Finance, Resources, and Corporate Committee - Thursday 4 September 2025, 11:30am - West Yorkshire Combined Authority Webcasting

Finance, Resources, and Corporate Committee
Thursday, 4th September 2025 at 11:30am 

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  1. Cllr Carole Pattison (Kirklees Council)
  2. Myles Larrington, Committee Services Officer (West Yorkshire Combined Authority)
  3. Cllr Carole Pattison (Kirklees Council)
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  1. Myles Larrington, Committee Services Officer (West Yorkshire Combined Authority)
  2. Cllr Carole Pattison (Kirklees Council)
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  1. Cllr Silvia Dacre (Calderdale Council)
  2. Cllr Carole Pattison (Kirklees Council)
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  1. Satinder Sahota, Interim Assistant Director (West Yorkshire Combined Authority)
  2. Cllr Carole Pattison (Kirklees Council)
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  1. Ruth Davidson
  2. Cllr Carole Pattison (Kirklees Council)
  3. Ruth Davidson
  4. Kate Taylor, Director West Yorkshire Combined Authority
  5. Asma Iqbal (West Yorkshire Business Board)
  6. Kate Taylor, Director West Yorkshire Combined Authority
  7. Satinder Sahota, Interim Assistant Director (West Yorkshire Combined Authority)
  8. Jo Dent (West Yorkshire Combined Authority)
  9. Cllr Carole Pattison (Kirklees Council)
  10. Cllr Silvia Dacre (Calderdale Council)
  11. Cllr Carole Pattison (Kirklees Council)
  12. Cllr Silvia Dacre (Calderdale Council)
  13. Cllr Carole Pattison (Kirklees Council)
  14. Ruth Davidson
  15. Cllr Carole Pattison (Kirklees Council)
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  1. Jo Dent (West Yorkshire Combined Authority)
  2. Cllr Carole Pattison (Kirklees Council)
  3. Jo Dent (West Yorkshire Combined Authority)
  4. Cllr Silvia Dacre (Calderdale Council)
  5. Jo Dent (West Yorkshire Combined Authority)
  6. Cllr Carole Pattison (Kirklees Council)
  7. Jocelyn Manners-Armstrong Independent Member
  8. Jo Dent (West Yorkshire Combined Authority)
  9. Asma Iqbal (West Yorkshire Business Board)
  10. Cllr Carole Pattison (Kirklees Council)
  11. Asma Iqbal (West Yorkshire Business Board)
  12. Jo Dent (West Yorkshire Combined Authority)
  13. Cllr Carole Pattison (Kirklees Council)
  14. Jo Dent (West Yorkshire Combined Authority)
  15. Cllr Carole Pattison (Kirklees Council)
  16. Kate Taylor, Director West Yorkshire Combined Authority
  17. Cllr Carole Pattison (Kirklees Council)
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  1. Kate Taylor, Director West Yorkshire Combined Authority
  2. Cllr Carole Pattison (Kirklees Council)
  3. Jocelyn Manners-Armstrong Independent Member
  4. Kate Taylor, Director West Yorkshire Combined Authority
  5. Cllr Carole Pattison (Kirklees Council)
  6. Cllr Silvia Dacre (Calderdale Council)
  7. Kate Taylor, Director West Yorkshire Combined Authority
  8. Kate Taylor, Director West Yorkshire Combined Authority
  9. Cllr Carole Pattison (Kirklees Council)
  10. Cllr Silvia Dacre (Calderdale Council)
  11. Cllr Carole Pattison (Kirklees Council)
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  1. Jo Dent (West Yorkshire Combined Authority)
  2. Cllr Carole Pattison (Kirklees Council)
  3. Asma Iqbal (West Yorkshire Business Board)
  4. Cllr Carole Pattison (Kirklees Council)
  5. Jo Dent (West Yorkshire Combined Authority)
  6. Asma Iqbal (West Yorkshire Business Board)
  7. Jo Dent (West Yorkshire Combined Authority)
  8. Cllr Carole Pattison (Kirklees Council)
  9. Jo Dent (West Yorkshire Combined Authority)
  10. Cllr Carole Pattison (Kirklees Council)
  11. Jo Dent (West Yorkshire Combined Authority)
  12. Cllr Carole Pattison (Kirklees Council)
  13. Jocelyn Manners-Armstrong Independent Member
  14. Jo Dent (West Yorkshire Combined Authority)
  15. Cllr Carole Pattison (Kirklees Council)
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  1. Kate Taylor, Director West Yorkshire Combined Authority
  2. Cllr Carole Pattison (Kirklees Council)
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  1. Webcast Finished

Right, I will start.
Cllr Carole Pattison (Kirklees Council) - 0:00:13
Well, welcome everybody to this cosy meeting.
I will let Miles explain why I'm sitting here in the chair.
Thank you, Councillor.
Before we come to the apologies
Myles Larrington, Committee Services Officer (West Yorkshire Combined Authority) - 0:00:29
I just wish to draw the committee's attention to the fact that the chair and the deputy chair are not present at the meeting in
accordance with section 4 .1 of the Constitution and the procedure standing orders point
13 .4 in the absence of the chair or deputy chair the meeting may elect a chair to preside at the meeting from amongst the voting members
Of the committee. I know counsel that you have very kindly indicated your willingness to chair the meeting as such
The following resolution is to be put to the committee resolve that the committee agree that councillor Patterson chair the meeting
Can I just cheque amongst the voting members of the committee that you are content to agree that recommendation?
Thank you. That's carried
Cllr Carole Pattison (Kirklees Council) - 0:01:10
Thank You miles, right, I will start on the agenda then I can I have any apologies for absence

1 Apologies for Absence

Apologies for absence chair been received from Mayor Tracy Braben
Myles Larrington, Committee Services Officer (West Yorkshire Combined Authority) - 0:01:21
Councillors Susan Hinchcliffe James Cooley and James Lewis Denise Jeffrey and their respective substitutes
Councillors Imran calm Scott patient Jonathan prior and Matthew Morley and also just to note Councillor. Dacre is present at the meeting as an observer
Thank you
Cllr Carole Pattison (Kirklees Council) - 0:01:35
onto declarations of interest as anyone with any
declarations of interest
No, okay. Well, we'll move on then to

2 Declarations of Interests

the
Exempt information, I believe there's nothing

3 Exempt Information - Possible Exclusion of the Press and Public

No exempt information here. So it's all this meeting will be held in public
Okay, so that's on to the minutes

4 Minutes of the Meeting held on 5 June 2025

Are there any comments on on those minutes?
And if not, are we happy to agree those as a correct record
Sorry, yeah
Cllr Silvia Dacre (Calderdale Council) - 0:02:18
It said that there was going to be a report on the workforce strategy coming to, I think
it meant this meeting, is that the direct resourcing and talent strategy?
It is, yes.
Yes, because I wasn't here.
Lovely, thank you.
Cllr Carole Pattison (Kirklees Council) - 0:02:28
Thanks for that clarification. Okay, so that's the minutes agreed and we will go on to the

5 Governance Arrangements

first item which is an item for a decision on the governance arrangements. Though having
Having said it's a decision item, really I think the decision has already been made for
us at the actual combined authority, the full board meeting and this is really here for
us to note.
Mr Tinde can I ask you to speak to this please?
Thank you chair, I'm grateful.
So the agenda item before you are the governance arrangements as the chair has indicated that
were agreed by the combined authority on 19 June this year at its AGM you will see Appendices
one and two to the report that set out the membership and composition to include the
terms of reference for this committee. This committee is requested to note the arrangements
agreed by the Combined Authority at the AGM in June this year. Thank you, Chair.
Thank you, Sir Tinda. Are there any comments on that? Jocelyn?
Can you just confirm there are no actual changes to the terms of reference from the previous
Satinder Sahota, Interim Assistant Director (West Yorkshire Combined Authority) - 0:03:33
I can confirm that's the case. Thank you
Cllr Carole Pattison (Kirklees Council) - 0:03:42
Okay, well are we then happy then to note the governance arrangements that were approved by the combined Authority on the 19th of June

6 Organisation Performance 2025/26 - Quarter One Update

Okay, thank you very much moving on to item six, which is the organisation performance
2526 quarter one update
and
Sorry, Ruth
Ruth Davidson - 0:04:06
Thank you, Chair. So, as you stated, the purpose of the report is to provide an update on the
changes that have been made to performance reporting to align to the corporate plan that
was approved by the Combined Authority in May of this year, and also to provide an update
on performance at the end of quarter one. The changes that have been made mean that
reporting will now take place against 25 corporate plan priorities, and those priorities have
been mapped against the West Yorkshire Plan missions. There is also a sixth mission that
we've tasked ourselves with as an organisation which is around being an ambitious, high performing
and value for money organisation. The report details the 25 priorities in full and therefore
I don't propose to go through them in detail but what you will note from the report is
that the quarter one performance has been braggated against those 25 priorities. So
The committee will note that performance is relatively strong with 22 priorities showing
us being on track for delivery overall.
Amongst the priorities, there are some key delivery milestones that have been met during
quarter one.
So the launch of the Weaver brand, detailed contract work is on track for the bus franchise
in tender launch in October.
One creative north report was launched with support from the Great North Coalition of
and significant regeneration projects have progressed such as the sports tech incubator
at Carnegie Sports School which was approved by committee, strategic outline case for phase
2 of Bradford City Village is undergoing review in the combined authorities appraisal process
and Gasworks Street South is undergoing feasibility work. 5 ,893 learners have also received support
through employment and skills interventions.
Now we're going to turn to the three priority areas that are currently showing challenges
within the delivery programme.
And I will start with bus franchising which can be found at page 34 of the pack for this
committee.
In terms of that priority area, the key issues that are causing the challenges to performance
are the asset purchase scheme within the programme and also the interdependencies within the
programme workstream. Work is currently being done to strengthen business case around the
depot and fleet strategy after the assurance processes raise some queries as to how that
work moves forward and the review of the interlocking work streams has now taken place to try and
unpick some of the dependencies that were causing an issue and work is being done to
review what fits within each of those work streams.
On page 37, the second priority that is showing some challenges to delivery is the capital
transport programme.
programme. Three key challenges are outlined in the report in terms of that programme. One
is bus franchising programme and the financial impact that that is going to have on the model.
We understood which are actually now subject to a workshop that is taking place to define
connectivity between the overall programme and mass transit and thirdly the implications of the brand
rollout on the capital programme which again is undergoing some internal work to try and ensure
that those issues are reviewed and resolved. The strategy which can be found on 38 page 38
of the report. Key challenges within that priority are as a result of delays in asset
surveys to our current assets and the real issue that that causes is impact on the budget
planning and the medium term financial strategy. There is a provider in place to undertake
those asset surveys and current discussions are happening to try and overcome the issue
and ascertain what could be done to speed up the delivery of those surveys within year.
As I'm sure the committee will understand, underneath those 25 high -level priorities,
there are a number of projects that sit within each priority. When we have reviewed current
performance, there is only one project at present that is showing us not being deliverable
within this financial year.
That particular project is the West Yorkshire Housing
Partnership work, which was aimed
at delivering 1 ,500 solar panels to accommodation,
obviously to support some of our residents that
are facing challenges in terms of bills and warmth
within homes.
The programme is still on track to deliver,
but actually delivery is being extended into 26, 27.
and therefore it's being shown as red in terms of delivery for this financial year.
The reason for the issues within that key project are as a result of changes,
a change that's had to happen in terms of the key contract supplier.
There have also been some challenges within the Yorkshire Housing Partnership which meant
one partner had to withdraw from the scheme. So the deliverables have been transferred to one of
and delivery. I think it would be fair to note that in terms of that particular programme there is
a future risk that's been noted in reporting which is about a national issue that's not within our
gift to overcome and that relates to although we're currently saying that we would deliver by
June of 26 there is some future risk to that date as a result of Northern Power Grid's capacity to
sign off some of the applications that they need to operate us within the scheme.
Overall in terms of performance there are two key themes that come out across reporting.
One is linked to capacity and resourcing within the organisation and that does continue to
cause a risk to performance, particularly impacted by the uncertainty that we received
from the Government Spending Review. Although some significant announcements were made we
still don't have the detail of what that actually means for West Yorkshire. The
organisation however is continuing to ensure that it manages delivery but
within a prudential budgetary decision -making process. The other key
theme that came out was mentioned in relation to bus franchising and that's
programming to dependencies. So the scale of programmes overseen by the
combined authority has obviously increased both in terms of number and
complexity and that does lead to quite a mesh of interdependencies between the programmes.
Committee will be well aware that senior leadership has been strengthened within the organisation
to build the capacity and knowledge and experience to overcome the challenge. I won't go through
it in detail but the report does set out quite a detailed response that the organisation
has to those crosscutting challenges including prioritisation exercise that the organisation
is currently doing around the activity that we're going to do in 25, 26, but also in subsequent
years. And then secondly, the organisation is also starting to work towards an operational model
that will allow more flexible deployment of resource to strengthen project and programme
delivery within the organisation, and I know the committee has a further report on that
within this meeting.
Cllr Carole Pattison (Kirklees Council) - 0:12:14
Thank you, Ruth, for that very comprehensive report and detail there. I mean, overall though,
performance is good and we are meeting our priorities, bar those exceptions that you've
just talked about. So that is pleasing to see that most of those priorities are actually
on the way. Any other comments? Jocelyn?
I would suggest that there's also another theme in risk that seems to arise from the
underperforming areas, and that would be dependence on suppliers in the way of both the solar
panels and also the asset surveys.
So can you reassure me about what processes in train to make sure that the authority isn't
dependent on single suppliers?
Ruth Davidson - 0:13:10
So I would say that in terms of supplies that is actually I think an issue that is highlighted
on our corporate risk register to my knowledge so it is something that I think has come through
in previous performance reports through to this committee. So I think that in terms of
our frameworks that are, and Kate may wish to come on this a little bit further, but
we have quite robust frameworks in terms of our suppliers to try and ensure that we have
robustness. I think in particular in terms of the two things that you've
outlined and the home energy West Yorkshire programme which is around solar panels
have done a review of the experience here and incorporated the lessons learned
into their programme overall and also shared at directors meetings to ensure
that that's organisational knowledge. Kate I don't know if you want to speak
more fully on procurement.
You did.
Thank you, Ruth.
Kate Taylor, Director West Yorkshire Combined Authority - 0:13:59
I think in terms of certainly where
we can spread risk where there are multiple suppliers
within there, we do try to do that and ensure
that we are kind of looking at a wide range of there,
as Ruth said, through frameworks, et cetera, in there.
I think there are some issues somewhere
in some of these areas there are, particularly in the home
energy, for example, where actually there aren't always
lots of suppliers within there.
and sometimes there aren't as many suppliers as the market demand is actually needing within
and that can bring us some issues but I guess the assurance is we are bringing these to
you at this point and managing those issues within there.
Asma Iqbal (West Yorkshire Business Board) - 0:14:44
Just to follow on, it was a good question and obviously as a lawyer, refreshing those
and looking to see how we mitigate that is a very, very important factor and it's keeping
a relationship going because we've agreed on procurement is one thing, but refreshing
that to ensure that we've actually got the best rather than moving a delivery date.
Have we done much to mitigate and see if we can come out of that and not keep not meeting
targets as a result of external factors such as that?
Kate Taylor, Director West Yorkshire Combined Authority - 0:15:17
So, active part of contract management effectively to work for teams to do that in terms of getting
out of those contracts.
You know, that will always coordinate a deficit between kind of legal, commercial, finance
and delivery teams to look at what that best solution would be and whether that is possible.
I suppose whether it's sometimes when we come out of that, that doesn't necessarily mean
that there will be somebody actually that they are willing to do and obviously the timelines
then depending on the value around public procurement and what we have to do to be able
to ensure that we are compliant in those methods as well.
But absolutely we do look at every single option to do those and to bring those on track.
Satinder Sahota, Interim Assistant Director (West Yorkshire Combined Authority) - 0:16:06
Can I just add, and if it helps you, albeit not directly related to your question, I do
think it's relevant in terms of existing suppliers, both myself, Kate and Ben as statutory officers.
We examine any business case to renew or extend existing contracts with suppliers. We examine
them very carefully through the lens of best value and value for money. And if it helps
you that analysis is quite robust.
Jo Dent (West Yorkshire Combined Authority) - 0:16:42
Again to add and hopefully give some confidence that we're trying to look at things and we
do look at things from a cross across unit perspective.
The I've specifically resolved in this area too around asset management very very recently
and looking for somebody so that we've actually got that one person who is looking across
asset management, asset management strategy and planning and that I think forward planning
is a big part of trying to make sure that you can anticipate risks before they come
issues. We can never control the market but we really are, it's a really, really important
point for us so just wanted to add that too.
Sylvia you wanted to come in?
Cllr Carole Pattison (Kirklees Council) - 0:17:25
Cllr Silvia Dacre (Calderdale Council) - 0:17:29
Yes it's a separate issue so before I finish some...
Cllr Carole Pattison (Kirklees Council) - 0:17:32
Cllr Silvia Dacre (Calderdale Council) - 0:17:34
Okay, sorry about this but it might not surprise you that it's the affordable accessible and
reliable public transport that caught my attention because you'd appreciate that Caulderdale
coming last on the franchising and therefore this is a particular concern to them. And
It's blue, yet at the same time it's conceding that there are huge risks in there because
of potential cuts to commercial services and I know some of that has happened in Colerdale
and the West Yorkshire have tried to fill the gap by paying for some of those services
which I assume is where that 30 million expenditure that you mentioned in the KPIs goes, some
But in a way to me, looking at it from a Caulderdale, but not just a Caulderdale perspective, that
risk to existing services and the shrinking of the bus service before you get to franchising
is such a huge risk for the authority. And so I was sort of surprised it was blue, but
then when you told me kind of beforehand what the performance indicators sitting behind
that blue are, then they don't actually reflect the risk of losing services at all, that they're
not so you wouldn't expect. I can see that the authorities meeting those, therefore it
will be blue. So I suppose what I'm saying is there's perhaps a disconnect between what
sits behind the blue and what members of the public might expect to sit behind
the blue and I suspect some of that is taken into account elsewhere in risk
registers and I'm pretty sure it is because I remember we discussed this at
another meeting but I suppose I'm just trying to highlight that if you're a
member of the public listening or looking at these papers you might be a
bit surprised by that blue.
Cllr Carole Pattison (Kirklees Council) - 0:19:44
Ruth Davidson - 0:19:47
Yes, so we have an internal performance board that reviews all of the projects that sit under this.
So when we spoke about the, there's two lots of KPIs that sit behind the blue.
One is the corporate plan performance indicators, but then there are a number of significant milestones that sit behind it that are held by our affordable transport director.
and so actually it's the merging of those that lead to it being a blue and some of the things that you
are concerned about in terms of providers withdrawing services and
How we maintain services whilst moving into a franchise system
Sit in the other reporting lines that sit within that so both do come together to form the blue and
What we have done as a performance board recently is we have looked at future risk and the the risk that you have articulated
has come as one of the future risks coming towards us.
And there's an internal performance board, we have reviewed that particular issue to seek assurance
and that's why we didn't change it from blue to amber because we did have that second point of assurance
around that particular point.
And some of the things that came out from that was about the repositioning within the organisation
to make sure that both ongoing service and bus franchising can happen at the same time.
And secondly, what came out was the reallocation of funding between introducing new provision and
maintaining gold and switching the balance between those two things to making sure that
maintaining the old is really critical at this point in time as we make the transition to
franchising and that the innovation and movement going forward will come after franchising
has been brought into play.
Cllr Carole Pattison (Kirklees Council) - 0:21:46
Thank you. Are there any more comments? No? In that case, can I ask if members are happy
to note the Combined Authorities revised reporting and organisational performance indicators
For 25 26 and to note the quarter one performance against key performance indicators for 25 26
Yeah, okay. Thank you very much. So moving on to management information data

7 Management Information (MI) Data - HR and Performance

This is an update on the HR management information
Workforce performance well -being and diversity are absolutely central to the combined authorities ability to deliver for the people of West, Georgia
And as the report shows, overall sickness absence remains low compared to regional and
sector benchmarks, which is very encouraging.
It's also great to see the steps that have been taken to support staff's wellbeing, particularly
around mental health and the positive impact of initiatives in the wellbeing strategy.
Retention rates are another real highlight.
up to 94 % of our people stay with the organisation in their first year and 88 % after two years,
a strong sign that our induction and support processes are working well and helping our
teams to thrive. I'm also delighted to see the real progress on diversity and inclusion
of particular importance. Our workforce continues to become more representative of West Yorkshire
reflecting a broad range of backgrounds, experiences and perspectives, something we should celebrate
as a major achievement.
Recruitment and onboarding are also moving in the right direction.
We're striking a good balance between bringing in fresh talent and supporting internal development
and promotion.
This shows our commitment to growing and nurturing people and ensures the combined authority
continues to be a great place to work.
And at that point, can I ask, I hope I haven't stolen your thunder, Jo, but can I ask you
to take us through the recommendations, please?
Thank you, Councillor.
That was a fabulous summary and I absolutely don't want to repeat them because it was pretty
much longer.
Jo Dent (West Yorkshire Combined Authority) - 0:24:05
I'm very happy with the progress we're making.
have added the retention stats and will look to enhance the report over time as well as
we develop the workforce strategy.
Very conscious there's a lot of change going on so it is still something that we will not
take our eye off the ball here, it changes an opportunity as well as a threat, but there's
lots of things that make people feel uncomfortable so we're really conscious of trying to make
sure that we really understand that as we go through changes
into potential single settlement and devolution,
understanding where our priorities are in terms
of capability and workforce.
But it is a really positive storey to say at the moment.
So I have nothing else to add, to be honest,
apart from asking members to acknowledge the report.
Cllr Carole Pattison (Kirklees Council) - 0:25:09
Thank you Jo. Any comments from anyone?
Sylvia.
Jo Dent (West Yorkshire Combined Authority) - 0:25:15
Cllr Silvia Dacre (Calderdale Council) - 0:25:16
Thank you. So just on the sickness absence,
the most recurrent reason was stress depression.
So there's two questions, this is the first one.
Have you any indication
whether that is work related or outside of work related stress and depression.
Because obviously that makes a difference to how you might be able to deal with it
and I know it can be very difficult to find that out.
And the second point is that the second most recurrent reason is unknown
and what's being done to make managers record the reason
because how on earth can you possibly deal with it if they're not recording the reason?
So I think that's a good point.
≫ Thank you, two very good questions.
Jo Dent (West Yorkshire Combined Authority) - 0:26:01
It's really difficult sometimes for people to want to share that
level of information. That doesn't mean to say that we
don't try and put as many things in place as we can.
We do have an employee assistance programme which is very
independent to us.
So they do supplies with data on how many people have
potentially contacted them.
But again, the data that we get from them
to make sure that we encourage people to use it
and that it is confidential.
We've got that conundrum all the time.
So in answer to your question, we
can't split that out at the moment.
But that's not something that we don't try informally
to continue to work through on a personal level
with the personal supervision.
We also encourage and have a well -being mindset.
I think it's called.
It's just gone from my, which we again also encourage people
to do, which is very specific to people
who have experienced any kind of particular mental health
stresses.
And again, we are in contact with them all the time to try and help understand from the
basic data that they'll give us anything we can glean and learn from that to actually
address back in the workplace.
I think my final, your final question is key and it's around how we develop our service
heads and leaders who are that first point of contact for people when neither they go
off or come back into work or when we're talking to people about how we support them, we continue
to work on that. I think my key point would be there's been a lot of growth in that area,
so there's quite a lot of potential in new service heads that we're actually developing
in role. So that will continue, especially in that particular area where it says un -muted
known, is that because, you know, why? Why are people not telling us why they're off
and how do we get to the bottom of that? So it's definitely an ongoing area that the business
partners are working with the heads of service on to try and identify.
Jocelyn?
Cllr Carole Pattison (Kirklees Council) - 0:28:30
Jocelyn Manners-Armstrong Independent Member - 0:28:33
Following on from Sylvia's point, the retention rates are great but when you have, I would
like to see the stats on exit about people's reasons when you can find them out at exit
interview and does that follow on from mental health and wellbeing issues? Possibly is that
our greatest risk for losing people, especially in this time of uncertainty?
Jo Dent (West Yorkshire Combined Authority) - 0:28:54
Thank you yeah, great point and it's not something that we've captured today fully but have started
to do so now in terms of quite a formal process to actually capture that people's feedback
as a member of the organisation.
Asma Iqbal (West Yorkshire Business Board) - 0:29:14
Cllr Carole Pattison (Kirklees Council) - 0:29:19
Do you have the stats for sickness absence when it's mental health or depression related
Asma Iqbal (West Yorkshire Business Board) - 0:29:20
as to term of service? Is it those that have been with us longer or those that are starting
I say that because we started an initiative at work in terms of Buddy Up and we found
that somehow that works better because you're working alongside someone that's been in the
organisation longer, you get a lot more feedback if there are some issues evolving later. So
I'd be interested to know whether it's those that have been with us for a long time or
whether it's people that are coming in that are finding it a little bit overwhelming.
Jo Dent (West Yorkshire Combined Authority) - 0:29:58
That's not how we look at it at the moment, but it's definitely something that I will
take back and consider because we do look at many other things in terms of age profile
as you'll see from the report. We also have staff network groups that we work with really
quite closely to get that direct feedback and each one of those is sponsored by – so
I'm a sponsor for the Young Employees Network, for example, and it's great getting them
involved and having a buddy up.
But actually, it's been about probably maybe more focused
on embedding them in the organisation
rather than maybe asking them some questions like that.
So it's a really good point and something I'll take back.
Thank you.
Thank you.
I mean, you mentioned age profile there,
Cllr Carole Pattison (Kirklees Council) - 0:30:43
and that's exactly a point I was just going to make.
I mean, it's great that retention rates are so good.
but of course it means we have a very static, not just age profile, any profile, it leaves
little room to bring in younger people or people from different backgrounds etc etc.
Jo Dent (West Yorkshire Combined Authority) - 0:31:05
So it swings the roundabouts there isn't it? It definitely is but to try and reassure you
on that too we are working really hard at the moment, it's quite a big cultural difference,
So I'm trying to put in more matrix working so that actually we are moving people around
the organisation so they get more opportunities to work in different areas and we get their
expertise too from actually being able to move them around projects.
So that's one way that we're trying to actually spread knowledge and also keep retention but
not leave people in, if they don't want to, not leave people in the same jobs for a long
period of time.
So it's a bit more job enrichment and enlargement rather than a hierarchical process.
That's good to hear.
Cllr Carole Pattison (Kirklees Council) - 0:31:50
If there are no more questions, can I just ask if members are content to note the information
provided on the performance?
Or HR, I should say.
And I just – Sir Tindall wanted to have a quick word.
Thank you, Chair.
Kate Taylor, Director West Yorkshire Combined Authority - 0:32:08
Members, forgive me, I've spotted an anomaly with the governance arrangements report.
So page 12, paragraph 3 .5, there is a missing reference to the date of this committee's
next meeting, which is on the 27th of November.
I will ensure that the minutes of this meeting reflect my bringing that anomaly to your attention.
Thank you.
Cllr Carole Pattison (Kirklees Council) - 0:32:34
Miles, I'm sure you'll do that.
Thank you.
Okay, well now we are on to item 8, which is financial performance.

8 2025/26 Q1 Financial Performance

And I mean, I know that maintaining a strong and balanced financial position is critical
to our ability to deliver for the people of West Yorkshire.
And I want to thank the finance team for their work in monitoring and managing our budget
so closely.
As the report confirms, overall we are on track to deliver a balanced year -end position
with a small net surplus at the end of quarter one due to time and differences in income
and expenditure.
This is encouraging, definitely, and demonstrates that our financial management processes are
working effectively.
The report also highlights some adjustments that have been made during the quarter, including
the way staff costs are accounted for and how reserves are being managed. Mitigating
actions have been implemented quickly to ensure that these changes do not impact our ability
to deliver key priorities. On the capital side, we continue to see strong delivery across
major programmes such as CRSTS, Transforming Cities, West Yorkshire Plus Transport Fund
and the Brownfield Housing Fund. Spend remains largely on track and aligned to the budget,
which is reassuring as we progress through the year.
Looking forward, the medium -term financial plan is being refreshed to reflect changes
in funding and key assumptions.
While the outlook for future years remains challenging, we are well placed to manage
risks through careful planning and evidence -based decisions and strong financial oversight.
So Kate, can I ask if there's – if you'd like to take us through the recommendations,
please?
So this is our first report of this current financial year, so updating on financial performance
on the year to date and also looking forward on the quarter one forecast.
It covers both capital and revenue.
Kate Taylor, Director West Yorkshire Combined Authority - 0:34:45
As the Chair has outlined in the year to date position, there is an impact around timing
variances, which effectively net off within the forecast to nil.
the
We will be looking at the
We will be looking at how we do our
budget phase and looking forward to 26, 27 to try to make sure we
don't get those large variances due to timing going forward in
there.
Very pleasingly the quarter one
position is balanced within there.
There are some slightly large swings within.
And what I would just bring the committee's attention to,
that in balancing up against the changing approach
to capitalization, one of the ways that we have done that
is actually reducing our expected transfer
to reserves at year end, and which,
while necessary to be able to absorb the fiscal shock
kind of in year, obviously that does
impact on our future financial resilience if we are not building that resilience for
there.
So just to kind of note that while absolutely good for this year, we will continue to review
that through the year, any kind of upswings in, we will report back through the further
forecasts and at a later point in the year actually bring to you our proposal is around
the reserve strategy as well for the surplus or any differences that we have through there.
Within the capital, the performance is largely positive across there with programmes accelerating
I think particularly with CRF now in its second to last year of delivery as well which is
pleasing to see for that medium term financial plan.
we are currently just reviewing that, rebasing it, making sure it reflects all of our current assumptions and all of our current performance.
We are also
waiting for confirmation of the integrated settlement quantum that will come in from April 26th
to help kind of provide that missing jigsaw piece around our funding
going forward.
Any questions, comments?
Cllr Carole Pattison (Kirklees Council) - 0:37:03
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Jocelyn Manners-Armstrong Independent Member - 0:37:09
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Kate Taylor, Director West Yorkshire Combined Authority - 0:37:30
services that go across the whole range of combined authority business in there. In terms
of, you're right, where the capitalization impacts, so the overall 14 .5 million pound
impact that we saw that is the change in capitalization, the bulk of it actually sits within that enabling
services because of the change in methodology and enabling because of the
nature of what support service I guess will back office to use a term I hate in
terms of that functions do that tends to have an impact more on capitalization
because of providing that direct link that you are kind of creating that
assets from a capitalization perspective versus active delivery in that so they
have, yeah, that's been the area that was most adversely affected by the change of approach.
Thank you. Sylvia.
Cllr Carole Pattison (Kirklees Council) - 0:38:40
Cllr Silvia Dacre (Calderdale Council) - 0:38:43
So, just following on from the capitalisation, again, for my benefit, because I haven't been
around when this was discussed previously and for the benefit of anybody listening,
what do you actually mean when you're talking about capitalising as staff costs? What are
you actually doing with them?
Kate Taylor, Director West Yorkshire Combined Authority - 0:39:00
So the accounting standards that we have to abide by allow for certain costs to be capitalised
and effectively put on our balance sheet, recognised as the cost of bringing an asset
into use and then they are depreciated over what we deem to be the life of that asset.
So it effectively spreads the cost over what, you know, if it's 10, 15 years, the life of
that asset to go.
Where you cannot, you take the cost in full to your income and expenditure in year and
recognise all of that full cost in there.
The accounting standards are very strict and have got significantly stricter over probably
the last ten years in terms of what you are allowed to capitalise within there.
So you have to have a very strong audit trail within there, you know, kind of can you prove
timesheets, can you prove that person was actually working on there for it.
So we have to be very robust around it.
I have to be very robust because otherwise
I would be sitting in governance and audit committee
probably with a problem on my accounts in terms of that.
So all of your finance directors will always have
a very keen eye on that.
And that is not to say those people are not doing good,
you know, kind of, it's never about actually people
not doing the work, it's actually about how we manage
within those accounting standards and the rules.
Kate Taylor, Director West Yorkshire Combined Authority - 0:40:23
Thank you, Chair. If I may just provide a bit more context in terms of a real world
example. So, for example, in my area, I have a legal team that provides support and legal
advice to mass transit to include bus franchising as well. The majority of those lawyers are
funded from capital funds. So, because they are directly supporting delivery of capital
projects. So that scenario doesn't apply to other teams who are funded by revenue -based
funding. So I hope that helps in terms of further context in, by way of a real -world
example.
Cllr Carole Pattison (Kirklees Council) - 0:41:05
Cllr Silvia Dacre (Calderdale Council) - 0:41:07
Yes, thank you. It was that point that I'd always seen, and my authority had always seen
capitalisation as relating to particular capital projects, and so it is exactly the same.
Any further comments?
Questions?
Okay.
Cllr Carole Pattison (Kirklees Council) - 0:41:22
Well, in that case, our members can attempt to note the revenue and capital financial
position as of 30 June, 2025, and note the Quarter 1 forecast positions for revenue and
capital, and note the update on the medium -term financial plan.
Yes?
Okay.
Thank you very much.

9 Draft Resourcing & Talent Strategy

Right, moving on to item 9, which is the draught resourcing and talent strategy.
Fancy title, that.
I know that having the right people and the right skills and support is actually key to
delivering for the people of West Yorkshire, and the report shows that we are taking a
proactive and strategic approach to make sure our workforce is ready for today and tomorrow.
We're aligning our people with major programmes, planning ahead for future skills and embedding
equality, diversity and inclusion at the heart of everything we do.
I'm particularly excited about our focus on talent pipelines, upskilling and reskilling
our teams and strengthening leadership.
These initiatives will help us to attract and retain the very best people, build resilience
in critical roles and make the Combined Authority a truly inspiring and inclusive place to work.
I think has already been shown.
This strategy is about more than just meeting immediate needs.
It's about creating a skilled, flexible and dynamic workforce that will drive our ambitions
as a strategic authority, deliver on exciting programmes and continue to set the standard
across West Yorkshire.
So Jo, can I ask you to take us through the recommendations please?
Thank you, Chair.
Yes.
So this is the first time we've shared something on our resourcing and talent and really important
Jo Dent (West Yorkshire Combined Authority) - 0:43:15
to us is definitely based on the challenges that we are going to be delivering in the
future. It's about managing risk as well as looking after our employees and workforce.
So I wanted to share with you where we're at and I think an important point to make is we've got a full team in place.
I think that's really important. When Paul joined us as the director of the bus franchising, it really helps because we've got those experts who can actually work with us to actually forecast
and we can start to do some real thinking about what we need in terms as we go forward.
And the strategy is all about trying to reflect that as you've kindly pointed out.
I think the other thing I'd really like to point out as well is from an inclusivity basis,
we are also very conscious of the socio -economic policies that we are also developing at the same time
and how they are reflected here, including our own Fair Work
charter, which is how we are bringing our apprentices
into our organisation.
How are we looking at people who have not
been in employment for some time?
So they are the next level, but they
are being considered at this early stage as part of this,
too.
So, the strategy is it's not something that sits in isolation, it's very much part of
our business planning and Ruth and Kate's team and myself work really closely so that
we've got a package that actually helps explain what we're doing and how we manage and what
our KPIs are, how we can, what the affordability window is for that and what resources and
skills and talents we need. So we again I'd like to stress that this is something that's
done in combination with absolutely everything else that we do and working in partnership
with across the corporate team. What we'll be looking to do at the next Combined Authority
meeting is try and give a very first early indication of what some of those numbers look
like in details in terms of skills and talent in specific areas.
So again, as we mature, we're actually going to be going through what we've done here is
done the very basic gap analysis of really understand our current position, look at what
we need with our directors and all the people who are working with the heads of service
in the organisation to identify what that roadmap looks like.
And so we will be able to hopefully share a first level idea.
But it's a live document and it will be something that we will be updating in line with our
budgets on a quarterly basis and with business planning and KPIs.
And finally, I think at a very high level we've tried to demonstrate what a far more
detailed action plan that sits behind this looks like as a project for further development
across the organisation.
So we're still at implementation stage, I think is what I'm saying, but we've made good
progress and hopefully any feedback or questions would be really welcome. Thank you.
Any questions or comments? Asma.
Cllr Carole Pattison (Kirklees Council) - 0:47:04
Asma Iqbal (West Yorkshire Business Board) - 0:47:06
Just looking at your summary action plan, good to see that there's the learning and
development strategy. I think it's important to have a clear and concise career progression
plan for developments for anyone and I think that that probably needs in each
given the amount of different departments and how you're all
structured it can get lost in transit I think and I think every department needs
a clear pathway for career progression so everybody knows what that looks like
and where they can apply for the next step up and I think it's it's their
example career pathways but I think it needs to be more obvious than that as to
where they can locate and find that for each step of career progression that they're looking for.
Cllr Carole Pattison (Kirklees Council) - 0:47:57
Jo Dent (West Yorkshire Combined Authority) - 0:47:59
Jo? Absolutely, so it's definitely something that I can send you after the
meeting but we have a framework where we've got our people strategy across the
top and then some anchor strategies and flowing from that are very clear
policies and action, a number of different things.
And resourcing and talent is one, and learning and development, and our learning and development
strategy is another, is another.
And so it, it, it, it's got a project team who is completely pulling together all of,
all of those strands and we're, we do work with other combined authorities to compare
very close relationships, particularly with Manchester and West Midlands because of our
and a number of other people to try and actually benchmark and balance that as well and where
can we support one another. So just to give you some reassurance, that's also been significantly
reviewed at the same time as is our employee relations and our leadership.
Asma Iqbal (West Yorkshire Business Board) - 0:49:09
I guess I'm coming from the perspective of where you're bringing in ethnic minority and
to encourage leadership applications through career progression. I'd like to see a route
that's inviting and what that looks like. So when I say it needs to be a bit more transparent
for everyone to be, it also needs to be user friendly and encouraging.
Jo Dent (West Yorkshire Combined Authority) - 0:49:34
Cllr Carole Pattison (Kirklees Council) - 0:49:36
Absolutely, so it's something I can look forward to sharing with you.
Jo Dent (West Yorkshire Combined Authority) - 0:49:39
Cllr Carole Pattison (Kirklees Council) - 0:49:44
Presumably that matrix way of working does aid in a bit that though as well.
Jo Dent (West Yorkshire Combined Authority) - 0:49:50
Absolutely so on many levels so that's around real good accountability in terms of how it
links into where people are working and where their time is going but it's also giving people
that opportunity to move around should they wish to do that.
And that's a real strength in terms of development.
And there's – and technological advancements are also factored into here as well.
You know, the use of different tools and systems, AI, those kind of things are all being reviewed
as part of this because they are going to fundamentally change the way we work.
Jocelyn.
Cllr Carole Pattison (Kirklees Council) - 0:50:36
Jocelyn Manners-Armstrong Independent Member - 0:50:38
Following on from that point, the digital transformation point, I mean this is my area
so obviously I'm concerned about it, but as you said the digital creation team is based
on fixed term funding and then you end up with contract work and then there's no career
path.
and
What's being done to change that and to embed it more in the organisation?
Jo Dent (West Yorkshire Combined Authority) - 0:51:01
So it links to the what Kate was saying earlier in terms of how we're actually structuring our projects from that capital funding perspective
Revenue so
That gets reviewed very very thoroughly each time
So, there are a significant amount of people who are remaining in the organisation, who
look after business as usual and who are principally there in terms of that very steady platform.
So, areas like our service help desk and how and where the operation of our systems, they
it within a revenue based budget area. It's more around when we've got we do
have people who are who are in the digital team who are working
specifically on bus franchising who are working because they're building
customer information, customer information links and squeeze and all
sorts of things like that. That's the area where retaining and
maintaining those people. Now to date, often, if this is your experience, as you are, digital
technology just grows, as you're coming to the end of some projects, the world has moved
on and there are more, and that is often how we try to manage that situation by retaining
some of those people, by actually talking to them early enough and getting them involved
in what the next stages of the development might look like. And that is one way that
we try to combat it in here.
I think also sometimes you just need different,
like you say, it gives movement to bring in different people
and different skills.
But it's a tight area in the market,
so we prefer to hang on to them, to be perfectly honest.
So actually, some of the work that Kate's
doing in terms of how we're organising
our financial strategy will help us
with that particular problem, as well as where we go to market.
Our apprenticeship and graduate schemes are really important here too and that is something
that again as a flow through from this we're reviewing significantly how we are, policies
that fit with that in terms of where and how many.
Our apprenticeship scheme is really positive at the moment but we're working on improving
that even further so we do have a significant amount, about 150 apprenticeships. Not all
of them are new into the organisation, they are people who we are developing, we're using
the apprenticeship scheme to actually develop people who are already in and this is another
place where we can look to try and close some of the gaps in that area. But any other best
practise is very welcome is what I would say.
Cllr Carole Pattison (Kirklees Council) - 0:54:07
Any other comments? No? Okay. So our members are content to note progress on the approach
to resourcing and talent strategic priorities and note the alignment of this approach with
the combined authorities' transition to a delivery focused operating model and support
the implementation of the strategic workforce plan and associated governance.
We are?
Thank you.
Right.
Moving on to the last item, which is the Treasury management update.

10 Treasury Management Update

I mean, this report shows that our investment activities are performing well with returns
in line with the budget, and no borrowing was needed during this period, a strong indicator
of our financial resilience.
It's also reassuring to see that the Combined Authority has operated within all prudential
and treasury indicators, and creditworthiness continues to be closely monitored to safeguard
public funds.
Looking ahead, the Combined Authority remains well positioned to respond to changes in interest
rates, inflation, and wider economic conditions, maintaining a steady course whilst protecting
value for West Yorkshire.
So Kate can I ask you to take us through the recommendations please thank you.
Kate Taylor, Director West Yorkshire Combined Authority - 0:55:22
Thank you chair. As we've outlined this is our quarter one so we have a requirement to
report to you quarterly on our performance against our potential
indicators in there so I'm pleased to report that they have been a dear to at
Q1. As outlined we have taken no new borrowing in the year to date. At the moment
I am not anticipating that we will need to undertake any new borrowing this year.
There are a number of combined authority projects that are being worked through that would require
borrowing in future years and will be coming to board over the next 12 months and that
will at that time obviously include what that impact is and we'll then be able to factor
that into the wider financial plans.
I'm pleased to see actually that we are on track in terms of our investment income etc at the moment
Economic conditions are quite challenging
It would be fair to say out there. I think the word unprecedented has probably become relatively overused
In in the last four or five years, but I think you need kind of talking to our Treasury management
Experts it is a very challenging
environment for them at the moment. The market is changing quite significantly and is impacted
quite often for them by things that they cannot foresee out there. So strong performance so
far and obviously we will be back in the next quarter to report to you.
Cllr Carole Pattison (Kirklees Council) - 0:56:55
Thank you. Any comments or questions? No? Okay, lovely. Thank you very much. So are
Members then content to note the combined authorities treasury management performance
for quarter one and note the revised prudential indicators for 25 -26 along with compliance
with all indicators for the first quarter.
Yes, thank you.
Okay, well that is the end of the meeting.
Thank you very much.
The next meeting is on the 27th of November and I therefore close the meeting.
Thank you.

11 Date of Next Meeting

1
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