responsibilities, quickly gain confidence, and ensure that WMCA business forms a meaningful part of local induction plans.

As part of this clarity, WMCA may wish to consider developing a supplementary guide to the constitution - including clear narrative explanations, flowcharts and decision‑pathway diagrams - to support both new members and officers in navigating governance routes consistently and confidently.

The peer team heard that Political Oversight Groups (POGs) were introduced as informal governance mechanisms to provide additional political oversight on major programmes and reforms. They originated from early discussions between the business reform team and member engagement leads and were subsequently formalised through reports to the Mayor and leaders. POGs are consultative rather than decision-making bodies, designed to give elected members greater visibility of key projects and ensure alignment with political priorities.

While the intention behind POGs is positive, their purpose, membership, and links to formal decision-making have not always been consistently communicated across the organisation. This has created uncertainty about their role and impact, with some staff describing them as “coming out of the blue.” Whilst the peer team absolutely support the intent of the POGs, it is timely to reinvigorate their governance and tighten up the arrangements.

WMCA has an opportunity to embed a stronger performance management culture that supports accountability and continuous improvement. Staff described the new PM system as “difficult to use,” and focus groups highlighted the need for consistency. The organisation’s incremental evolution over the past decade has led to some fragmentation of approaches across different areas, making this a timely moment to review joining up collecting and reporting mechanisms to remove duplication. By refining processes to make them simpler and more accessible and leveraging the benefits of AI in this area may be beneficial along with ensuring staff have the right skills in this area so that WMCA can turn performance management into a driver of assurance and clarity. 

Early engagement with leaders on policy development and board papers for formal discussion and decision is currently inconsistent, which can lead to issues surfacing too late. Creating opportunities for informal discussions with the Mayor, leaders, and senior officers at an early stage is essential to build trust, test ideas, and foster shared ownership. The peer team notes that WMCA has begun to introduce steps intended to strengthen this – including the recently developed 12‑week process – and these emerging improvements provide a helpful foundation to build on. To support this, a simple engagement framework can provide clarity on when and how these conversations happen, ensuring they are regular and inclusive rather than ad hoc. This approach combines the flexibility of informal dialogue with the consistency of a structured process, strengthening relationships while improving decision-making. Sustaining this approach will rely on councils and partners also committing to use these engagement routes consistently and contribute to shared narrative alignment.

Risk management and assurance processes warrant further review. Strategic risks - particularly those linked to major organisational priorities - are not yet consistently visible or routinely discussed at senior levels, limiting timely mitigation. Stakeholders also highlighted that governance and assurance routes can feel complex, which can contribute to delays in surfacing risks or resolving issues quickly. Refreshing the strategic and operational risk approach to ensure effective risk management is in place will help proactively address issues before they escalate, enabling stronger governance and accelerating delivery.

Culturally, there is an opportunity to create a more unified identity. Fragmentation between the WMCA and Transport for West Midlands (TfWM) was noted, alongside a legacy of WMCA’s origins as a transport authority (predating the WMCA), which some staff felt limited its evolution into a mature, politically accountable institution. One participant reflected that the organisation felt like “a transport organisation that does other things”. Moving on from this legacy into one organisation with a focus on results, delivered through strong organisational values could help WMCA move forward and realise its ambitions.

In addition to the key recommendations, we also recommend WMCA progress the following actions:

• Improve transparency of political oversight groups
  Clarify membership, purpose, and links to decision-making to utilise the strengths and expertise of the members.
• Strengthen communication and promote understanding of governance arrangements
  Ensure staff understand good governance processes and how these can support delivery; and the role that statutory officers play.
• Strengthen WMCA’s performance management culture
  Strengthen WMCA’s performance management culture by creating a more consistent corporate rhythm for tracking, discussing, and acting on performance information. For example, this could include clearer reporting cycles, agreed metrics, and more visible portfolio and service‑level oversight, ensuring managers have the tools and support to interpret performance and use it to drive learning and improvement.
• Enhance strategic risk management
  Make high-impact risks visible and ensure senior-level ownership to ensure they are reviewed and addressed in a timely manner.
• Address cultural opportunity for stronger integration
  Continue work to move on from the historical legacy around WMCA by fostering a unified organisational identity to reduce siloed working between WMCA and TfWM.
• Increase political awareness and scenario planning
  Initiate a programme of activity which will ensure staff acknowledge and appreciate the political environment; and how they need to anticipate and respond to political change, including local elections.
• Enhance member development and induction
  Further enhance the member development strategy, including a robust induction programme for new members. This should support members to understand WMCA’s governance, priorities, and the role they play within that. Work with constituent authorities to co-design and deliver this programme to bring consistency and build strong relationships, supporting all new councillors to play a positive and active role in the WMCA. Further enhance the member development strategy, including a strengthened induction programme ahead of the May 2026 elections and ongoing development for all members. This should support members to understand WMCA’s governance, priorities, and their role within it. WMCA should also ensure clear succession and continuity planning for scrutiny roles. Work with constituent authorities to co‑design and deliver this programme so it is consistent, aligned, and supports new and returning councillors to play an active and confident role in WMCA governance.

WMCA has a strong foundation in financial governance, supported by regular engagement between the chief finance officer, monitoring officer, and interim chief executive through the ‘golden triangle’ meetings. Weekly dialogue with local authority Section 151 officers helps to maintain transparency and shared awareness of key financial issues across the system. External audit reports have consistently provided clean opinions on financial statements, and internal audit processes are well established. 

The successful negotiation of the single settlement with HM Government offers WMCA greater flexibility and certainty in its ability to lead. This settlement provides a strong platform for innovative, integrated planning and delivery - joining up complex policy agendas to benefit communities and offering a blueprint for public sector reform. It also enables acceleration of major projects, including metro extensions, sprint rapid bus routes, and housing delivery, which are critical to unlocking growth corridors and improving connectivity across the region. Although WMCA has maintained balanced outturn positions in recent years, this has relied on short-term measures such as capital-to-revenue switches and investment income - approaches that are understood but are not sustainable in the longer term. Moving towards a more strategic, long-term financial model would strengthen resilience and certainty. As more funding streams are devolved from Government directly to Mayors, and with the ‘right to request’ in the Devolution and Community Empowerment Bill WMCA will want to horizon scan and develop compelling proposals for further opportunities.

Financial planning could be more closely integrated with corporate priorities. Aligning revenue, capital, workforce, and asset strategies with the emerging three-year plan would help ensure resources follow ambition and delivery capacity is strengthened. There is also scope to prioritise integration of financial and performance data to understand cost/benefit decisions and ensure there is continued value for money from the public purse. Shifting from reporting activity to a more inquisitive and critical thinking approach will ensure that management information drives decision-making.

Given the strong commercial links and first-class business expertise in the region, there is significant scope to build WMCA’s commercial capability. Focus groups raised questions about whether WMCA has sufficient expertise to support future funding models and deliver sustainably. Developing commercial acumen would enable WMCA to diversify income streams, maintain close knowledge of market dynamics, and strengthen connections between local growth and investors. Under deeper devolution, this capability could unlock new opportunities such as managing devolved assets, creating joint ventures, and designing innovative financing models for housing, transport, and regeneration. Embedding a commercial approach through a social value lens would ensure benefits are felt locally and reinforce WMCA’s role as a civic leader.

Feedback also highlighted persistent challenges in delivering the capital programme at pace, with delays, cost pressures and complexity impacting on certainty in delivery. While several reviews have been commissioned in recent years, implementation of recommendations has often been slow or incomplete, hampering WMCA’s ability to demonstrate value for money. The recently commissioned Rosewell Review offers a new opportunity to reset and strengthen WMCA’s approach to capital project prioritisation and delivery. Early findings emphasise the need for a systematic process to assess and prioritise projects, moving away from a historic pipeline of over 300 schemes – which was unrealistic. The review promotes principles of ‘less is more,’ focusing on fewer, high-impact projects aligned with strategic priorities and supported by robust options appraisal and governance. Acting decisively on these recommendations would help build confidence internally and externally, unlock investment, and position WMCA as a national exemplar for capital delivery. Transparency around reserves also needs improvement, and the commitment to develop and agree a Reserves Strategy by early 2026 is a positive step.

Although the peer team recognises the need to bring in specialist resource for complex projects or specific functions, rigorous management and oversight of these contracts is essential to ensure outcomes are delivered and value for money is achieved. The peer team would recommend that external expertise should be targeted, time-bound, and linked to clear deliverables, with robust management to monitor progress and impact. Strengthening this approach will help WMCA maintain stability in critical areas, build internal capability, and avoid over-reliance on contingent staffing.

In addition to the key recommendation of building sustainable financial strategies, we also recommend WMCA progress the following actions:

• Accelerate implementation of the Rosewell Review recommendations recognising the political and operational imperative to demonstrate progress ahead of May 2026 and to ensure systems are established for the future.
• Integrate financial and performance data
  Combine financial and performance information to drive delivery and transparency.
• Improve transparency around reserves
  Publish clear information on reserves and deliver the Reserves Strategy by early 2026.
• Align financial plans with corporate priorities
  Ensure revenue, capital, workforce, and asset strategies are fully integrated with organisational priorities.
• Enhance commercial capability
  Build confidence and skills in commercial decision-making to support sustainable delivery and value for money.
• Ensure rigorous oversight of consultancy and contingent staffing 
  Monitor external spend closely to deliver outcomes, maximise value, build skills within WMCA and maintain stability.

WMCA shows strong ambition and commitment to improvement, supported by motivated political and officer leadership. There is significant goodwill across the region and a shared determination to deliver for communities, providing a solid foundation for progress.

Organisational growth comes from people facing in the same direction - aligned behind shared priorities and ways of working. WMCA’s greatest asset is its motivated workforce, and the introduction of the Programme Management Office (PMO) and Strategy Unit has been welcomed as a catalyst for stronger delivery and a more integrated approach. The organisation’s commitment to using data and evidence to shape strategy, combined with its openness to challenge and continuous improvement, is evident in its proactive engagement with the CPC process. This culture of collaboration and adaptability positions WMCA in a strong place to turn ambition into action.

Translating ambition into tangible outcomes could be supported by sharper focus and clearer prioritisation. While the organisational transformation programme is in development, stakeholders described a desire for a clear roadmap, with change initiatives to date feeling fragmented. WMCA recognises that dedicated resources will be required for key transformation priorities, so that these can proceed at pace. As described above, the performance management culture would benefit from greater consistency and visibility, building on existing mechanisms.- something that could be strengthened to enhance improvement.

While the workforce is motivated and resilient, some uncertainty linked to transformation and restructure was highlighted in several focus groups, reinforcing the value of transparent communication and engagement. Staff reported change fatigue and a need for reassurance and clarity about the future. While the organisation is resilient and gets things done, given heavy workloads and growing expectations, this is clearly at some cost to staff. Creating stability in the leadership team, and new ways of operating in formulation, the organisation is well placed to resolve this and move the change agenda forward positively with staff and Trade Unions.

Given that devolution is one of the most important public sector reforms of the 21st century, and the fact there are fantastic opportunities coming down the track, WMCA has built a talented and committed workforce and is continuing to plan and deploy capability to meet future delivery needs. In common with councils and other combined authorities, gaps remain in programme management, commercial capability and digital expertise. In common with councils, and other CAs, gaps remain in programme management, commercial capability, and digital expertise. Enabling services were described as stalling areas, with examples of procurement delays and high internal costs. Given technological advancements, there is now a great opportunity to continue enhancing digital capability so that it supports delivery. A credible workforce strategy which sets out how WMCA will plan and deploy its workforce to deliver strategic objectives, how skills and expertise will be grown internally to meet future needs, and how performance and talent will be managed consistently across the organisation would help align resources with priorities and build resilience for the future. This should take the form of a clearer, organisation‑wide workforce strategy that strengthens capability planning, sets out a workforce development pipeline where relevant, and provides a consistent framework for how WMCA grows, deploys and manages its people to meet future organisational needs. Staff felt well supported by their managers, but it was clear that there were different approaches in different areas and underdeveloped appraisal systems which means that opportunities are missed to spot talent, tackle under performance and build a culture of improvement. Cultural integration remains an opportunity, with one participant noting: “we have a collective of cultures. Bringing this together will be challenging.”

WMCA is well positioned to capitalise on opportunities presented by deeper devolution, including the forthcoming English Devolution and Community Empowerment Bill and integrated finance settlement arrangements. WMCA is already an Established Mayoral Strategic Authority, and preparations are underway to strengthen its capability to operate integrated settlement arrangements and take forward the responsibilities associated with deeper devolution. Building on this, WMCA is also supporting the West Midlands Fire Service through its Corporate Governance Improvement Board and collaborating on member development, reflecting a broader commitment to strengthening regional governance and readiness. Preparations are also underway to enhance governance frameworks, commercial capability and options appraisal for major projects. These steps demonstrate a proactive approach to initiating and shaping future powers and responsibilities which will benefit the region. However, alongside managerial and structural changes, WMCA will want to consider how it can embed a delivery‑focused culture, strengthen commercial and financial acumen, and ensure workforce capability aligns with new responsibilities. Practical preparation could include scenario planning, skills development, and clearer accountability frameworks so WMCA can move quickly from negotiation to implementation when new powers and funding flexibilities are confirmed. 

WMCA has grown organically over the last decade but now is a reset moment to plan for the next decade. It has robust foundations to succeed: strong ambition, motivated staff, and a willingness to innovate. The challenge now is to carry the momentum to deliver further, building on these strengths by embedding a delivery-focused culture, prioritising resources to transformation objectives, and strengthening systems that drive accountability, and continuous improvement would help realise its potential.

In addition to the key recommendations, we also recommend WMCA progress the following actions:

• Develop and implement a workforce strategy
  Align workforce planning with organisational priorities and transformation goals to build capacity and resilience and plan for the future, taking advantage of new innovations such as AI.
• Publish a clear transformation roadmap
  Set out priorities, milestones, and resource alignment to provide clarity and focus for delivery.
• Strengthen commercial and digital capability
  Enhance skills and confidence in commercial and digital decision-making to support sustainable delivery and value for money. This includes refreshing the organisations digital and data strategy to provide clarity and direction for future investment and transformation.
• Improve collaboration between enabling services and delivery teams
  Increase transparency and joint working to reduce delays and unblock progress.
• Enhance devolution readiness
  Develop a clear plan for devolution preparedness, including scenario planning, governance adjustments, and workforce capability building. This should ensure WMCA can move quickly from negotiation to implementation when new powers and funding flexibilities are confirmed. WMCA’s devolution preparedness will remain a priority as new powers and responsibilities are integrated into the organisation. Consequently, an ongoing programme of scenario planning, governance and decision‑making review, and workforce capacity and capability planning will be essential. This will help WMCA move quickly and confidently into the future.
• Align transformation plans with financial strategy and workforce capability
  Ensure transformation objectives are fully integrated with financial planning and workforce resources for deliverability at pace.

The senior political and managerial leadership of WMCA should review and reflect on the findings and recommendations from this CPC.

To promote the principle of transparency, it is a requirement of the CPC process that the final report of the peer team is published in-full within three months of the review being completed. In this instance, this requires the report to be published no later than 14 February 2026.

There is a requirement for WMCA to develop and publish an action plan within five-months of the peer team being onsite, no later than 14 April 2026. This action plan should provide clarity on the activity, milestones, and timelines that WMCA will work to in responding to the team’s findings. 

The action plan will also be central to the peer team’s re-engagement with WMCA through a progress review which is due to be completed by 14 September 2026.

In the meantime, Helen Murray, Principal Adviser for the West Midlands, is the main contact between WMCA and the Local Government Association. Helen is available to discuss any further support you require and can be contacted on:-

Helen Murray, LGA Principal Adviser for the West Midlands

Email – [email protected]

Tel – 07884312235 

CPC is a valued improvement and assurance tool that is delivered by the sector for the sector. It involves a team of senior regional and local government councillor and officer peers undertaking a comprehensive review of key information and spending three days at the organisation to provide robust, strategic, and credible challenge and support.

Scope and focus

The peer team considered the following five core areas; these are critical to WMCA’s performance and improvement.

1. Strategic priorities and local outcomes
2. System Leadership and collaboration
3. Governance, accountability and culture
4. Financial planning and management
5. Capacity to transform and improve.

The peer challenge process

Peer challenges are improvement focused; it is important to stress that this was not an inspection. The process is not designed to provide an in-depth or technical assessment of plans and proposals. The peer team used their experience and knowledge of regional and local government to reflect on the information presented to them by people they met, things they saw and material that they read. 

The peer team prepared by reviewing a range of documents and information to ensure they were familiar with WMCA and the challenges it is facing. This included a position statement prepared by WMCA in advance of the peer team’s time on site. This provided information on the local context at WMCA and what the peer team should focus on. It also included a LGA Finance briefing (prepared using public reports) and a LGA performance report outlining benchmarking data for WMCA. The latter was produced using the LGA’s local area benchmarking tool called LG Inform. 

The peer team spent four days onsite at WMCA during which they gathered evidence, information, and views from more than 40 meetings, in addition to further research and reading and spoke to over 170 staff together with councillors and external stakeholders.