1. Introduction
   1. This Annual Governance Statement explains how the London Borough of Bexley has implemented and complies with its Code of Corporate Governance. The Annual Governance Statement also explains how the Council meets the requirements of the Accounts and Audit (England) Regulations 2015 regulation 6(1) which requires all relevant bodies to prepare an Annual Governance Statement.
   2. The Council is required to review its governance arrangements each year. This is the Annual Governance Statement for 2024/25.
2. Responsibilities of the Council
   1. The London Borough of Bexley is responsible for ensuring that it serves its communities, residents and businesses in accordance with the law and proper standards, and that it safeguards and accounts for the public money, assets and resources that it holds on their behalf.
   2. The Council has a duty under the Local Government Act 1999 to make arrangements to secure continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness.
   3. The Council has approved and adopted a Constitution and Code of Corporate Governance, which is consistent with the principles of the CIPFA/SOLACE Framework Delivering Good Governance in Local Government. The Constitution, which was reviewed and revised on 3 June and 12 August 2024, sets out how the Council operates, how decisions are made and the procedures which are followed to ensure that these are efficient, transparent and accountable to local people. Some of these processes are required by law, while others are a matter for the Council to choose.
3. Bexley’s Governance Model and Governance Framework
   1. The Council consists of all elected Councillors. Councillors are responsible for agreeing the overarching policy framework for the Council, for agreeing the budget, and assessing, critiquing, and approving the policy framework and strategies put forward to them by the Executive. The Council acts in accordance with the provisions contained in legislation and the provisions within the Council’s Constitution and Code of Corporate Governance, including those stipulated in Article 4 of Part 2.
   2. The Council have full access to the three statutory Officers responsible for governance, namely: Head of Paid Service (Chief Executive), Section 151 Officer (Director of Finance and Corporate Services) and the Monitoring Officer (Deputy Director for Legal and Democratic Services).
   3. The Council are supported by the Overview and Scrutiny Committees and General Purposes & Audit Committee which have responsibility for governance.
   4. The Leader and Cabinet exercise the executive functions of the Council, in accordance with the provisions of Part 1A of the Local Government Act 2000, the Local Authorities (Functions and Responsibilities) (England) Regulations 2000 and the Council’s Constitution and Code of Corporate Governance. The Cabinet is at the heart of the day-to-day decision-making process and is responsible for proposing the policy framework and strategic direction of the Council. It also has a key role in proposing the budget and policy framework to the Council. It introduces both the traditional collective decision-taking and the possibilities for decision-making by individual Cabinet Members in respect of executive functions.
   5. During 2024/25 the Leader of the Council and seven Cabinet Members, each had specific responsibilities:
      • Leader of the Council: Oversees corporate policy and resource plans, Bexley 2050, the annual budget, capital strategy and programme, Medium Term Financial Strategy, corporate governance, housing, growth and other strategies. The Leader also handles corporate issues related to government, the Greater London Authority, Local London and other regional bodies. The Leader is the principal spokesman for the Council.
      • Deputy Leader of the Council/Cabinet Member for Resources: Responsible for corporate policies and delivery of corporate services, especially consultation, public access to services, the Corporate Plan and Business Process. Strategic co-ordination across the whole range of Council services and responsibilities, in terms of what the community offers in provisions/services regardless of age/sex/religion/sexuality/ethnic/ cultural or social background. The Deputy Leader also supports/deputises for the Leader as necessary.
      • Cabinet Member for Place Shaping: Manages unitary development plan and local development framework issues, economic and employment development strategy, housing and investment strategies and major development schemes.
      • Cabinet Members for Neighbourhoods, Communities & Housing: are responsible for policy relating to environmental matters and the delivery of environmental services, waste and recycling strategy, Environmental Health & Trading Standards, transport planning, traffic management and parking. Strategic co-ordination of the range of services and responsibilities within Leisure, the Arts and Tourism.
      • Cabinet Member for Children’s Services: Manages strategies for services related to children’s welfare and education.
      • Cabinet Member for Education: Manages the borough’s education-related strategies and initiatives.
      • Cabinet Member for Adults’ Services & Health: Manages strategies and policy development for adult social care and health-related services within the borough.
   6. The Leader of the Council is appointed by the Council annually. This was last done at the Council meeting on 22 May 2024 for the period to May 2025. The Leader has delegated powers to determine the number and scope of Cabinet portfolios, including those of the Leader and Deputy Leader, and to make appointments to the Cabinet. Changes to the 2024/25 Cabinet portfolios were ratified at the Council meeting on 22 May 2024. The roles of the Cabinet Member for Growth and Cabinet Member for Place were broadened and revised to the Cabinet Member for Place Shaping and Cabinet Member for Neighbourhoods.
   7. The role, functions and terms of references of the Council’s Overview and Scrutiny Committees are stipulated in the provisions of legislation and in Article 7 of Part 2 of the Council’s Constitution and Code of Corporate Governance. These include reviewing and scrutinising decisions made or actions taken in connection with the discharge of any of the Council’s functions, making reports and/or recommendations to the Cabinet and/or Council in connection with the discharge of any functions; and consider any matter affecting the economic, environmental, or social wellbeing of the area or its residents.
   8. The Overview and Scrutiny Committees can also exercise the right to call-in, for reconsideration, decisions made but not yet implemented by the Cabinet, Cabinet Members or key decisions if made by Officers; and consider matters referred as a Councillor Call for Action. Overview and Scrutiny Committees may assist the Council and the Cabinet in the development of the budget and policy framework by in-depth analysis of policy issues; review performance; and question and challenge Members of the Cabinet and appropriate officers/partner agencies about proposals affecting the area. They may also review policy and challenge whether the Cabinet has made the right decisions about these policies and their implementation; and may take a long-term view of strategic issues and look in detail at key aspects of the Council’s operations.
   9. The Overview and Scrutiny Committees are composed of non-Executive Members of the Council. The Members of each Overview and Scrutiny Committee are allocated proportionately to reflect the balance between the respective Political Groups represented on the Council, in accordance with the provisions of the Local Government and Housing Act 1989. The Overview and Scrutiny Committees also operate under the relevant statutory guidance issued by the Government.
   10. A review of the Committee structure, size and membership takes place every year at the Annual Council meeting with the appointments made accordingly. Orders of reference for the Overview and Scrutiny Committees and policy areas within the remit and focus of each Overview and Scrutiny Committee can be revised. The latest version was agreed at the May 2022 Annual Council meeting where the current configuration of four standing Overview and Scrutiny Committees was introduced based on each directorate.
   11. Regulatory Committees such as the Planning Committee and Licensing Committee take decisions that are legally outside of the remit of the Cabinet. These include the Pensions Committee, Planning Committee, Appeals Committee and General Purposes & Audit Committee. The role of the General Purposes & Audit Committee is to provide a source of effective assurance on the adequacy of the risk management framework and the internal control environment.
   12. The Cabinet are supported by the three statutory Officers and the wider Corporate Leadership Team. Bexley has three officers with statutory roles, the Head of Paid Service, Monitoring Officer, and Section 151 Officer.
       • The Chief Executive is the Head of Paid Service and is responsible for all Council employees.
       • The Director for Finance and Corporate Services is the Section 151 Officer (Council’s Chief Financial Officer) and is responsible for safeguarding the Council’s financial position and ensuring value for money.
       • The Deputy Director, Legal and Democratic Services and Monitoring Officer ensures that Council decisions are taken in a lawful and ethical way, that relevant laws and regulations are complied with, and correct procedures are followed.
   13. The Council has appointed a Director of Children’s Services in accordance with Section 18(2) of the Children Act 2004 and a Director of Adult Social Care in accordance with the Care Act 2014. Bexley’s Director of Adult Social Care and Health also holds responsibilities in a combined role with the Bexley Place Executive Lead employed by the South East London Integrated Care System for health and wellbeing in the Borough. The Council employs a Director of Public Health who holds the statutory responsibility for Public Health and reports to the Director of Adult Social Care and Health. The Council also has a Director of Place.
   14. The Scheme of Officer Delegation contained in the Constitution defines the Corporate Leadership Team’s and Deputy Directors’ responsibilities for Bexley’s overarching management framework.
   15. The Governance Framework is comprised of the systems and processes, and culture and values, by which the council is directed, and its activities, decision-making and management of performance, resources and risk. through which it is accountable to, engages with and leads the community. The Governance Framework enables the Council to identify progress and monitor the achievement of its strategic priorities set out in the Bexley Plan 2022-26 #Making Bexley Even Better, its three priority themes of: (i) Aspiration for our residents, (ii) Ambition for our borough and (iii) An efficient and Effective Council and its 15 outcomes.
4. How Bexley Complies with the CIPFA/SOLACE Framework Delivering Good Governance in Local Government
   1. The information provided in this section contains the key examples of how Bexley has adhered to the CIPFA/SOLACE Framework Delivering Good Governance in Local Government during 2024/25. The information is not exhaustive, and more information can be found in the many strategies, plans, policies, and reports to be found on the Bexley.gov.uk website.
      
      A: Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law
      
      (i) Behaving with Integrity
       
   2. Integrity, ethics, and legal compliance are central tenets of the ways in which Bexley Council operates and are incorporated into our Constitution and Code of Corporate Governance. The Constitution sets out how the Council operates, how decisions are made, and the procedures to ensure efficient, transparent, and accountable operations. The Constitution also contains Council and Committee procedure rules, schemes of delegation, contract procedure rules, and financial regulations that define clearly how decisions are taken and where authority lies for decisions.
   3. The Council has Codes of Conduct for both Members and staff. These embed a strong public service ethos and high standards, ensuring that all actions are appropriate and that there are mechanisms in place to enforce adherence to ethical values and respect for the law.
   4. The Bexley Plan 2022 to 2026 #Making Bexley Even Better sets out the Council’s principles which underpin all of the Council’s work and the values and behaviours which are shared with our staff and contractors.
      
      (ii) Demonstrating Strong Commitment to Ethical Values
       
   5. The Council complies with its responsibilities under the Public Sector Equality Duty, which includes eliminating unlawful discrimination and advancing equality of opportunity between people with protected characteristics and those without.
   6. The Council also has a whistleblowing policy and procedure which encourages staff and other concerned parties to feel confident about reporting instances of suspected unlawful conduct, financial malpractice, or actions that are dangerous to the public or environment.
   7. Our Equality, Diversity and Inclusion Policy (2023 to 2026) underlines Bexley’s commitment to making the borough a fairer place by addressing equality, diversity, and inclusion.
   8. Modern Slavery and Exploitation Strategy (2023 to 2028) sets out how the borough will work with partners to recognise and challenge modern slavery in Bexley.
   9. The Members Code of Conduct Committee promotes the maintenance of high standards of conduct by Members and co-opted Members of the Council and assists them to observe the authority’s Code of Conduct.
      
      (iii) Respecting the Rule of Law
       
   10. The Deputy Director, Legal and Democratic Services and Monitoring Officer provides on-going advice in connection with the legal standing of Council business and advice to Councillors on their responsibilities, alongside the maintenance/monitoring of the Constitution. To enable the Monitoring Officer to conduct their statutory role, in accordance with Section 5 Local Government and Housing Act 1989, the Monitoring Officer has access to all reports, attends key officer and committee meetings and is able to launch investigations in the eventuality of a breach of conduct.
   11. Part 3 of the Constitution defines how the Council has implemented the ‘local choice functions’ set out in Schedule 2 of the Local Authorities (Functions and Responsibilities) (England) Regulations 2000 which enables a number of functions to be exercised either by the Executive or reserved to the Council or a non-executive Committee of the Council.
   12. The Scheme of Officer Delegation contained in the Constitution gives the Director of Finance and Corporate Services responsibility for the proper administration of the Council's financial affairs under Section 151 of the Local Government Act 1972.
   13. Additionally, Bexley’s External Auditors, Section 151 Officer and Head of Assurance have direct access, if necessary, to the Chairman of the General Purposes & Audit Committee.
       
       B: Ensuring openness and comprehensive stakeholder engagement
       
       (i) Ensuring Openness
        
   14. The Council ensures transparency and openness in its decision making processes by publishing all agendas, papers, minutes and decisions on the council’s website.
   15. The Council communicates with its Stakeholders through various platforms, including:
       • the Bexley website provides useful information for residents in a clear and easily accessible way
       • information and press-releases are also made on the Council’s social media channels, through newspapers, through poster campaigns and the Bexley Magazine distributed to residents
       • partnership Forums and Groups, Service User Forums and Community Champions.
   16. The Council has a Statement of Community Involvement and a Connected Communities Strategy 2019-23 which outline how the Council works with local people to support community development. The documents set out Bexley’s commitment to effective working relationships with all sectors of the community and emphasise the role of well-connected communities in achieving Council priorities.
       
       (ii) Engaging Comprehensively with Institutional Stakeholders
        
   17. The Council works with and engages with a range of organisations and to serve and benefit its communities, residents, and businesses. These stakeholders include:
       • local government organisations including neighbouring councils, the Greater London Authority, Local London, a partnership of nine London boroughs in the north-east and south-east London and London Councils. Membership of Local London and London Councils enables Bexley to play a role in coordinating efforts and addressing common challenges across the city whilst ensuring that the needs of the borough are considered
       • public service providers, including the NHS organisations, the Metropolitan Police and fire services, The Bexley Wellbeing Partnership for example, brings together 17 local partner organisations with a shared goal of supporting and improving the health, care and wellbeing of local people and communities
       • businesses and local enterprises that operate in the area. Bexley has a business support programme funded by the UK government through the UK Shared Prosperity Fund
       • voluntary and third sector organisations, and
       • schools and colleges in the borough
   18. The Bexley Growth Strategy was developed in December 2017 however significant work was undertaken during 2024/25 in support of the development of the Bexley 2050 Vision. This included identifying and engaging with third sector and private sector organisations that can help shape the borough in the period to 2050.
       
       (iii) Engaging with Individual Citizens and Service Users Effectively
        
   19. Individual elected Members engage with residents, businesses, and organisations in their Wards and across the Borough in a variety of ways and bring the knowledge, information, and experiences to inform decision-making and overview and scrutiny processes within the Council.
   20. Residents and other stakeholders subscribe to receive regular email updates from the Council to stay informed about a range of topics. Additionally, residents can interact with the Council through social media platforms. Bexley encourages feedback and engagement from the community to improve services and develop strategies that reflect the needs and views of service users.
   21. The Council’s Customer Experience Strategy 2024 to 2028 was approved at Public Cabinet on 16 April 2024 and sets out a commitment to continuously listen to and learn the changing needs of our residents and businesses. This includes work to engage more regularly with and seek feedback from our customers through stakeholder sessions and an annual survey.
   22. The majority of Council and Committee meetings are held in public with agendas and reports available on the Bexley website. Members of the public are able to speak at meetings and ask questions and are supported to do so. Exemptions operate in limited circumstances, where consideration of confidential or exempt information means the public are excluded.
   23. Live-streamed and archived webcasts of Council Meetings including Planning Committee Meetings, Public Cabinet Meetings and Overview and Scrutiny Committee Meetings (covering different areas such as Finance & Corporate Services, Adult Social Care & Health, Children’s Services & Education, and Places) are available on the Bexley website.
   24. Ask Bexley is a platform for stakeholders to be actively involved in local decision-making through a range of participation and engagement opportunities including surveys, voting, and meetings. The Ask Bexley contains easy read surveys and a video introduction in British Sign Language.
   25. The Statement of Community Involvement sets out how residents can become involved in planning in the London Borough of Bexley, both in deciding planning applications and preparing planning policy documents, including neighbourhood plans.
   26. The bexley.gov website provides information on how citizens can be involved that also includes:
       • Contacting their local Councillor
       • Overview and Scrutiny Committees
       • Petitions
       • Deputations
   27. Additionally, the Freedom of Information publication scheme ensures key information about how the council works is accessible to the public.
       
       C: Defining outcomes in terms of sustainable economic, social, and environmental benefits
       
       (i) Defining Outcomes
        
   28. The strategic plan #Making Bexley Even Better sets out the Council’s vision for Bexley during the period 2022 to 2026. Key aspects of the plan include:
       • ambition for the borough: To make Bexley an even better place to live, work, or study, close to the centre of London yet maintaining its green, safe, and friendly environment
       • support for residents: The council aims to help residents live the best lives possible and reach their potential
       • fairness and inclusion: Ensuring that the council’s actions are fair and inclusive, especially during challenging economic times
       • partnership-working: Collaborating with residents, voluntary groups, businesses, and local authorities to tackle complex issues.
   29. The Bexley Local Plan, which was formally adopted on April 26, 2023, outlines the planning policies and proposals for new developments covering the entire borough. It is a key document that guides decisions on land use and future developments in Bexley. The Local Plan includes:
       • Housing Provision: The Local Plan addresses the need for new housing and sets targets for sustainable housing development
       • Economy, Retail, and Town Centres: The Local Plan includes strategies to support the local economy and the development of town centres
       • Local Character and Design: The Local Plan aims to preserve the local character and ensure high-quality design in new developments
       • Infrastructure Provision: The Local Plan is accompanied by an Infrastructure Delivery Plan to support growth and ensure timely delivery of essential services
       • Environment: The Local Plan includes measures to address climate change and promote sustainable development
   30. The Medium Term Business Plan for 2025 was presented to and approved by Public Cabinet on 1 April 2025. The Plan introduced a medium term approach to the business planning process, ensuring a strong strategic approach to identifying our priorities and allocation of resources. Details change throughout the financial year, from changes in key priorities (such as those driven by inspection outcomes) to changing legislative requirements, and therefore, sitting alongside the Medium Term Financial Strategy (MTFS), the annual refresh of a five-year lookahead business plan enable the Council to identify risks and issues in advance in order to manage pressures appropriately. In addition, the interrelated, cohesive plan enables the council to have a single view across the whole council, showing how individual directorate priorities and commitments are part of the whole, how we are operating to deliver these, and moving towards the delivery of an overarching vision for the Council.
   31. To deliver this vision the Council defines specific outcomes, performance indicators and actions and relates these to specific services. Operational and financial performance is reviewed by the Corporate Leadership Team and Directorate Leadership Teams and reports are presented quarterly to Public Cabinet.
       
       (ii) Sustainable Economic, Social and Environmental Benefits
        
   32. The Council has a wide range of strategies and plans developed and operated to create stronger, healthier communities, protect our natural environment, climate and ecology, and drive economic prosperity. These include:
       • Growth Strategy
       • Learning, Skills and Employment Strategy
       • Towns Centre Strategy
       • Community Safety Partnership Strategy
       • Bexley Joint Local Health and Wellbeing Strategy 2023 to 2028
       • Connected Communities Strategy
       • Environmental Sustainability Strategy
          

   33. The Council developed and implemented a Transformation Framework during quarter three 2024/25. The framework is designed to fundamentally change the way the Council operates, delivers value, change how the Council interacts with its environment. The Transformation programme involves reshaping the Council’s strategy, processes, culture, technology, or structure to achieve significant improvements in performance, resilience, and outcomes for residents and businesses. Bexley intends to address multiple challenges through establishing a transformation programme. These include:

       • increasing demand for services both from demographic changes and social need, inflationary pressures, growth requirements from additional regulation and delivery requirements
       • the need for opportunities for greater coherence and efficiency across the Council in service organisation and provision
       • the need for opportunities identified through a comprehensive review of the Council's operations by PWC, and
       • the opportunity for greater adoption of technology to reduce non-value adding, administrative and repetitive work alongside enhancing the opportunities for service innovation

       
       
       D: Determining the interventions necessary to optimise the achievement of the intended outcomes
       
       (i) Determining Interventions
        

   34. The Council continues to prioritise and monitor its resources against agreed plans and outcomes, continually assessing value for money on behalf of its residents. Directorate Leadership Teams review regular management performance information provided by their services assessing and adjusting for any variances from the Corporate Plan or Medium-Term Financial Strategy. This process is scrutinised by Corporate Leadership Team, Cabinet and Scrutiny Committees. Key Performance Indicators (KPIs) are regularly published to support the monitoring of performance.
       
       (ii) Planning Interventions
        
   35. The Council plans its activity at strategic, directorate and operational (service plan) levels through the budget and business planning cycle. The budget and business planning cycle considers the Council’s statutory duties and the manifesto pledges Councillors. It also considers the views and activities of our internal and external stakeholders to ensure services are aligned and not duplicated.
   36. Delivery of strategic plan is supported by service plans, ensuring a ‘golden thread’. Regular service level reporting provides management information for review and challenge, Bexley has and continues to develop a data warehouse as it recognises the enormous potential that the better use of our data assets creates for improved decision-making, identification of new opportunities and service improvements both in terms of delivery and value for money.
       
       (iii) Optimising Achievement of Intended Outcomes
        
   37. As is common with many local government organisations, the Council has faced financial constraints in recent years. The Council therefore acts prudently in balancing the delivery of statutory duties, service priorities with affordability and other resource constraints. The alignment of the Medium-Term Financial Strategy and capital programme has enabled the Council to set a balanced budget. The budget aims to support the aspirations of Bexley residents, with a focus on spending money sensibly and investing in infrastructure and services in line with the Council’s Making Bexley Even Better Strategy.
   38. An LGA Peer Challenge Review of Finance was undertaken in January 2025. The review was improvement focussed and tailored to meet Bexley’s needs. The review was designed to complement and add value to the council’s own performance and improvement focus. The scope of the review comprised financial leadership, financial strategy, planning and forecasting, decision making, financial outcomes and partnership and innovation. The review had a strong focus on Children’s Services given the budget pressures and demand challenges in that area.
       
       E: Developing the entity’s capacity, including the capability of its leadership and the individuals within it
       
       (i) Developing the Organisation’s Capacity
        
   39. The People Strategy was approved at Public Cabinet in April 2024.The Strategy sets out a vision and the following six key priorities for the next four years:
       • efficient, innovative and local recruitment
       • recognising Commitment and Excellence
       • supporting Mental Health and Wellbeing
       • create a fair and inclusive working environment
       • growing our own workforce of the future
       • working together and communicating better
   40. Officers and Council Members receive induction training on the work of the Council, key elements of governance including the Constitution and Code of Conduct, and key policies that ensure legal compliance including information governance, health and safety and fraud and bribery.
   41. Additionally, Members receive additional training relevant to specific roles, including dedicated training for Members of the Planning Committee, Licensing Committee and Pensions Committee. Members of Overview and Scrutiny Committees and General Purposes & Audit Committee have attended workshops to share examples of good practice. Overview and Scrutiny Committee Chairmen meet regularly to review new guidance and review the success of their approach, to coordinate work between Overview and Scrutiny Committees and to instil a deep understanding of their role and responsibilities.
   42. The Council provides a programme of learning and development to officers, managers and members. Apprentices and trainees are supported to gain both experience and relevant qualifications. The many members of staff who are members of professional bodies are encouraged to continue their professional development. Learning and development will be expanded further as part of the People Strategy 2024 to 2028.
   43. The Council is committed to promoting the physical and mental health and wellbeing of its workforce. Wellbeing is considered as part of the annual appraisal process for staff, the Performance, Wellbeing and Development Scheme. Additionally, staff are able to access health screening and advice as part of onsite drop-in sessions, access health and wellbeing information on the Bexley intranet and access a 24/7 Employee Assistance Programme (phone line) providing a range of support. This will be built on as part of the People Strategy 2024 to 2028, with actions including better communicating our wellbeing offer to staff.
       
       (ii) Developing the Capability of the Organisation’s Leadership and Other Individuals
        
   44. The HR and Organisational Development service have developed and deliver a programme of training for managers. Additionally, many staff undertake professional training or are members of professional membership organisations and complete continuing professional development. This will be expanded further as part of the People Strategy 2024 to 2028. A transformation objective was therefore added to each member of staff’ annual appraisal for 2025.
   45. The Council participates in the Local Government Association’s peer review process which is designed to support continuous improvement within councils by providing effective insight, guidance, and challenge. Peer reviews are conducted by a small team of experienced council officers and councillors from other authorities, who spend time reviewing Bexley’s processes. They act as ‘critical friends’ to identify strengths and opportunities for improvement, and they provide constructive feedback to support improvements that will benefit staff, residents, and businesses.
   46. The Council has in place a Top Management Review Panel, a committee that carries out the annual performance appraisals in respect of the Chief Executive and other members of the Corporate Leadership Team.
       
       F: Managing risks and performance through robust internal control and strong financial management
       
       (i) Managing risk
        
   47. The Council operates a risk management framework that aids the identification, analysis and mitigation of risks to the Council’s strategic objectives, reputation, finances and other assets and its compliance with its statutory and regulatory obligations. The risk framework uses the three lines of defence model.
   48. The Strategic Risk Register articulates the key risks impacting the Council, informs decision making, and provides assurance on current actions and identifies planned actions to manage key risks. Directorate and functional risk registers are used to manage risks. The Executive Leadership Team and General Purposes & Audit Committee receive regular risk management update reports. Work continues to develop Bexley’s risk management approach in order to develop a Council-wide risk aware workforce.
       
       (ii) Managing performance
        
   49. The Council has developed a comprehensive suite of key performance indicators (KPIs) to monitor service delivery whether services are internal or through external providers. The Integrated Performance report is produced monthly and contains trend analysis both over time and comparing the Bexley’s performance against national and regional trends. Exceptions, both positive and negative trends are identified and the Directorate (service), finance and risk functions provide a narrative response identifying necessary remedial action, potential financial impact and associated risks. The integration and analysis of performance, finance, workforce intelligence and complaints support effective resource allocation, and identifies potential challenges and remedies. The report is provided to the Executive Leadership Team and Council each month.
   50. The Council's governance structure includes four scrutiny committees which are aligned with the Council’s directorates. The scrutiny committees have several key powers that enable them to effectively oversee and investigate the Council’s work, as well as that of its partners. These include:
       • investigative authority: Scrutiny committees can investigate local issues and make recommendations to the Cabinet to improve services for residents in the borough
       • performance monitoring: Scrutiny committees are responsible for challenging the performance including that of the Council’s partners, including addressing local health service issues and crime and disorder
       • specific Remits: Each scrutiny committee has a specific remit, such as adult social care, children’s services, finance, corporate services, and places, which includes a wide range of services from public health to economic development.
         
         The Housing Service was successfully able to mitigate the demand pressures on temporary accommodation in 2024/25 through rigorous management of the service and utilising the Private Rented Sector and other suitable alternatives. However, properties for Private Rented Sector discharge are becoming increasingly difficult, time consuming and expensive to secure as the cost of dealing with the challenge has increased. This will be particularly difficult to maintain going forward due to the changing.
         
         (iii) Robust internal control
          
   51. The Council’s control environment comprises directive, preventive detective, corrective controls, its Financial Regulations, Contract Procurement Rules and wider framework of policies and procedures. These directive controls are supplemented by preventative controls including segregation of duties and monitoring and detective controls that include scrutiny of management and finance reports. Corrective controls are employed to strengthen our system of internal controls. The Council’s internal audit and other review functions as well as risk management activities also strengthen internal control.
   52. The Council has completed a self-assessment of its compliance with the Local Government Association’s Improvement and assurance framework for local government to gain assurance on the performance of its services and of its corporate governance.
       
       (iv) Managing Data
        
   53. The processing of personal and sometimes sensitive data is essential to many of the services and functions carried out by local authorities. Bexley complies with data protection legislation, which includes UK General Data Protection Regulation and the Data Protection Act 2018 to ensure processing is carried out fairly, lawfully and transparently.
   54. The Council regularly reviews its suite of data governance policies and procedures and data processing activities to ensure they remain consistent with the law, and compliant with advice and codes of practice issued by the Information Commissioner’s Office.
   55. All staff are required to complete data protection training and supplementary training is provided to staff who use and control personal and sensitive data.
       
       (v) Strong Public Financial Management
        
   56. The Council’s finances are managed in a manner which safeguards public money, promotes value for money and financial stewardship. This approach is used in support of both the Council’s long-term strategic objectives, and short and medium term financial and operational plans.
   57. The Chief Finance Officer (Director of Finance & Corporate Services) ensures that appropriate advice is given on all financial matters, proper financial records and accounts are kept and oversees an effective system of internal financial control. The Chief Finance Officer ensures well developed financial management is integrated at all levels of planning and control including management of financial risks, systems and processes. The Constitution details the financial regulations which underpin the financial arrangements. The financial regulations are supplemented by Contract Procedure Rules and Code of Practice. All existing contracts or new requirements with a value greater than £250,000 pa) are required to follow the Tollgate approval process and be authorised by the Commissioning Board before the procurement process can begin. The function of the Commissioning Board was reviewed and streamlined during 2023/24.
   58. The Council has instigated a Corporate Debt Board that meets monthly to focus on policies, procedures and resources to improve debt recovery and monitoring; improve cash flow; and reduce the level of write-offs and bad debt provision. Additionally, during 2024/25 the Council put in place a:
       • The Transformation Board was established in January 2025 to replace the Economy, Efficiency, and Effectiveness Board. The Board reviews areas of income and expenditure with a focus on ensuring delivery in the most efficient, effective and economic way
   59. A Corporate Spend Panel was established in 2023/24 to scrutinise requests for additional resources and determines whether the spend is essential. The Panel meets twice a week to review and approve expenditure including requests to recruit both interim and permanent roles.
   60. The Council maintains clear policies and arrangements in respect of counter fraud and anti- corruption. Detection is enhanced through participation in data-matching exercises with the National Fraud Initiative and best practice is kept current through Membership to the National Anti-Fraud Network. Regular updates of anti-fraud activities which take place are provided to the General Purposes & Audit Committee.
   61. The Council's Contract Procedure Rules, procurement to pay processes and contact management activity are designed to ensure that the Council obtains best value for money.
   62. The Council has an audit committee, the General Purposes & Audit Committee, in line with CIPFA’s ‘Position Statement: Audit Committees in Local Authorities and Police (2018)’, which provides an independent and high-level resource to support good governance and strong public financial management. The Committee receives assurance reports regarding risk management, the internal control environment, and counter fraud activity.
   63. The General Purposes & Audit Committee reviews and ratifies an annual counter fraud work plan developed and maintained in accordance with the Code of Practice on Managing the Risk of Fraud and Corruption (CIPFA, 2014). The General Purposes & Audit Committee receives an update on the delivery of the annual counter fraud work plan at each of its meetings.
       
       G: Implementing good practice in transparency, reporting, and audit, to deliver effective accountability
       
       (i) Implementing Good Practice in Transparency
        
   64. The Council publishes the data required by the Local Government Transparency Code 2015 on the Council’s website.
   65. The Council's website is designed to be accessible to as many users as possible. Users of the website can make a number of adaptations including to colours, font size, use speech recognition software and listen to most of the website using a screen reader. Members of the public can also request a document in an accessible format including braille.
   66. To aid with transparency and accountability to residents, businesses and interested parties, minutes of key meetings, decisions, items of expenditure exceeding £500, and registers of interest are published on the Council’s website. Also detailed will be any approvals pertaining to BexleyCo Limited’s (the Council’s wholly owned subsidiary) annual business plan and the sanctioning of restricted financial matters relating to the company e.g., business loans and property and land purchases.
   67. The Council has processes in place to ensure the Council provides clear, accurate and impartial information. The information supports the regular review of the Council’s finances, ensuring the Medium-Term Financial Strategy are aligned with strategic objectives and that public money is safeguarded.
       
       (ii) Implementing Good Practices in Reporting
        
   68. The Accounts and Audit Regulations 2015 (as amended) requires Bexley produce a Statement of Accounts. It is an important public demonstration of the effective stewardship over public money carried out by the Council. Bexley ensures that the plain language ‘narrative statement’ within the Statement of Accounts is used as an opportunity for the council to put across important messages about its finances and to clarify some of the more technical issues in the accounts.
       
       (iii) Assurance and Effective Accountability
        
   69. The General Purposes & Audit Committee monitors the implementation of internal and external audit recommendations. The Council’s external auditors, Ernst & Young provide a management letter and report on the Council’s performance in implementing recommendations effectively and within agreed timescales.
   70. The Council has adopted the Public Sector Internal Audit Standards which set out the standards for internal audit for the period to 31 March 2025. Elements of compliance include presenting a draft annual internal audit plan and Audit Charter to the General Purposes & Audit Committee for review, comment and ratification. However, an assessment of internal audit’s compliance during 2024/25 identified a small number of areas where the function was non-compliant with the Standards. The General Purposes & Audit Committee was informed of the non-conformance on 30 July 2024.
5. Annual Review of Effectiveness
   1. The Council has a legal responsibility to review the effectiveness of its governance framework every year and also consider the effectiveness of its systems of internal control. The review is led by the Head of Assurance and includes input from the Monitoring Officer, Directors and other Senior Managers. The results of the review are then considered by the Finance and Corporate Leadership Team before being presented to the Chief Executive and Leader of the Council.
   2. The extent to which Bexley complies with the principals and requirements of the CIPFA/SOLACE Framework Delivering Good Governance in Local Government is evidenced by the systems, processes and documentation detailed in Section 4 above. The review has concluded that the Council has assurance that its governance arrangements reflect the principles of the Code of Corporate Governance.
   3. The review of the effectiveness of Bexley’s systems of internal control is informed by:
      • the work of our external auditors, Ernst & Young
      • the work of our internal audit and assurance function
      • reviews completed by external regulators including Ofsted, the Youth Justice Board and the Care Quality Commission and compliance checks completed by the BSI
      • the annual self-assessment assurance statements completed by the Chief Executive and Directors of Finance and Corporate Services, Adult Social Care and Health, Children’s Services and Place
      • risk management activity completed during the year
        
        These reviews have demonstrated that, whilst no system of internal control can eliminate all risk, the Council operates an appropriate system of internal control.
   4. The effectiveness of governance arrangements is monitored and evaluated throughout the year, with activity undertaken including:
      • work undertaken by the Chief Executive and the Corporate Leadership Team who meet weekly to review the delivery of strategic, operational and financial plans and direct the Council’s activity
      • the Directorate Leadership Teams are responsible for ensuring that the Council’s systems of internal control ensure the Council meets its legal and regulatory obligations and this is monitored throughout the year through the review of operational and strategic plans
      • council and its Committees review, scrutinise and challenge Bexley’s governance arrangements and operations throughout the year.
   5. After conducting this review, the Council has assurance that its governance arrangements and systems of control are robust and reflect the principles of the Code of Corporate Governance.
      • The governance framework described above has been in place at the London Borough of Bexley for the year ended 31 March 2025 and up to the date of approval of the Statement of Accounts.

Cllr Baroness O’Neill of Bexley, OBE
Leader, London Borough of Bexley

Paul Thorogood
Chief Executive, London Borough of Bexley

APPENDIX 1 - Governance Issues