Bexley Council's Public Cabinet meeting on April 9, 2026, provided an update on the council's Delivery Framework, a key initiative designed to enhance accountability and oversight by aligning corporate priorities with day-to-day operations. The framework aims to improve this alignment, provide clearer accountability, and strengthen assurance, leading to more timely performance conversations when delivery is at risk.
Ms. Julia Owen, Head of Strategy, Performance, and Complaints, presented the refreshed framework, which integrates five core components: the Target Operating Model, Strategic Framework, Performance Framework, Assurance Framework, and Accountability Framework. The council is developing an implementation plan to embed this framework into its working practices.
Councillor David Leaf, Leader of the Council and Cabinet Member for Resources & Transformation, highlighted the importance of the operating principles of customer first,
continually improving,
and best use of resources.
These principles are already being practiced but are now solidified within the new framework for better focus.
Customer First Approach The Target Operating Model embeds the values and behaviours of the Council as behavioural rules for decision-making and conduct, setting out key priorities for greater focus, including the operating principle of 'Customer First'. The framework aims to ensure services are designed with a customer-first approach, characterized by a single view of customers and simplified, integrated customer journeys. For customers, services will be designed and delivered to achieve the best outcomes, with easy access to information. For the workforce, internal services and processes will be digital by design and delivered efficiently, with an understanding of wider customer needs and joined-up services. For partners, information will be shared where possible to join up services and improve customer experience.
Driving Continuous Improvement The principle of 'Continually Improving' is fostered by having evidence-based decision-making and learning from both successes and failures, adopting best practice. For customers, their feedback and experiences inform service changes. For the workforce, there's an emphasis on understanding how to innovate, challenge ways of working, and utilizing resources and toolkits to identify areas for improvement, learning from others and adopting best practice. For partners, there's a commitment to sharing best practice and knowledge, and providing honest feedback and challenge.
Optimising Resource Allocation The principle of 'Best Use of Resources' involves taking a long-term view in decisions, challenging and removing inefficiency, and allocating collective resources for improving performance and outcomes. For customers, there will be an understanding of how resources are prioritized, and charging for those who can pay for services. For the workforce, there is collective ownership of Best Value duties, accountability for resource use, and maximizing the value of data. For partners, there is a shared ambition and collective responsibility for resource sharing.
Performance Measurement and Assurance The Performance Framework ties together performance threads from the Corporate Plan through to individual performance and accountability, providing an evidence base for assurance work, particularly regarding the effectiveness of the three lines of assurance. The Bexley Status Report focuses on strategic outcomes and core priorities, providing updates on core measures related to Bexley's 2050 Vision, Corporate Plan outcomes, and other core strategic priorities. It also provides updates on Government's Local Outcomes Framework measures and regulated or inspected services.
The Assurance Framework supports the Council's Leadership Team and Members by providing confidence that specific conditions meet established criteria, strengthening governance arrangements, and supporting informed decision-making. The Accountability Framework clarifies roles and responsibilities across officer groups, ensuring alignment with the Constitution and establishing clear escalation routes, aiming to reduce ambiguity and support consistent decision-making.
Implementation Timeline An integrated Implementation Plan for each component of the Delivery Framework is being developed. This plan covers multiple years, recognizing organizational capacity for change and supporting other changes across the transformation portfolio and wider continuous improvement efforts. The Implementation Plan will be owned by the Council's Culture Transformation Board, reporting into the corporate transformation governance of the Future Bexley Board.
The Delivery Framework update was presented for information, with the council working on an implementation plan to embed it into daily operations. The full details of the framework and its implementation can be found in the Public reports pack for the Public Cabinet meeting on 9th April 2026.
