3. Governance and Decision Making

3.1 The Mayor

The WMCA Mayor has a manifesto of commitments on which they were directly elected by the electorate across the West Midlands constituent areas. The Mayor executes certain powers and functions that are devolved to the WMCA by Central Government, to deliver their manifesto of commitments to constituents.

The Mayor is the Chair of the WMCA Board and the Investment Zone Board. The Mayor provides leadership in terms of proposing a Mayoral budget and as part of the Board in agreeing the revenue and capital budgets for WMCA and ensuring the appropriate use of these budgets. All Mayoral functions are listed in the WMCA Constitution.

To deliver the vision set out in his manifesto, the Mayor has organised his work around four clear priorities:

Jobs for everyone – Investing in jobs, skills, training and apprenticeships, reducing youth unemployment, and ensuring everyone has a job that pays well.
Homes for everyone – Building social and affordable homes and creating vibrant communities so that everyone will have a place to call home.
Growth for everyone – Helping businesses grow, supporting innovation and creativity, and making sure everyone benefits and the environment is protected.
Journeys for everyone – Connecting communities and making travel easier, safer and more affordable for everyone.

Each of these priorities is backed by CA policy and a clear focus on outcomes.

3.1.1 Mayoral Taskforces

When Richard Parker was elected as Mayor in 2024, he sought to streamline decision making at the WMCA. Following consultation and feedback from local authority leaders, the decision was taken in June 2024 to remove portfolios and all advisory and thematic boards and panels. In place of these, the Mayor created four new taskforces aligned to his Mayoral Priorities:

Jobs for Everyone
Homes for Everyone
Growth for Everyone
Journeys for Everyone

Each taskforce member is part of the Mayor’s Council of Experts and is not considered an independent voice of business. Instead, members are expected to:

Provide expert advice and challenge policy development.
Lead short-term projects to accelerate delivery.
Promote inclusive, community-driven solutions.
Collaborate across sectors to shape regional strategy

A review was also undertaken by the Chief Executive of Sandwell Council in relation to the Race Equalities Taskforce with a new Chair and new terms of reference having now been agreed.

Members of the Mayor's Taskforces are listed on the Council of Experts site.

3.2 The WMCA Board

The WMCA Board is the legal and accountable body for funding devolved to the WMCA. It is responsible for a range of functions including transport, housing, skills, economic development, and regeneration functions including post 18 education and training across the West Midlands region.

The Board sets strategy, approves devolution deals, determines transport strategy and spending priorities, allocates the annual budget (including the Integrated Settlement), and takes very large investment decisions.

The WMCA Board exercises all its powers and duties in accordance with the law and the Constitution and agrees policies and delegated responsibilities to conduct its business. (WMCA Constitution)

The membership of the WMCA and the WMCA Board is set out in the West Midlands Combined Authority Order 2016. Since 2016, the only change to this membership has been the inclusion of Warwick District Council as a non-constituent member of the Board.

Constituent authorities (full voting): Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall, Wolverhampton.
Non-constituent members (reduced voting): Cannock Chase DC, Rugby BC, Stratford-on-Avon DC, Nuneaton & Bedworth BC, Redditch BC, Tamworth BC, Warwickshire CC, North Warwickshire BC, Shropshire Council, Telford & Wrekin Council, Warwick DC.
Observers (no voting): West Midlands Police & Crime Commissioner, Chair of West Midlands Fire & Rescue Authority, TUC.
The WMCA also works closely with neighbouring councils, universities, the NHS, business and civic partners across the wider West Midlands

Two delegated boards operate within the decision making framework:

The Investment Board makes (or recommends) investment decisions across funds managed for the CA (e.g., brownfield and land funds), typically within a defined financial range.
The Investment Zone Board oversees development and delivery of the West Midlands Investment Zone, aligning sites, incentives and compliance with government policy and technical guidance.

No WMCA Board member has a casting vote. If the vote was equal the decision would not be made.

Financial delegations allow Executive Directors, with Section 73 and Monitoring Officer consultation, to incur eligible expenditure within set limits to maintain delivery pace.

Our governance is supported by scrutiny and audit committees, a Single Assurance Framework aligned to national guidance, and maturing portfolio and risk disciplines that connect every decision to outcomes, milestones and value for money.

3.2.1 Recruitment of New Members

Members of the WMCA Board are appointed by the Constituent and Non-Constituent Authorities designated by the Orders establishing the WMCA. Members must be elected Members of their appointing Authority and must be replaced if they are no longer elected Members.

Members of other Committees of WMCA are nominated by their Authority and appointed to Committees by the WMCA Board.

3.2.2 Induction

The WMCA is in the process of developing a formal Member Development Strategy and a structured approach to developing both Members appointed to board/committees but also the wider 470 Constituent Councillors within the region. This work is being led by the Member Relationship Manager who has been in conversation with the LGA in relation to joining up work with the WM Member Development Group.

All elected are offered annual induction training covering the senior management structure and their roles, the governance structures including the SAF, how the combined authority is funded, risk, and the annual aims and objectives.

3.2.3 Code of Conduct

The Code of Conduct for members is set out within the WMCA Constitution, and reminds members that they act on behalf of the whole region’s interest and not just their particular area of the region. The Nolan Principles of Public Life (Nolan) provides a framework for the members and officers of WMCA. The public is entitled to expect the highest standard of conduct from all employees who work for the Authority. The Code helps to lay down guidelines for employees that will help maintain and improve standards and protect them from misunderstanding and criticism.

The seven principles of the Nolan Principles are: accountability, selflessness, integrity, objectivity, leadership, honesty, openness.

Training is carried out on a regular basis for staff in relation to the Code of Conduct and at all Corporate Induction sessions. All declarations of Interest and the Register of Gifts and Hospitality are kept updated and reviewed by the Monitoring Officer.

Training and guidance is also updated every year support WMCA employees during the pre election period of heightened sensitivity.

There is an expectation that all staff and Board members adhere to the WMCA Fraud and Corruption Policy.

3.2.4 Equality, Diversity and Inclusion

The WMCA Board, its sub committees and statutory committees are made up of elected representatives nominated by both Constituent and Non-Constituent Authorities. As such, the Combined Authority does not have direct control over the Board’s composition. However, the Combined Authority is committed to fostering a Board that reflects the diversity of the West Midlands population. It therefore supports efforts by Constituent and Non-Constituent Authorities to ensure their appointed representatives are representative of their communities.

The membership of the WMCA Board can be viewed at: Committee details - WMCA Board

3.2.5 Renumeration

On 9 June 2023, WMCA Board agreed a member allowance scheme following recommendations from the independent remuneration panel:

West Midlands Combined Authority Members Scheme of Allowances 2024 / 25

Mayor - £100,035
Deputy Mayor - £21,060
Chair, Overview & Scrutiny Committee - £10,003
Constituent Member, Overview & Scrutiny Committee - £3,159
Chair, Task & Finish Group - £2,500
Chair, Transport Delivery Overview & Scrutiny Committee - £10,003
Scrutiny Champions - £5,001
Constituent Member, Transport Delivery Overview & Scrutiny Committee - £3,159
Chair, Task & Finish Group - £2,500
Chair, Audit, Risk & Assurance Committee - £10,003
Constituent Member, Audit, Risk & Assurance Committee - £3,159
Chair, Task & Finish Group - £2,500

3.3 Governance

WMCA governance includes local authority style checks and balances to ensure that standards in public life are maintained, value for money delivered, the voice of business included in decision making and that there is a strong culture of local scrutiny embedded across the organisation. These checks and balances include an Audit, Risk and Assurance Committee, and two Overview and Scrutiny Committees as laid out in sections 3.4 and 3.5 of this document and the WMCA Constitution.

The Audit, Risk and Assurance Committee seeks to ensure that value for money is achieved by reviewing and scrutinising the WMCA’s financial affairs (including devolved funds), and the report and all feedback from the external auditors in relation to the annual accounts. The WMCA’s scrutiny function to meet the standards set out within the scrutiny protocol’s 18 key principles. Training is carried out for elected members on these three committees at the start of the municipal year and includes instruction on how members are expected to uphold the Seven Principles of Public Life. See section 3.5 for further information.

3.4 Audit, Risk and Assurance Committee

WMCA has established an Audit, Risk and Assurance Committee (ARAC) in accordance with the requirements of the Combined Authorities (Overview and Scrutiny, Access to Information and Audit) Regulations 2017. ARAC provides an independent and high-level focus on the audit, assurance and reporting arrangements that underpin good governance and financial standards, providing independent assurance to the WMCA on the adequacy of the risk management framework and the internal control environment. It also provides an independent review of the governance, risk management and control frameworks and oversees the financial reporting and annual governance processes.

Membership of the Committee includes seven constituent authority councillors, four non-constituent authority councillors representing Shropshire, Staffordshire, Warwickshire and Worcestershire, and one Independent Member. The Independent member is also the Chair of the Committee.

The remit of the Committee includes:

Financial Oversight

To examine and evaluate the financial management and decision-making of both the Authority and the Mayor.

Governance and Risk Assurance

To assess the effectiveness of the Authority’s and the Mayor’s arrangements for risk management, internal controls, and corporate governance.

Value for Money

To review how efficiently, effectively, and economically resources are utilised in delivering the functions of the Authority and the Mayor.

Reporting and Recommendations

To produce reports and make recommendations to the Authority and the Mayor based on reviews conducted under Standing Orders 11.1(a), 11.1(b), and 11.1(c).

Ethical Standards

To uphold and promote high standards of conduct among the Mayor, Members, and co-opted Members of the Authority.

Sub-Committee Functions

To establish Sub-Committees with delegated authority to:

Consider investigation reports
Conduct hearings and impose sanctions
Review decisions by the Monitoring Officer not to pursue complaints (upon request by the complainant)
Review findings of non-compliance with the Code of Conduct and any resulting actions (upon request by the subject Member)

Dispensations

To grant exemptions to the Mayor, Members, and co-opted Members from the requirements concerning interests as outlined in the Code of Conduct.

The Programme Assurance and Appraisal team provide a quarterly report to the meeting reviewing the quality of submitted Business cases, any exceptions to the process, and Change Request analysis.

Further details are provided at ARAC Details

3.5 Overview and Scrutiny

Following the introduction of the Scrutiny Protocol as part of the English Devolution Accountability Framework, the WMCA have developed a formal checklist with scrutiny members from both committees. This check list is periodically reviewed and updated to demonstrate compliance with the protocol to MHCLG as part of the Single Assurance Framework. The Scrutiny Protocol outlines 18 key principles of good governance for institutions with devolved powers. It aims to foster a sustained culture of scrutiny, improve transparency, and ensure value for money in decision-making. The work of the scrutiny function if also documented and published in a joint annual report with the Audit, Risk and Assurance Committee. This annual report details performance, monitoring, public engagement and the questions and answer sessions carried out with the Mayor.

WMCA has strengthened the relationship between scrutiny and audit, aligning with Principle 18 of the protocol. Mid-year reviews and shared data analysis are now standard practice

WMCA has two statutory overview and scrutiny committees as set out in the Combined Authorities (Overview and Scrutiny Committees, Access to Information and Audit Committees) Order 2017.

3.5.1 Overview and Scrutiny Committee

The Overview & Scrutiny Committee (OSC) is a statutory body tasked with holding decision-makers to account and improving the quality of decisions made by the Mayor, WMCA Board, and its committees. The OSC does not consider matters relating to transport, these matters are reserved for the Transport Delivery Overview and Scrutiny Committee.

It makes recommendations to improve governance and outcomes across the region and analyses strategic issues relevant to the region’s priorities to ensure their alignment.

The committee includes councillors from both constituent and non-constituent authorities, with representation proportionate to population and political balance. Members are nominated by their councils but are expected to focus on regional strategic priorities rather than local interests.

The membership of the Overview and Scrutiny Committee is:

Birmingham City Council x 3
Coventry City Council x 1
Dudley Metropolitan Borough Council x 1
Sandwell Metropolitan Borough Council x 1
Solihull Metropolitan Borough Council x 1
Walsall Metropolitan Borough Council x 1
City of Wolverhampton Council x 1
Association of Black Country Authorities x 1
Non-Constituent Authorities x 4

Further details are provided at Committee details - Joint Overview & Scrutiny Committee

3.5.2 Transport Delivery Overview and Scrutiny Committee (TDOSC)

The Transport Delivery Overview and Scrutiny Committee is also statutory body tasked with holding decision-makers to account and improving the quality of decisions made by the Mayor, WMCA Board, and its committees in relation to transport matters.

In June 2025, WMCA Board members called for a comprehensive and independent review of the transport scrutiny function. The remit for the review included considerations around refreshing the existing model and retaining the two-scrutiny committee model, creating a single WMCA-wide scrutiny committee, and establishing a single scrutiny committee along with a re-formed Strategic Transport Board. The outcome of the review is still under consideration

The membership of the Transport Delivery Overview and Scrutiny Committee is:

Birmingham City Council x 7
Coventry City Council x 3
Dudley Metropolitan Borough Council x 2
Sandwell Metropolitan Borough Council x 2
Solihull Metropolitan Borough Council x 2
Walsall Metropolitan Borough Council x 2
City of Wolverhampton Council x 2
Shropshire, Staffordshire, Warwickshire, Worcestershire (4 members representing the non-constituent councils within each county area)

Further details are provided at Committee details - Transport Delivery Overview & Scrutiny Committee

3.5.3 Mayoral Question and Answer Sessions

The two Overview and Scrutiny Committees meet jointly in Mayoral Q&A sessions to hold the Mayor to account.

Mayoral Q&A sessions are structured forums where elected members and senior officers engage directly with the Mayor to scrutinise decisions, challenge policy proposals, and seek clarity on strategic priorities. These sessions are a key component of WMCA’s commitment to transparency and democratic accountability, aligning with the Scrutiny Protocol and the English Devolution Accountability Framework.

The sessions typically focus on either policy development and delivery, or budget proposals and financial planning.

3.5.4 The Scrutiny Protocol

The below provides a detailed progress update on the implementation of the Scrutiny Protocol for the West Midlands Combined Authority (WMCA). It outlines how the WMCA has addressed key principles designed to enhance scrutiny effectiveness, including member engagement, political and geographical balance, training, decision scrutiny, and stakeholder relationships.

Key Principle 1 - A Pool of Members

The WMCA treats all committee members, including substitutes, as a single body with equal access to induction and training to ensure effective engagement. For 2024/25, named substitutes are not formally appointed, but members can arrange appropriate substitutes from the same political party when necessary. This informal substitute process has worked well to date, supporting meeting quoracy and wider member engagement.

Key Principle 2 - Politically Balanced Membership

Membership of the WMCA’s scrutiny and audit committees reflects the political proportionality of the region. Appointments are made by ruling political groups at local authorities, and while the WMCA must accept these nominations, it strives to maintain political balance across committees as far as reasonably possible.

Key Principle 3 - Geographically Balanced Membership

The committees maintain geographically balanced membership to ensure representation across the WMCA area, facilitating a strategic perspective that balances local and regional considerations.

Key Principle 4 - Appointing a Chair

Chairs of scrutiny committees are appointed from political parties different from the Mayor’s to maintain independence and objectivity. Since 2024/25, chairs are selected by their respective Overview & Scrutiny Committees rather than the WMCA Board, supporting a culture of non-partisan, evidence-based scrutiny.

Key Principle 5 - Sustained Appointments Made on Interest and Skills

Appointments to scrutiny committees are based on members’ experience, interest, and skills, supported by role profiles shared with appointing authorities. Multi-year appointments are encouraged to ensure continuity and retention of knowledge. Annual reminders are sent to local authorities emphasizing these principles.

Key Principle 6 - Well-Resourced Training

The WMCA provides well-funded training, including inductions, knowledge briefings, and topic-specific sessions such as on the Spatial Development Strategy. These sessions enable members to develop informed, evidence-based questions and strengthen their scrutiny roles.

Key Principle 7 - Inviting Technical Expertise

Senior officers present reports and provide expertise at committee meetings. External subject experts are invited as needed, for example on air quality and transport issues, enhancing the quality of scrutiny.

Key Principle 8 - Remuneration and Status

Non-constituent members serving on WMCA scrutiny and audit committees are not remunerated, with advice given to member authorities to consider remuneration. Informal engagement occurs between scrutiny chairs, the Mayor, and Chief Executive, with formal six-monthly meetings under review.

Key Principle 9 - Holding the Mayor and Institution to Account

The committees hold the Mayor and WMCA Board accountable primarily through Mayoral Q&A sessions, which are jointly held by overview committees and preceded by member briefings. Following governance changes, portfolio leads no longer exist, but scrutiny continues to engage through these sessions. Enhanced finance training supports financial scrutiny.

Key Principle 10 - Participation in Pre-Policy and Pre-Decision Scrutiny

Half-day work programme planning sessions facilitate early member engagement in policy development and pre-decision scrutiny. Examples include scrutiny input into the Affordable Homes Programme and Transport Delivery oversight. Scheduling adjustments are considered to improve pre-decision scrutiny effectiveness.

Key Principle 11 - Provision to Call In

The call-in process is fully embedded in member induction and publicly available. It is actively used for Delegated Sign-off Decisions. Scrutiny chairs attend key WMCA Board and Investment Zone Board meetings to enhance oversight.

Key Principle 12 - Regular Performance Monitoring

Performance monitoring reports are regularly scheduled and considered by scrutiny committees to track progress against key strategies and targets without dominating the work programme.

Key Principle 13 - Robust Work Programming

Work programmes are developed through collaborative half-day planning sessions at the start of each municipal year, involving members and officers. While effective for the Overview & Scrutiny Committee, further improvements are needed for the Transport Delivery Overview & Scrutiny Committee.

Key Principle 14 - Focused Task & Finish Exercises

Task & finish reviews are conducted with a focus on agility and member-led scope, supported by annual process reviews. In 2025/26, the WMCA adopted a more flexible approach and incorporated AI tools to enhance outcomes and engagement.

Key Principle 15 - Strong Relationships with Stakeholders

The WMCA has strengthened collaboration with constituent local authority scrutiny committees through joint work programme discussions and the appointment of a Membership Relationship Manager. Public engagement remains limited; efforts include a dedicated Twitter account and recording meetings for YouTube to increase transparency and interest.

Key Principle 16 - Regular Self-Evaluation and Reflection

Reflection on scrutiny effectiveness has occurred informally but will move toward formal mid-year reviews for scrutiny and audit functions to support continuous improvement and forward planning.

Key Principle 17 - Access to Data, Research, and Analysis

Committees utilise WMCA data and reports, such as the State of the Region report, to inform evidence-based scrutiny. The absence of an established Office for Local Government (Oflog) limits external data analysis, though existing Local Government Association data is used.

Key Principle 18 - Strong Relationship with Audit Committees

Scrutiny and audit committees collaborate through informal engagement between their chairs and shared reporting. The WMCA published its first combined Scrutiny and Audit Annual Report in 2023/24. Formalising this collaboration and creating a Combined Authorities Audit Chairs Forum are supported.

3.6 Investment Board

WMCA has established an Investment Board as a committee of the WMCA Board, which makes investment and financial decisions to proposals between £5million and £20million. The financial delegation between £1million and £5million is made at the Designated Sign-off Meetings. The Investment Board also provide guidance to the WMCA Board for Investment and financial decisions above £20million.

The Membership of the Investment Board is:

Voting Members:

One representative from each constituent authority x 7
One representative for the non-constituent authorities collectively x1

Non-Voting Members:

One representative from West Midlands Development Capital x 1

Further details are provided at Committee details - Investment Board.

3.7 Investment Zone Board

The Investment Zone Board acts in the same manner as the Investment Board, covering the place based economic activity in the West Midlands and the Employment Committee acts as an advisory body to the Economy, Skills and Communities Directorate.

The Membership of the Investment Zone Board is:

Voting Members:

Mayor of the West Midlands x 1
One representative from each constituent authority x 7
One representative from Warwick District Council x 1
One representative from Warwickshire County Council x 1

Non-Voting Members:

Representatives of the universities and other stakeholders involved in the investment zone may be appointed as non-voting members on the board.

Observers:

Chair - WMCA Overview & Scrutiny Committee

Other stakeholders may be invited to attend as observer members as deemed necessary.

Further details are provided at Committee details - Investment Zone Board.

3.8 The Formal Member Committee Governance Structure

The current Board and Committee structure is as follows.

WMCA Board (over £20 million)
- Investment Board (£5 to £20 million)
  - Investment Panel (Cross LA Officer Advisory)
- Investment Zone Board (£5 to £20 million)
  - Investment Panel (Cross LA Officer Advisory)
- Designated Sign Off Meetings (SENZ, TWM and ESHC) (£1 to £5 million)

3.9 Political Oversight Groups

A new approach to political engagement is also being used in relation to significant areas of work such as bus reform where a Political Oversight Group has been established to provide strategic political oversight and advisory input into the Bus Reform program. The group will support transparency, collaboration, and political alignment across TfWM and Local Authorities. A Political Oversight Group is also in place to over A Political Oversight Group is also in place to oversee the Spatial Development Strategy.

3.10 Statutory Officers

3.10.1 Head of Paid Service

It is the role of the Head of Paid Service, also known as the Chief Executive, to ensure that all the authority’s functions are properly co-ordinated as well as organising staff and appointing appropriate management.

The duties and responsibilities of the post include:

the statutory responsibilities of the Head of Paid Service to manage the budgets and funding allocations available to the Combined Authority, in partnership with the s73 officer
overall responsibility to ensure that all officers involved in the use of public funds, at all times put in measures to ensure that VFM is maximised
leading the Executive Directors to deliver the strategic direction for the Combined Authority as outlined by West Midlands Combined Authority Board
co-ordinate strategy, development and delivery ensuring a joined-up partnership approach to deliver the aspirations of the West Midlands Combined Authority
ensure the champion the delivery of the strategic priorities of the Combined Authority and put in place the resources necessary to achieve this. efficient and effective implementation of WMCA’s programmes and policies across all services and the effective deployment of the authority’s resources to those ends
advise the Combined Authority, its Board meetings on all matters of general policy and all other matters upon which his or her advice is necessary, with the right of attendance at all Board meetings and other meetings as appropriate
advising the elected Mayor on the delivery of strategic priorities
represent the Combined Authority at local, regional and national level in partnership with the Mayor
act on advice given by the Monitoring Officer on any situations that could put the Combined Authority in jeopardy of unlawfulness or maladministration or protect the Combined Authority against any reputational risks.
be responsible for all negotiations with Government regarding outcomes and outcomes delivery
ensure that staff have the capability to deliver successful programmes
ensure that internal processes are fit for purpose and adhered to.

3.10.2 Section 73 Officer

The WMCA Executive Chief Finance Officer fulfils the role of the Section 73 Officer, in accordance with Section 73 of the Local Government Act 1985, extended in Section 114 of the Local Government Finance Act 1988 – England and Wales.

The responsibilities of the Chief Finance Officer reflect those documented are documented in the CIPFA published document The Role of the Chief Financial Officer in Local Government | CIPFA It details five Principles:

the Chief Financial Officer in a local authority is a key member of the leadership team, helping it to develop and implement strategy and to resource and deliver the authority’s Policy Aims sustainably and in the public interest
the CFO in a local authority must be actively involved in, and able to bring influence to bear on, all material business decisions to ensure immediate and longer-term implications, opportunities and risks are fully considered, and alignment with the authority’s overall financial strategy
the CFO in a local authority must lead the promotion and delivery by the whole authority of good financial management so that public money is safeguarded at all times and used appropriately, economically, efficiently, and effectively
the CFO in a local authority must lead and direct a finance function that is resourced to be fit for purpose
the CFO in a local authority must be professionally qualified and suitably experienced.

In WMCA the Chief Finance Officer is a member of the Executive Board and has oversight of and an ability to influence all major decisions of the Authority. The Chief Finance Officer has ensured that the Authority has robust systems of internal controls and appropriate separation of duties to ensure the legality and probity of financial transactions.

These processes are set out in the Financial Regulations and Contract Standing Orders and other policies such as the Money Laundering Policy and the WMCA Fraud and Corruption Policy.

All reports to Boards and Committees include the financial, legal and risk implications of proposals. The Chief Finance Officer and the Finance Team review all reports before they are presented to the WMCA Board or other decision-making Committees.

3.10.3 Monitoring Officer

The Director of Legal and Governance has been appointed as the WMCA Monitoring Officer and discharges the functions in relation to WMCA as set out in section five of the Local Government and Housing Act 1989. Their responsibilities regarding the Assurance Framework are:

Providing advice on, and maintaining an up-to-date version of the Constitution and ensuring that it is widely available for consultation by members, employees, and the public
After consulting with the Head of Paid Service and Chief Finance Officer, report to the Authority if they consider that any proposal, decision, or omission would give rise to or has given rise to unlawfulness or maladministration. Such a report will have the effect of stopping the proposed decisions being implemented until the report has been formally considered by the WMCA Board
Ensuring that decisions, together with the reasons for those decisions and relevant officer reports and background papers are made publicly available as soon as possible
Advising whether decisions are within budget and policy framework and whether any decisions or proposed decision constitutes a key decision
Providing advice on the scope of powers and authority to take decisions, maladministration, financial impropriety, probity and budget and policy framework issues to the Mayor, members and officers, and generally support and advise members and officers in their roles.

Contributing to the promotion and maintenance of high standards of conduct, The Authority has delegated to the Monitoring Officer powers to deal with matters of conduct and ethical standards in accordance with the requirements of the Localism Act 2011:

Discharging the functions under any enactment (whenever passed) of a Monitoring Officer, proper officer, or responsible officer, concerning the Authority’s legal affairs and arrangements, including compliance with the law.

The Monitoring Officer and the Legal Team should review all reports to ensure that legal implications are correctly identified before they are presented to the WMCA Board or other decision-making bodies.

3.10.4 Executive Board

To deliver Mayoral Priorities and the Strategy, the Executive Board consists of Executive Directors are responsible for their Policy Areas. They are supported by other Directors, who have operational roles.

TFWM (Transport for West Midlands) works with the following partners to create a world-class transport system for the West Midlands:

7 local authorities

Network Rail

Highways England

Department for Transport

Bus and train operators

Employment, Skills, Health and Communities has the aim for every resident and business to reach their full potential in skills, health – physical and mental health, economic growth, and well-being. Their portfolio covers Productivity and Skills, Economy and Innovation and Health and Wellbeing.

Housing Property and Regeneration work with a broad range of partners to enhance delivery and unlock investment across the West Midlands housing and land portfolio, including our constituent and non-constituent Local Authorities, the Department for Housing, Communities and Local Government, Homes England, Registered Providers, developers and investors operating in the West Midlands.

Strategy Economy and Net Zero lead on ensuring growth benefits everyone, including vulnerable communities to build a fairer, greener and better-connected region. It leads on addressing Climate Change in the Region, including Retrofitting Homes.

3.10.5 Programme Assurance and Appraisal

Programme Assurance and Appraisal are part of the Legal and Governance Directorate and are independent of the Directorates, and the Local Authority partners submitting projects, The team are Green Book Practitioners and provide assurance to Business Cases – (BCAT – Business Case Assessment tool to assess maturity), and Risk and Investment Appraisals to guide decision makers.

3.10.6 Internal Audit

Internal Audit for WMCA is provided by the in-house Internal Audit service and forms part of the Internal Audit and Information Governance Team, which sits within the Legal and Governance Directorate. Internal Audit operates independently of all operational services within the organisation. The independent and objective assurance provided by Internal Audit forms part of the three lines of defence model which the WMCA follows in its Strategic Risk Management Framework.

The annual Internal Audit Plan is developed to consider management’s assessment of risk against key organisational objectives and priorities. The plan considers the strategic risks of the organisation, as contained within the Strategic Risk Register, Internal Audit’s own independent risk assessment, the internal control environment and is informed through discussions with Senior Management to discuss potential areas of concern, including consideration of risks within their area of control.

All devolved funding funds is subject to established financial management arrangements and subject to Internal Audit in accordance with the Accounts and Audit Regulations (2015) and in compliance with the mandatory Global Internal Audit Standards. This provides independent and objective assurance regarding the effectiveness of the WMCA’s risk management, control and governance processes.

3.11 Related Processes and Procedures

3.11.1 Inclusive Growth

The Inclusive Growth Framework is in place to ensure that WMCA delivers inclusive growth, “a more deliberate and socially purposeful model of economic growth – measured not only by how fast or aggressive it is; but also, by how well it is created and shared across the whole population and place, and by the social and environmental outcomes it realises for our people.”

This requires all WMCA activities to consider the eight fundamentals of inclusive growth, ensuring all projects, programmes and investments reflect a commitment to social, economic and environmental missions.

3.11.2 Equality, Diversity and the Socio-Economic Duty

A procedure is in place to ensure that WMCA and its constituent authorities will take into consideration section 149 of the Equality Act, ensuring that any project considers:

Part/Section 1 where "An authority to which this section applies must, when making decisions of a strategic nature about how to exercise its functions, have due regard to the desirability of exercising them in a way that is designed to reduce the inequalities of outcome which result from socio-economic disadvantage”
the need to eliminate unlawful discrimination, harassment, victimisation, and other conduct prohibited by the Act
the need to advance equality of opportunity between people who share a protected characteristic and people who do not
the need to foster good relationships between people who share a protected characteristic and those who do not.

3.11.3 Whistleblowing

WMCA has adopted a Whistleblowing Policy to enable and encourage employees to raise concerns about wrongdoing by the Authority, the Mayor Officers or contractors without fear of reprisal or detriment. Concerns should be reported via Contact Us

3.11.4 Complaints Procedure

A Complaints Procedure is in place to ensure that any complaints relating to the arrangements, processes or decision making associated with a project is dealt with fairly and effectively.

3.11.5 Gifts and Hospitality

A Gifts and Hospitality policy is in place to ensure that no WMCA Member or WMCA officer receives remuneration or expenses in relation to its activities, other than their salary and in accordance with policy which has a procedure in respect of declaring gifts and hospitality.

3.11.6 Registration and Declaration of Interests

WMCA Board and Committee Members are required to make a declaration of any interest they have in an item of business at Meetings of the Board. Officers are required to declare any interests they have in contracts. The Declarations of Interest are listed under each member of each committee which can be found here Committee Structure. In addition, elected Local Authority members will have completed their Local Authority’s Register of Interest. Where Members have a prejudicial interest in an item of business the WMCA Members Code of Conduct requires that they should leave the meeting while the item is considered.

3.11.7 Freedom of Information

A Freedom of Information (FOI) procedure is in place to manage requests related to the activities of the WMCA. Appropriate data protection arrangements are in place within this process.

3.11.8 Treatment of Risk

Our Strategic Risk Management Framework (SRMF) provides the process and structures for undertaking risk management at the WMCA in accordance with HM Treasury Orange Book. The SRMF supports the consistent identification, assessment, monitoring and escalation of risks across Directorates, to provide visibility at strategic, operational, programme and project levels.

To request a copy of the Risk Management Framework contact riskteam@wmca.org.uk.

The SAF has an important role to play in ensuring that risk is managed appropriately by supporting the application of the SRMF across all SAF Projects and Programmes.

3.11.9 Transparency

The WMCA is subject to the same Transparency Code that applies to Local Authorities. The WMCA website (wmca.org.uk) contains a comprehensive set of information and there are links to key documents, referenced within this document.

A Mayoral update is distributed to stakeholders throughout the West Midlands informing them of current and planned WMCA activity and how they can get involved. WMCA has a continuous communications strategy, including using social media to provide the public and stakeholders with updates on activity. Stakeholders and the public can contact the WMCA via the website Contact Us and by responding to social media posts. A Calendar of events is available on the WMCA website detailing the dates of all key meetings. Where there is a requirement as a condition of funding, WMCA will ensure that Government (and other funders) branding is used in any publicity material.

3.11.10 Inviting Applications for Funding

WMCA publishes its tender opportunities via an e-tendering portal called Bravo solution, further details and links can be found on the Procurement section of its website. Opportunity and award notices are also published on the Government portal in line with public contracting regulations.

In addition, the Housing, Property and Regeneration Directorate has devolved housing and land funds to develop housing and regeneration projects in the West Midlands through equity, loan and grant. Developers and Investors who are interested can contact WMCA at invest@wmca.org.uk More details can be found on Investing with us, Commercial Development Funding - WMCA CIF - FDC. West Midlands Innovation Programme – Innovation Alliance for the West Midlands also offer opportunities, for Innovation Funding.

3.11.11 Publishing Meeting Minutes

The schedule of meetings for the calendar year is published on the WMCA website. The notice of meetings, the agenda and the accompanying papers for formal Board and Committee Meetings are published five clear working days in the advance of the meeting. WMCA includes its Forward Plan in the Agenda of the Board and Overview and Scrutiny Committee Meetings.

Where papers contain commercially sensitive information or are subject to one of the exemptions under the Local Government act 1972 Schedule 12A or the Freedom of Information Act 2000, they are categorised as a private item and are not published. The Monitoring Officer will give advice regarding whether the item should be classified as private, but Members must decide to go into private session unless a confidential item has been declared confidential by the Government in which case it must be taken in private.

Draft minutes of meetings are published as soon as practicable after the meetings on the WMCA website. All WMCA Board minutes are signed at the next suitable meeting and published.

3.11.12 Publishing Decisions

WMCA publish a Forward Plan of key decisions that will be taken by the WMCA at least 28 days before the decision is made to enable members of the public the opportunity to view and comment upon them. Details of all key decisions made by the WMCA are recorded within a log accessible at: Decisions The WMCA maintains a live Activity Register to support the Executive Board, this is in addition to a Contracts register which provides details of all contacts and agreements signed by the WMCA.

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