03/12/2021 - 21/00099 - Works at Tennyson Lodge and Thomas Place, Maidstone, Kent

Proposed decision:

1.    The Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services to agree to recommendation(s) as set out within the exempt report.

2.    To delegate authority to the Director of Infrastructure, in consultation with the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services and KCC General Counsel, to enter into any contracts and legal agreements required to deliver the works.

 

Further Information:

A decision is required to confirm the progression of and approach to necessary works needed at the relevant properties. Detailed arrangements and considerations are set out within the exempt report.

 

 

Decision Maker: Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services

Decision due date: Not before 09/12/2021 in order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Maidstone North East;

Lead officer: James Sanderson

Notice of decision: 10/11/2021

Anticipated restriction: Part exempt  - view reasons

Explanation of anticipated restriction:
Legal negotiations / Commercial Settlement


02/12/2021 - 21/00100 - Disposal of Land South of Steele Avenue, Greenhithe, Dartford

Proposed decision: to agree to authorise the disposal of the land South of Steele Avenue, Greenhithe and delegate authority to:

 

1.       The Director of Infrastructure in consultation with the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services, to finalise the contractual terms of the disposal. 

 

2.       The Director of Infrastructure to authorise the execution of necessary contractual and land agreements required to implement the above.

 

Reason for the decision

Proposed property disposal in line with the Council’s statutory and fiduciary duties and over £1 million which requires a key decision.

 

Background

The freehold asset “Land at Steel Avenue Greenhithe” is a site approx. 1.29 acres. It is currently vacant and last used by KCC’s Highway Department as a depot site for the widening of the adjacent dual carriageway. The asset also includes car parking towards its north end.

 

This site, including the car park, was declared surplus to KCC’s requirements and was subsequently identified for disposal. A comprehensive marketing exercise has been undertaken for the north end of the site where it is envisaged a medical centre could be constructed, subject to planning consent and other due diligence which would provide a valuable community healthcare facility. Bids for the north end of the site have been received and a lead bidder has emerged.

 

A decision is now sought to finalise the terms of the conditional sale contract and authorise disposal of the north part of the site and, once boundaries have been confirmed for the medical centre, the south end of the site will be marketed for disposal.

 

How the proposed decision meets the objectives of ‘Increasing Opportunities, Improving Outcomes: Kent County Council’s Strategic Statement (2015-2020)’

·         Securing a capital receipt to fund the capital programme.

·         Streamline the Council’s property portfolio.

·         Achieve financial and efficiency benefits in line with appropriate policy.

·         Provide Greenhithe, Stone and Swanscombe with much needed modern, purpose built, primary healthcare facilities with capacity to provide GP services to the growing population up to circa 30,000 patients.

 

Decision Maker: Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services

Decision due date: Not before 09/12/2021 in order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Dartford East;

Lead officer: Alister Fawley, Simon Hocken

Notice of decision: 10/11/2021

Anticipated restriction: Part exempt  - view reasons

Explanation of anticipated restriction:
supporting paperwork will include commercially-sensitive material


01/12/2021 - 21/00055 - KCC's Civil Society Strategy

Proposed decision-

 

Following consultation, for the Cabinet to agree the adoption of KCC’s new Civil Society Strategy and infrastructure support offer, to be aligned to the strategy framework.

 

Further information-

 

The Civil Society strategy will replace KCC’s existing VCS policy and set out the future relationship with civil society and the ‘social sector’, voluntary, community and social enterprise sector (VCSE), as a core part of that.

 

The strategy was previously consulted on between February and April 2020, however due to Covid the development of the strategy was paused. We are now revising the draft to reflect the events of the last year and ensure that it will still meet the challenges going forward.

 

The strategy will set out the objectives and intentions for KCC’s future offer of infrastructure support to the VCSE. The funding agreed for this is £2.1m over the 3 years of the strategy; and will be allocated against the priorities and framework set out in the strategy.

 

The strategy will also revise the grant framework for the council, which was developed in 2015 and has been updated based on feedback from the past 6 years of operation. This is intended to create consistency and clarity in the way we award grants to the VCSE across the Council.

 

The strategy will replace the Kent Partners Compact, which was last revised in 2012 and will set out the principles of how we will engage and work with the VCSE in the future.

 

This will be a supporting strategy to the Interim Strategic Plan and longer term, to the new Strategic Statement for the Council.

Decision Maker: Cabinet

Decision due date: Not before 21/07/2021

Notice of decision: 22/06/2021

Anticipated restriction: Open


26/11/2021 - 21/00109 - Kings Hill Solar Park

Proposed decision:

 

As Cabinet Member for Environment, I agree to:

 

1. The deployment of grant funding from the Public Sector Decarbonisation Scheme (decision 21/00034) for the procurement and management of works for the construction of the Kings Hill Solar Park;

 

2. Approve the policy determining appropriate use of the electricity produced by the solar park, in line with the requirement to reduce KCC’s carbon emissions;

 

3. Delegate authority to the Corporate Director of Growth, Environment and Transport to take relevant actions, including, but not limited to, entering into contract and other legal agreements as required to arrange and deliver the ongoing management of the solar park once operational; and

 

4. Delegate authority to the Director of Infrastructure, in consultation with the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services, and the Cabinet Member for Environment, to enter into all necessary legal agreements for the delivery and the construction of the project, including purchase of the site.

 

Reason for the decision

 

Effective use of the Decarbonisation Funding to deliver carbon reduction initiatives. The scheme is seeking to offset over 633 tonnes of carbon a year from KCC’s energy requirement and will contribute significantly to the de-carbonisation of KCC energy supplies and in meeting its carbon neutrality 2030 target.

 

The report is going for a decision outside of the Cabinet Committee process because of the complexity of the project and associated risks in several areas including rapidly changing market conditions. Officers in liaison with the Cabinet Member needed time to develop a comprehensive risk mitigation plan which delayed confirmation that the project could be delivered. Now that these risks have been satisfactorily mitigated, the decision needs to be rapidly implemented so that work could start on site from January and the time limited grant funding from BEIS secured.

 

Background – Kent County Council has been awarded via a Section 31 agreement some time limited grant funding from Salix towards the delivery of a number of low carbon energy projects including two solar parks (see decision 21/00034). This decision sees the delivery of a c2.98MW solar park in Kings Hill within close proximity to the Kent Scientific Services building. The funding was initially allocated to the North Farm waste site which KCC own however over a year’s worth of environmental improvements were required on the site before the solar park project could start. Instead of losing the funds, officers have sought to develop the Kings Hill site instead which is owned by the Liberty KCC joint venture.

 

Options:

 

  • Do nothing – seek alternative carbon reduction solutions, switch funding around, if possible, to other scheme(s) and or hand back the full PSDS grant funding of up to £3.5m. KCC would also incur £200k of abortive costs on the project to date and not benefit from approximately £140k per annum cost offsetting.

 

  • Construct Kings Hill Solar Park – complete all Royal Institute of British Architects stages to deliver the project and keep as much of the allocated grant as possible, secure a further increase in grant allocation and an extension to completion deadline from Salix/BEIS and seek to limit the financial risk to KCC. The purchase of the land will remain at KCC’s cost. (PREFERRED OPTION)

 

  • Purchase a solar park project with Planning consent and seek agreement to the change of scope with Salix. This is not guaranteed as the purpose of the Decarbonisation Grant was to fund new carbon reduction schemes and relies on interpretation of whether new to KCC as opposed to new outright is acceptable. This also relies on finding a suitable solar park and a willing seller and significant timeline and project risks leading to potential loss of grant funding. This option is a consideration as the carbon reduction that Kings Hill would deliver will still have to be delivered to meet KCC carbon reduction targets as outlined in the Net Zero 2030/2050 plans.

 

  • Purchase a completed solar park with KCC funding – loss of up to £3.5M of grant funding to KCC as Salix grant does not support purchase of existing facilities.

 

How the proposed decision meets the priority actions of Setting the Course: Kent County Council’s Interim Strategic Plan (December 2020)

 

The decision meets the following priority actions within KCC’s Interim Strategic Plan:

 

·       Deliver carbon neutrality for KCC’s estate and operations by 2030 and influence others; and

·       Champion the rural and green economy; and

·       Bring forward infrastructure projects to stimulate economic growth.

 

Financial Implications:

 

-       KCC is funding the cost of acquisition of the land for the site at Kings Hill as these costs sit outside of Salix grant funding allowances.

-       The cost of acquisition excludes VAT, legal costs, SDLT and due diligence which is accounted for in the total project costs. KCC is funding this through the Climate Change Fund and expenditure was agreed in principle via the Environment Board. The Climate Change Fund was established to enable actions that contributed to the achievement of Net Zero 2030 and as such it is an appropriate use of the fund to acquire the land for the solar park.

-       Project build cost is anticipated to be c£3.5M (excluding VAT and land purchase but including client costs).

-       Based on consultant reports, input from Laser and KCC Finance assessments of the project, the cost offset from the solar park is anticipated to be upwards of £90k per annum, based on year 1 forecasts, although the cost offset is likely to be higher once inflation is applied to the resale value of the electricity. The scheme will therefore deliver an estimated cost offset over the life of the project (assumes 30 years) of a of at least c£2.7M and potentially up to c.£4.2M;

-       Salix grant funding will currently contribute a minimum of £3.1M to the project;

-       Further Salix grant funding of £385k has been applied for as funds are still available within the overall Salix budget allocation and despite the increase in total costs to £3.5M (excluding land), this new cost still complies with the Salix long term carbon saving terms and conditions for the programme. While this has been verbally approved, the technical review to allow Salix to make this decision has been submitted and awaits formal approval. If this is not successful, based on current project cost projections the financial risk to KCC is £385k

-       KCC will need to fund any shortfall on the project if the March 2022 deadline is passed and no extension of time is given. This could be in addition to the current £385k shortfall if Salix funds cannot be used. Based on the current programme the cashflow anticipates that 80% of the total scheme costs (c£2.8M) will be used by the current deadline and grant funding retained leaving a potential c£685k to be funded by KCC if no extension is given and the grant funding for the remaining 20% of the total scheme costs has to be returned.

-       Worst case scenario if neither the additional Salix funding nor the funding extension deadline are agreed the financial risk to KCC is c£685k plus costs associated with land acquisition. (£300k to fund the difference between the £2.8M spend by March 22 and the £3.1M grant allocation that will have to be returned plus the £385k capital shortfall to meet the full scheme costs).

-        

Scenario 1 - Both additional funding and deadline extension agreed (Best Case)

Scenario 2 - Additional Salix funding agreed, deadline extension refused

Scenario 2 - Additional Salix funding refused, deadline extension agreed

Scenario 4 - Neither additional funding nor deadline extension agreed (Worst Case)

Full Scheme Costs

£3,485,000

£3,485,000

£3,485,000

£3,485,000

Current Salix Funding Allocation

£3,100,000

£3,100,000

£3,100,000

£3,100,000

Additional Salix funding to meet full scheme costs

£385,000

£385,000

£0

£0

Deadline extension

£300,000

£0

£300,000

£0

Financial Risk to KCC

£0

£300,000

£385,000

£685,000

 

-       If the scheme does not progress and the grant funding of up to c£3.5M is returned to Salix there will not be the opportunity to bid for future government funds to support the construction of a solar park. Future Government decarbonisation grant allocations will not provide 100% funding and will be focused on heat decarbonisation and therefore the opportunity for KCC to construct a fully funded / 80% match funded solar park will be lost.

 

Decision Maker: Cabinet Member for Environment

Decision due date: Not before 06/12/2021

Division affected: Malling Rural East;

Lead officer: Jonathan White

Notice of decision: 26/11/2021

This decision will be taken under urgency procedures.

Reason for urgency:
The report is going for a decision outside of the Cabinet Committee process because of the complexity of the project and associated risks in several areas including rapidly changing market conditions. Officers in liaison with the Cabinet Member needed time to develop a comprehensive risk mitigation plan which delayed confirmation that the project could be delivered. Now that these risks have been satisfactorily mitigated, the decision needs to be rapidly implemented so that work could start on site from January and the time limited grant funding from BEIS secured.

Anticipated restriction: Part exempt  - view reasons


26/11/2021 - 21/00108 - Commissioning Plan for Education Provision in Kent 2022-26

Reason for Decision and Background

Kent County Council (KCC), as the Local Authority (LA), has a statutory duty to ensure sufficient school places are available. The County Council’s Commissioning Plan for Education Provision in Kent 2022-26 (KCP) is a five-year rolling plan which is updated annually. It sets out our future plans as Strategic Commissioner of Education Provision across all types and phases of education in Kent.

 

The Plan details how we will carry out our responsibility for ensuring there are sufficient high quality places, in the right places for all learners, while at the same time fulfilling our other responsibilities to raise education standards and promote parental preference.  The Plan indicates the expected future need for education provision, thereby enabling parents and education providers to put forward proposals as to how these needs might best be met.

 

Options

The KCP sets out the principles by which we determine proposals, and it forecasts the need for future provision.  It also sets out in more detail plans to meet the commissioning needs which arise in each District in Kent during the Plan period.

 

Decision Maker: Cabinet Member for Education and Skills

Decision due date: Not before 29/12/2021

Division affected: (All Division);

Lead officer: Nick Abrahams

Notice of decision: 26/11/2021

Anticipated restriction: Open


24/11/2021 - 21/00106 - Development of a micro-provider market in Kent

Proposed decision:

To award a contract to a provider who can support the development of micro-providers in Kent and delegate authority to the Corporate Director Adult Social Care and Health to take relevant actions, including but not limited to finalising the terms of and entering into required contracts or other legal agreements, as necessary to implement the decision.

 

Reason for the decision: 

Adult social care and health is seeking to develop a micro-provider market in Kent.

 

As part of Making a Difference Everyday approach, this market will support the development of resilient communities by increasing the type of local, community-based activities that support adults to maintain their wellbeing and independence. This market can also alleviate market pressures within the Care and Support market in the longer term by delivering non-regulated care. Micro-providers are especially useful in developing services to fill niche service gaps that are unattractive to larger organisations due to lack of scale, operating at a very local level and can also be used to fill gaps in geographic provision, especially in rural areas.

 

This is a new approach in Kent and will support a diversification of the community-based care and support market, enabling greater choice for people in the type of care and support available to them.   

 

To support Kent to achieve this ambition, we are seeking to commission an external provider who is experienced in developing a care related micro-provider market. The focus of the contract will be:

·         to undertake an analysis of gaps and opportunities to form an action plan. 

·         Identifying, training and developing micro-providers

·         Developing a robust quality assurance process and register for approved providers

·         Undertaking a full impact assessment to recognise the benefits of the approach

·         Developing a plan for the longer-term sustainability of the approach

 

The proposed decision meets the objectives of ‘Increasing Opportunities, Improving Outcomes: Kent County Council’s Strategic Statement (2015-2020)’ by ensuring that older and vulnerable residents are safe and supported with choices to live independently. Specifically, 

 

  •  Those with long-term conditions are supported to manage their conditions through access to good quality care and support
  • Older and vulnerable residents feel socially included
  • More people receive quality care at home avoiding unnecessary admissions to hospital and care homes
  • The health and social care system works together to deliver high quality community services
  • Residents have greater choice and control over the health and social care services they receive

 

Ensuring that people have access to flexible, creative and tailor-made care and support is a key outcome of the Making a Difference Everyday approach. The development of a micro provider market is a key enabler in developing that approach. 

 

The financial profile is outlined below:

 

Year

Year 1

Year 2

Total

Funding

COMF

Alternative funding

Period

Jan – Mar 22

April 22 – Dec 22

Jan – Dec 2023

Seed funding

£30,000

£90,000

£120,000

£240,000

Marketing budget

£8,000

£9,000

£12,000

£29,000

Contract costs

£134,508

£213,642

£284,850

£633,000

Sub - Total

£172,508

£312,642

£416,850

 

£902,000

 

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 26/11/2021

Notice of decision: 18/11/2021

Anticipated restriction: Open


24/11/2021 - 21/00105 - Technology Enabled Care Build and Test

Proposed decision:

Approval to provide delegated authority to the Corporate Director of Adult Social Care to award the contract following the outcome of the procurement activity for the Adult Social Care Technology Enabled Care build and test approach.

 

Reason for the decision:

The Technology Enabled Care project is a key area of the Making a difference every day approach which is the main driver of change within Adult Social Care. The programme and this project aligns with KCC’s Strategic Reset Programme and will contribute towards the delivery of the key ambitions of the Authority.

 

Social care and health services across Kent face significant challenges as the population is living longer and with more complex needs, which is increasing demand on the health and care sector. Further pressures are added due to a workforce shortage in the care sector.

 

By 2025, analogue telephone services will be switched off as the UK’s telecoms infrastructure is upgraded to digital connectivity. This shift has urgent implications for the technology enabled care sector and for people who rely on telecare in the UK. The Authority’s Telecare service is analogue based and therefore, a future digital solution will be required in preparation for this change.

 

Assistive technology and digital solutions have been integral to supporting people during the Covid-19 pandemic and is widely recognised as a resource for social care and health professionals to provide people we support with greater choice and control over their care, empower people to live independent lives in an environment they want to be in, and support the outcomes people want to achieve. The consumer technology / smart home market is rapidly crossing over into the care technology sector and there is undoubtedly an opportunity for the Authority to harness and encourage the use of mainstream technology to support people.

 

This is a new approach for the Authority and looks to utilise assistive technology that goes beyond traditional Telecare provisions. Technology Enabled Care will be delivered in 2 parts; an initial 1-year build and test approach with the knowledge and outcomes from this used to inform the options for a longer-term contract and provision.

 

Options

As part of the Technology Enabled Care project, several options have been considered and the preferred option is to test a range of approaches and assistive technology solutions that supports the whole social care and health pathway in certain districts with culture change activity to build into social care workforce practice for a particular cohort of people.

 

As this is a new approach for the Authority, it would be a risk to commit to a longer-term approach until the scale of the benefits and opportunities to achieve outcomes for people are understood.

 

Key Benefits

  • People satisfaction
    • This is a key outcome of the Strategic Reset Programme as well as the Making a difference every day approach. With additional assistive technology tools available for Practitioners to utilise to meet care and support needs, it is expected that people’s satisfaction levels should increase
  • Partnership working / opportunities
    • Technology Enabled Care will benefit the wider health and social care system and not just the authority once the culture and awareness of the opportunities has been evidenced. For instance, utilising data and information to identify patterns in behaviours to become more preventative rather than reactive in terms of health, care and support delivered
  • Demand
    • Providing greater information, advice and guidance on assistive technology across all areas of the social care pathways and how this can be accessed will support demand on formal social care services
    • Utilising assistive technology to provide remote support, targeting those who are in need of support through data and analytics, or empowering the informal support network of people to help manage and respond to changes in need or reactive support (e.g. a fall).
  • Cost avoidance, savings and income
    • Through using Technology Enabled Care, there could be opportunities to not only meet the outcomes of people but also reduce or delay escalation of need but also reduce the need for other traditional care and support methods in favour of assistive technology (where suitable). In some instances, assistive technology could prevent the need for any formal social care intervention.
  • Environmental
    • Through assistive technology, this could also reduce the needs for physical visits to people we support, therefore reducing the use of vehicles for social care professionals.

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 26/11/2021

Notice of decision: 18/11/2021

Anticipated restriction: Open


23/11/2021 - 21/00095 - Short Break Day Opportunities for Disabled Children and Young People

Proposed decision – The Cabinet Member for Integrated Children’s Services is asked to agree to:

 

a)    Authorise Commissioners to commence a competitive strategic grants process for the provision of Short Break Day Opportunities for Disabled Children and Young People, and delegate authority to award grants to the Corporate Director for Children, Young People and Education or other Officer as required by the Corporate Director.

 

Reason for the decision

 

In accordance the Children Act 1989, section 6, and subsequently The Breaks for Carers of Disabled Children Regulations 2011, Kent County Council has a duty to ensure sufficiency of short break activities available to families of disabled children & young people living in Kent.

 

The existing grant funding arrangement for Short Breaks for Disabled Children and Young People ends on the 31 March 2022 and it is proposed that a two year Strategic Grants Framework is competitively tendered, to be in place from 1 April 2022 to 31 March 2024 to ensure sufficiency of short break activities, and co-production of an alternate delivery model for future provision. The proposed Decision falls within the Key Decision Criteria of affecting two or more electoral divisions and expenditure over £1million for the lifetime of the project.

 

Background

 

Short Breaks are preventative, family support services that are aimed at families with a disabled child, to allow them to have a break from caring. They can be at any time ranging from an hour to a day, evening, overnight, or weekend depending on the needs of the family and provide enjoyable activities for the child or young person. The short break may take place in a community activity setting, a child/young person’s home or other residential setting. It allows parents and carers to have a break from their caring responsibilities and gives children and young people the opportunity for a positive experience.

 

 

Some disabled children can join in on activities for all children such as Beavers or Brownies, or summer fun days run by their local council. This means that their parents can have a break.

 

Kent County Council commission activities for those children who need extra support, including activities for children who need significant levels of support. Most of these activities are open to families without having to go through a social worker.

 

The project outlines the commissioning intentions for short breaks that are open access, meaning they do not always require a social worker assessment for families to access.

   weekend clubs during term time

   school summer holiday clubs

 

The aim of this process has been to ensure that Short Breaks are available for disabled children and families when they need them, providing breaks and support early, preventing and managing crises to helping to keep families together.

 

Using Short Breaks, we are supporting carers to have a break from the caring responsibilities of their disabled child. Short breaks benefit both disabled children and their parents. Children benefit from new interests, relationships and activities, while parents can catch up with ‘everyday activities’ (sleep, cleaning, shopping), attend to their physical and psychological wellbeing, and maintain and develop social networks.

 

Options

 

1.    Do Nothing – The current grants for Short Breaks for Disabled Children and Young People will end on the 31 March 2022. Kent County Council will fail in its duty to ensure sufficiency of short breaks activities are available to families of disabled children and young people.

2.     Use Direct Payment approach – Market analysis and engagement indicates a lack of capacity at present to respond to this option, meaning that some Parents and Carers will be challenged in sourcing a provider and increase the risk of putting families into crisis. Engagement with Parents and Carers on the use of Direct Payments identified that the process can be complex and difficult to navigate. 

3.    Competitively Tender for New Grants Framework (Preferred Option) – This option will ensure continued investment into Short Breaks offer for families and carers. The funding model will promote equitable share, of the available budget across Kent, supporting the Voluntary and Community Sector providers through the COVID Pandemic recovery. The grants prospectus will set out desired outcomes and intentions for a county wide offer to meet a range of needs, including how organisations should be promoting them.

 

Following the grant award, the new services will be updated on the Local Offer, shared with Local Children’s Partnership Groups, social workers and the front door for the marketing, promoting, advertising. During the two-year grant period Strategic Commissioning will work with Families, Carers, Service Users and Providers to co-produce a sustainable short breaks model to be fully operational from 1 April 2024.

 

The proposed Decision is in line with Kent’s Strategy for Children and Young People with Special Educational Needs and Disabilities 2021-2024

o   Priority Five: Ensure children and young people with SEND are included in their local community

Setting the Course Kent County Council’s Interim Strategic Plan December 2020

o   Define our Commissioning Strategy to inform the way we work with the VCSE to meet the needs of our communities and to identify potential new partnership models

o   Better engagement with residents and local communities

Decision Maker: Cabinet Member for Integrated Children's Services

Decision due date: Not before 29/11/2021

Division affected: (All Division);

Notice of decision: 29/10/2021


23/11/2021 - 21/00093 - Representation, Rights and Advocacy (RRA) Services - procurement of a new service

Proposed Decision: To commission a service that offers Representation, Rights and Advocacy (RRA) services provision across the county

 

Background:

 

·   Kent County Council (KCC) has a comprehensive Representation, Rights and Advocacy (RRA) Service delivered by The Young Lives Foundation.

 

·   The contract commenced on the 1 April 2015 was for a period of three years. The contract had an annual value of £250,300. The original contract had no capacity to be extended and a Single Source Justification was entered into and will end 31 March 2022.

 

·   In 2020/2021, an additional service to the Independent Visitor element was included as a Leaving Care Mentoring Service at £8,500.

 

·   The contract performed well and performance targets were consistently met by the provider.

 

·   The Local Authority has a Statutory obligation to provide the elements included in this service.

 

Options and Risks

        

Option

Advantages

Risks

1. Do nothing: The contract ends and KCC do not meet their statutory obligations.

 

·         Annual saving of £258,800

·  KCC fail in their statutory obligations.

·  In order to meet the statutory obligations, for example the requirement to provide an Appropriate Adult, frontline KCC staff would need to attend police custody suites.

·      Young people who use these services will be left without support at a time when they are at their most vulnerable.

2. Create a new service In-House: KCC to deliver countywide via new Team.

 

·None

·      The nature of this service has to be delivered by a third party and therefore cannot be delivered in-house

 

3. Externally commission a new service as a single contract with five lots.

·       Ability to work with partners to develop a new provision

·       The use of volunteers has been instrumental to the delivery of this service. Providers are skilled in manging a volunteer workforce that also works to reduce some costings

·       Robust contract management will be in place to monitor performance.

·       Potentially enable a consortium approach from providers to best match skill set with need

 

·      A procurement process will be required.

·      Longer timescale for implementation.

·      TUPE implications

·      Potential gap in service provision as a new service mobilises

·      Prevents providers only applying for those elements (Lots) which are core business.

 

4. Externally commission five separate services

·       Would enable smaller providers to bid for a specific area that they would consider ‘core business’

·      Very small individual services that may not be attractive to tender for from the market

·      Risks having no bidders for any one of the ‘lots’

·      Disproportionate contract management costs for both the provider and Local Authority.

·      A potential for five different providers to be in place which may create a disjoin between service provision.

·      Protracted procurement exercise for little gain.

 

Based on the options appraisal Option 3 Externally commission a new service as a single contract with five lots is the recommended option

 

Decision Maker: Cabinet Member for Integrated Children's Services

Decision due date: Not before 29/11/2021

Division affected: (All Division);

Notice of decision: 29/10/2021


23/11/2021 - 21/00094 - Regional Residential Procurement Project

Proposed decision – The Cabinet Member for Integrated Children’s Services is asked to agree to:

 

a)    Continue engagement in the DFE funded Project and participate in the regional procurement for new innovative services for Complex Looked After Children

 

Reason for the decision

 

Local authorities, as part of their Sufficiency Duty must take steps to secure, as far as reasonably practicable, sufficient accommodation within its areas to meet the needs of children they are looking after.  The proposed decision directly relates to this duty by aiming to provide additional placements in residential children’s homes with new emerging models of care through a regional procurement.

 

Background

 

The Department for Education (DfE) Project “Phase 2” is funded by the Department for Education as part of its “Improving Sufficiency Planning to Increase Stability and Permanence for Looked after Children” Programme and aims to develop a procurement approach and pack for new and innovative provision for looked after children with a particular focus on the following key elements:

 

    Flexible, creative provision designed to meet the needs of complex children, including options to ‘step across’ various forms of provision (e.g. residential to fostering)

    Keeping children local, as close to their home address as possible

    Working with providers who already offer both residential and fostering services and with small providers, developing joined up partnerships, enabling movement between each as appropriate to need

    Exploring options for considering lifetime costs for placements, the potential to invest in more intensive early interventions, with a view to improving outcomes and potentially reducing longer term costs

    Including measures of progress for children placed based on assessment at the point of placement (regularly reviewed up until placement end using an evidence-based assessment tool)

    The model will be developed collaboratively between local authorities and providers, finding innovative and creative ways to procure, drawing on relationship commissioning models. It will focus on the competitive advantage to be leveraged by working together, developing better ways to support children and young people.

 

The scope of the project covers the following:

·         Three local authorities (one dropped out in late Spring 2021) and two provider associations in the South East region, who will contribute to the detailed project work and the production of the framework. The three local authorities are Kent, Portsmouth and West Sussex

·         Children and young people who are looked after and who have complex needs (and possibly those on the edge of care - as defined by Phase 1 of the project)

·         The remaining 15 authorities in the South East (within the SESLIP region) who have an interest in the outcome of the project and who may use the model in the future

·         Any provider who may respond to the market consultation process

 

Kent County Council agreed with the other two local authorities in the profile of children and young people it is most difficult to place and have one or more of the following capabilities:

  • Aged between 10 and 16, although needs to include some flexibility
  • 70:30 male: female
  • Have often experienced exploitation, usually criminal, sometimes sexual
  • Have long histories of neglect and exposure to domestic abuse and other forms of childhood trauma
  • Sometimes will need to be placed in an emergency

 

Kent County Council spot purchases residential care and issues an Individual Placement Agreement which details the terms and conditions of the placement along with the Placement Plan for the child.

 

Within the Kent boundary, there are of 75 residential children’s homes with a total of 336 beds. Kent has 42 children placed in Kent (excluding those under the Disabled Children’s Teams) as at 30 September 2021. The placements in Kent against the overall capacity shows that KCC occupies 12%. This does not allow KCC to have any leverage within the market and as a result relies on local relationships between the homes and the Total Placement Service. There are a further 33 children (excluding those under the Disabled Children’s Teams) placed in residential children’s homes outside of Kent.

 

Options

 

1.    Do Nothing – continue to spot purchase placements in residential children’s homes in a market led system

2.    Engage in a framework alone without partners – Commissioners developed an approach and in talking to residential providers through a forum saw costs increase. 

3.    Engage in a regional procurement with partners – utilising the expertise of the South East Sector Led Improvement Programme (SESLIP) and the combined buying power with other local authorities, this is the recommended option to be able to re-set a relationship with providers wanting to engage and innovate positively

 

Financial Implications

 

Residential care for children is currently costing Kent County Council on average £4,557 per week (accommodation only).

 

It is expected that by procuring a service that differs from the standard offer of residential care would benefit from the partnership across the local authorities.

 

The project team acknowledges, following the market engagement, that it could take up to 18 months for a new provision to be ready for operation under the new contract terms, although we would be seeking quicker opportunities. With the amount of registered standard children’s home provision in the Kent boundary, providers might want to re-purpose their provision in order to meet the Kent need.

 

The revenue budget for residential care is reported within the “Looked After Children – Care and Support” key service line. The 2021-22 Financial Monitoring position reported to Cabinet in September, reported a small overspend of £0.2m excluding additional costs of associated with COVID. However, over the past three years the overall budget for the placement of Looked After Children has grown by £9m (16%) whilst the number of children looked after has not changed significantly. The increase in cost has arisen from the higher dependency on more expensive placements such as residential care where the total cost in residential care has increased by £7m over the same period, demonstrating the need to explore alternative options.  

 

The project is expected to be delivered within the existing resources of the Local Authority including use of expertise across the Directorate, Commissioning and Finance services. There are no extra project costs expected. The commissioning of a block contract is expected to be funded within the existing budget for residential care subject to annual inflationary increases as set out in the contract, which have traditionally been funded by additional investment made available through the Medium-Term Financial Planning process.

 

As this is a proof of concept project, delivered in conjunction with the DFE, it is difficult to fully set out the financial implications. It is unclear how the market will react to a block contract however, we are anticipating the average cost of a bed will be more economical than if purchased individually due to the certainty this arrangement will bring to providers. This will need to be offset against any risks of voids (as set out in the risk section below). Therefore, the project will aim at a very minimum to ensure the average cost of bed under this arrangement is not higher than is purchased through the current spot purchasing arrangement, with an aspiration of potential savings up to 10% if a more competitive rate can be achieved.  A clearer position will be known following the procurement from all three Local Authorities.

 

Based on an expected 15 beds within 24 months and utilising the current average cost, as a maximum this would commit £3.564m per annum. If the contract was for 10 years, as SESLIP are recommending, this would be £30,564m.

Decision Maker: Cabinet Member for Integrated Children's Services

Decision due date: Not before 29/11/2021

Division affected: (All Division);

Notice of decision: 29/10/2021


18/11/2021 - 21/00104 - Older Persons Residential and Nursing Contract Extension and Variation

Proposed decision 

Extend the current contract in line with contract conditions for a further two years from 1 April 2022 to 31 March 2024; include a modification notice to the contract to allow a separate Lot to be added that enables the purchasing of pathway 3 discharge beds on behalf of NHS Kent and Medway Clinical Commissioning Group and delegate authority to the Corporate Director Adult Social Care and Health to take relevant actions, including but not limited to finalising the terms of and entering into required contract or other legal agreements, as necessary to implement the decision.

 

Decision Details

The Older Persons Residential and Nursing Contract shall expire automatically on the 31 March 2022 unless the council exercise the right, by giving written notice to the Provider, to extend the contract for a further two years from 1 April 2022 to 31 March 2024, giving up to 3 (three) months’ notice to the Provider (or such other time agreed between the Parties).

 

The ambition is to work in collaboration with the Kent and Medway Clinical Commissioning Group to support a joined-up approach for purchasing assessment beds for Health across the county. This will support timely discharge from hospital to a pathway 3 assessment beds. A modification notice will be placed on the contract to enable an additional Lot to be added to enable Providers to bid to provide beds to the Kent and Medway Clinical Commissioning Group. The current plan is to have this in place from 1 April 2022 subject to approval, governance and agreement from the Kent and Medway Clinical Commissioning Group and the Council.

 

The current Older Persons Residential and Nursing Contract commenced in April 2016 with an initial four-year contract period. The Council may, by giving written notice to the Provider extend this Contract for such further period or periods of up to 4 (four) years as agreed between the Parties. The contract is by way of a Dynamic Purchasing System (DPS), allows the Council to add new providers during the lifetime of the contract having passed the relevant selection criteria and provide an indicative tender which meets the specification.

 

The contract includes five Lots that providers can tender for;

  • Lot 1 CQC Registered Residential Homes or “Care Homes without nursing” for the provision of Long Term, Short Term and respite care services;
  • Lot 2 CQC Registered Nursing Homes or “Care Homes with nursing” for the provision of Long Term, Short Term and respite care services;
  • Lot 3 Providers of Bariatric care services;
  • Lot 4 Call off Block Contract for the provision of multiples of two beds for short term Respite care services across Kent; and
  • Lot 5 Residential or Nursing Care Home providers able to offer ‘day’ services.

 

Reason for the Decision

The current Older Persons Residential and Nursing Contract will automatically expire on the 31 March 2022 unless the council exercise the right, by giving written notice to the Provider, to extend the contract for a further two years from 1 April 2022 to 31 March 2024, giving up to 3 (three) months’ notice to the Provider (or such other time agreed between the Parties).

 

Extending the contract by two years to 31 March 2024 will provide the necessary time and resource to consider the integration of the wider health and social care system and new models of care that ensure the right residential accommodation is available for the people of Kent.

 

Following approval and governance requirements being signed off from the Council and the Kent and Medway Clinical Commissioning Group a modification notice will be placed to enable an additional Lot to be added to the contract and enable Providers to bid to provide beds to the Kent and Medway Clinical Commissioning Group. The current plan is to have this in place from 1 April 2022. This addition will further allow joined up working across Health and Social Care with the Care Home market and reduce pressures created through the system not working in a collaborative manner.

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 17/12/2021

Division affected: (All Division);

Notice of decision: 18/11/2021

Anticipated restriction: Open


18/11/2021 - 21/00103 - People's Voice Contract (including Healthwatch Kent)

Proposed Decision

Award a short extension to the current contract for a maximum of six months (to 30 September 2022) to allow procurement to progress; procure a new People’s Voice Contract, which includes the delivery of Healthwatch Kent, for a maximum of five years (3 years plus 2 single year extensions);and delegate authority to the Corporate Director Adult Social Care and Health to take relevant actions, including but not limited to finalising the terms of and entering into required contract or other legal agreements, as necessary to implement the decision.

 

Reason for Decision

The current contract shall expire automatically on the 31 March 2022. This contract was extended using Procurement regulations during the COVID pandemic. To allow a procurement process to take place a further short extension to the current contract is required for six months.  It is proposed to also have a three-month notice period, should the procurement conclude in such times that allows a transition to the new contract.

 

The current contract is a collaboration with the Kent and Medway Clinical Commissioning Group to support a joined-up approach for seeking views from people across the county. There is current agreement from the Kent and Medway Clinical Commissioning Group to continue funding the activity through to 31 March 2023 through a Section 256 Agreement. The council is currently seeking assurances that the agreement will continue beyond that date.

 

This contract has not been competitively tendered since it was first awarded in 2015. This is the first opportunity to test the market since that time.  Approval is sought to begin the procurement process for a new contract.

 

Further Information

The current Contract commenced in April 2015 with an initial five-year contract period. The contract has expanded to include funding from KMCCG through that time. The contract includes the statutory provision of Healthwatch Kent and includes support for People’s Voice forums.

 

The present contract is due to expire 31 March 2022 and the contract will automatically expire unless it is extended.

 

Extending the contract by 6 months to 30 September 2022 will provide the necessary time and resource to procure a new contract.

 

 

 

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 17/12/2021

Division affected: (All Division);

Notice of decision: 18/11/2021

Anticipated restriction: Open


18/11/2021 - 21/00102 - Residential Care Contracts for People with LDPD and MH Needs

Proposed decision

Award new contracts for the provision of Residential Care for people with a Learning Disability, Physical Disability and people with Mental Health needs to the successful bidders identified following a procurement process and delegate authority to the Corporate Director Adult Social Care and Health to take other relevant actions, including but not limited to entering into and finalising the terms of relevant contracts or other legal agreements, as necessary to implement the decision.

 

Reason for the decision

Contracts for Residential Care Home Services for People with a Learning Disability, People with a Physical Disability and People with Mental Health Needs were awarded under decision number 18/0003, however provision was not made in that decision to allow new services to join the contract

 

Care homes form part of the services to meet statutory requirement for provision of services across Kent for People with a Learning Disability, People with a Physical Disability and People with Mental Health Needs. This provision relates to Strategic Outcome 2 and 3.

 

          Focus on improving lives by ensuring that every penny spent in Kent is delivering better outcomes for Kent’s residents, communities, and businesses

          Older and vulnerable residents are safe and supported with choices to live independently

          Those with long term conditions are supported to manage their conditions through access to good quality care and support

 

 

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 17/12/2021

Division affected: (All Division);

Notice of decision: 18/11/2021

Anticipated restriction: Open


01/11/2021 - 21/00101- Young Carers - procurement of a new service

Proposed Decision:

 

To commission a service that supports young carers and to develop the skills of the wider workforce in recognition and support of young carers.

 

Background:

 

         This proposal is to enter a formal commissioning process for a Kent Young Carers Support Service

 

         This service will comprise two distinct elements: workforce development; and direct support for Children and Young People. Support can take the form of young carers assessments, 1:1 support, access to a district young carer ‘Chill Club’, signposting and information.

 

         Local Authorities have a statutory responsibility (under the amendments to the Childrens and Families Act) to ensure that all Young Carers under the age of 18 are in receipt of an assessment of their needs. The Children and Families Act seeks to ensure that a Young Carer is assessed for support and assessed again if support needs have changed

o        The current contract has been successful with demonstratable positive outcomes for young people. Whilst the scope of any new service will be developed in partnership with stakeholders it is anticipated that the two main focus points (assessments and workforce development) of the current specification will remain.

 

Options          

Option

Advantages

Risks

1. Do nothing: The contract ends and KCC do not meet their statutory obligations for Young Carer Assessments.

 

· Annual saving of £325,500

·Programmes of support in some localities are likely to be picked up by the wider Voluntary and Community Sector (VCS).

·   Fragmented approach to delivery continues.

·   KCC fail in their statutory obligations for Young Carers Assessments.

·     Already pressured VCS organisations across the county are placed under more pressure for their support without the financial support of the local authority.

2. Create a new service In-House: KCC to deliver countywide via new Team.

 

· A procurement process will not be required.

·Shorter timescale for implementation.

·     TUPE of staff from the existing provider into KCC headcount.

·     Flexibility of an external provider lost.

·     KCC has previously delivered this service, there is a lack of expertise and direct experience.

·     Wider partners may not wish to engage with the local authority for workforce development

 

3. Externally commission a new service.

·      Ability to work with partners to develop a new provision

·      VCS benefit from long-standing community relationships which supports uptake of provision.

·      Robust contract management will be in place to monitor performance.

 

·     A procurement process will be required.

·     Longer timescale for implementation.

·       TUPE implications would apply in specific circumstances

 

 

Risks

 

·   The main risk is to do nothing. The numbers of young carers requesting support has been exacerbated by Covid-19. The overarching aim of the new service will be to support young people in reconnecting back to a new normal whilst also enabling the wider workforce to offer support to build resilience.

 

Decision Maker: Cabinet Member for Integrated Children's Services

Decision due date: Not before 30/11/2021

Notice of decision: 01/11/2021

Anticipated restriction: Open


29/10/2021 - 21/00097 - The Kent County Council Technology Strategy 2020-2023

Proposed decision:

 

1.         The Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services to approve the adoption of the Kent County Council Technology Strategy 2020-2023, and its publication on an interim basis, whilst the Council reviews its technology strategy, considering the COVID-19 pandemic. 

 

Reason for the decision:

The strategy explains how Kent County Council will use technology to support the delivery of the Council’s Strategic Delivery Plan 2020-2023 and will guide and support Members and officers, in making decisions relating to technology use across the Council.

 

Background

The Council’s existing Technology Strategy 2016-2020 has provided a basis for enabling the use of new service models and the development of a platform, which has enabled Kent County Council to adapt successfully during the COVID-19 pandemic to changes in working locations and patterns.

 

This updated strategy was prepared at the beginning of 2020 and whilst the principles hold firm, it is proposed that the strategy is adopted on an interim basis, whilst it is reviewed considering the COVID-19 Pandemic and the Council’s emerging service and organisation objectives. The interim strategy provides the core framework for the Council to provide solutions which will enhance the Council’s ability to provide services anywhere, anytime.

 

The Technology Strategy is currently being updated to reflect the evolving ambitions of the Council, centred around the Strategic Reset Programme and the response to the pandemic and the data centre outage in 2021. It has been a challenging period, but by the end of this calendar year, progress will be made against the activity plan 2020 – 2023 which includes:

 

           Implementation of Corporate One Drive to replace personal Drives.

           Replacement of the ageing SAN and associated infrastructure in Sessions House data  

Centre.

           Migration of our telephony from Skype to Microsoft Teams.

           Deployment of video conferencing in office buildings across Kent.

           Successfully integrated Child and Adult Care records into the Kent and Medway Care 

 Record (KMCR).

           Creation of a cloud-based data infrastructure populated with Adults, Children’s, Finance 

 and Property data.

           Undertaken pilots re the application of the Internet of Things (IOT), robotics and

   automation.

           Implemented Microsoft defender across the Council’s estate to enhance anti-virus  

 Protection.

           Implemented Microsoft Managed Desktop to improve our management of end user

   Devices.

           Implemented Microsoft Intune to improve our management of mobile devices.

           Improved our protection against Ransomware through advanced backup technology, and

   network segmentation.

           Achieved Public Sector network Code of Compliance.

 

Decision Maker: Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services

Decision due date: Not before 29/11/2021 in order that the proposed decision can be publshed for a mimimum of 28 days, in accordance with statutory requirements

Lead officer: Dave Lindsay

Notice of decision: 29/10/2021

Anticipated restriction: Open


29/10/2021 - 21/00096 - Contract for Post Mortem Facilities for the North West Kent Coroner area

Proposed Decision:

To award a 12 month extension to the contract for the provision of post mortem (PM) facilities to Dartford & Gravesham NHS Trust.

 

Background

The Coroners and Justice Act 2009 places a duty on Coroners to investigate deaths that are referred to them if they have reason to think that:

  • The death was violent or unnatural;
  • The cause of death is unknown; or
  • The deceased died while in prison, police custody or another form of state detention eg where a Deprivation of Liberty Safeguard Order (DoLS) is in place

In some cases the Coroner will order a PM to establish the cause of death and in such cases the deceased is taken to one of 5 NHS mortuaries across Kent and Medway located at Margate, Ashford, Dartford, Tunbridge Wells and Gillingham.

On behalf of the Senior Coroners, KCC ensures there is adequate storage capacity for coroner’s bodies and that the oroners have access to PM facilities.  KCC does not have its own public mortuary facility, and so like many other coroner areas across England and Wales it has no choice but to use local NHS hospitals which have the necessary facilities for this purpose; there are no private sector providers of PM facilities anywhere in England and Wales.

The contract with Dartford & Gravesham NHS Trust expired on the 30th September 2021 and it has been necessary to put a contract extension in place to secure this critical service until such time as the proposed Digital Autopsy facility at Aylesford opens for business, currently estimated for August/September 2022. The Trust is agreeable to extend the contract for 12 months as this will guarantee that all their fixed and variable costs are met, which is an understandable approach.  It has therefore been agreed that the contract will be extended from 1 October 2021 to 30 September 2022 and if need be, can be terminated early by KCC serving six months’ notice.

Decision Maker: Cabinet Member for Community and Regulatory Services

Decision due date: 29/11/2021

Notice of decision: 29/10/2021

Anticipated restriction: Part exempt  - view reasons

Explanation of anticipated restriction:
The report will include commercially sensitive information.


29/10/2021 - 21/00068 - Implementing a new Facilities Management Model

Proposed decision:

 

  1. TheDeputy Leader and Cabinet Member for Finance, Corporate and Traded Services to agree to the adoption and implementation of a new Facilities Management Model, with one Hard FM services contract and series of Soft Services Contracts.

 

  1. To delegate authority to the Director of Infrastructure, in consultation with the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services, to finalise, agree, award and enter into contracts following the procurement process to deliver the new Facilities Management (FM) Model.

 

Background

 

The current Total Facilities Management (TFM) contracts with Skanska (West and East Kent) and Amey (Mid Kent) expire in October 2022. The contracts have been in place since October 2014 and have been extended by an additional one year from the initial term of seven years (five years with a two-year extension), to give a total term of eight years.

Options

KCC needs to procure these services to ensure that the Council can continue to safely occupy its buildings after October 2022. Other delivery options have been considered which include:

·    Continuing with a TFM model split by geographic area.

·    Different combinations of disaggregated contracts.

·    Insourcing the provision.

These options have been explored and discussed in detail at the Policy and Resources Cabinet Committee, who endorsed the procurement of the proposed option to appoint a Hard Facilities Services provider and a series of Soft Services Facilities Management Providers.

The proposed decision will support the objectives of “Setting the Course – the Authority’s Interim Strategic Plan” from December 2020. It will do this by ensuring that the facilities management service:

 

·      Supports services who provide accommodation for vulnerable children and adults.

·      Maximises the opportunities for local businesses to provide services to Kent County Council by use of evaluation criteria that include social value.

·      Provides a suitable working environment for staff delivering front line services to enable them to focus on delivering services to the residents of Kent.

 

The new facilities management model will include the following contracts:

 

·         Hard Services - one countywide provider for maintenance and helpdesk services for schools and corporate estate (all property across the Council is held as part of the Corporate Landlord).

·         Catering - one countywide provider for catering, hospitality, water coolers and vending for corporate estate and two countywide providers for catering for schools.

·         Security - one or more countywide provider(s) for manned guarding, key holdings, patrols and vacant sites.

·         Cleaning and Feminine Hygiene - one countywide provider for schools and corporate estate.

·         Waste - one countywide provider for corporate estate and schools.

·         Pest Control - one countywide provider for corporate landlord.

·         Soft Landscaping - one countywide provider for Corporate Landlord.

 

The new contracts will start in November 2022, to align with the commencement of the Hard FM Services Contract. The procurement programmes will vary dependent upon the procurement route. The mobilisation periods are dependent on the complexity of the service but will generally start between May and August 2022.

 

Financial Implications

 

Benchmarking and soft market testing have been carried out as part of the re-procurement process. This external assessment has highlighted that the current TFM contracts benchmarked well below market average costs.

 

It should be noted that the soft market testing for the estate as it currently stands, has indicated that tender costs are likely to be in excess of the current level of spending and therefore there will be a requirement for management actions to contain the costs, such as reducing the specification and/or the number of properties within the estate.

 

There is a recognition that KCC’s requirements are likely to change as a result of the COVID-19 pandemic and the consequential estate requirements could potentially, partially mitigate any change in costs. The new contracts are structured so that they can better reflect changes in occupation over time giving greater agility and flexibility.

 

Current spend via the Total Facilities Management services are circ. £16m per annum revenue and an average of £2.5m per annum capital. This spend will be disaggregated as the new service model is put into place and redistributed between the client function and the hard and soft contracts. The cost of the change in service provision has been included in the Medium-Term Financial Plan.

Decision Maker: Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services

Decision due date: Not before 29/11/2021

Division affected: (All Division);

Notice of decision: 29/10/2021

Anticipated restriction: Part exempt  - view reasons

Explanation of anticipated restriction:
Information relating to the financial or business affairs of any particular person (including the authority holding that information)


18/10/2021 - 21/00091 - Making a Difference Every Day: Our Strategy for Adult Social Care in Kent, 2022 - 2027

Proposed decision: To adopt the Making a Difference Every Day Our Strategy for Adult Social Care in Kent 2022 to 2027; delegate authority to the Corporate Director Adult Social Care and Health to refresh and/or make revisions as appropriate during the lifetime of the strategy and

delegate authority to the Corporate Director Adult Social Care and Health to take relevant actions, including but not limited to finalising the terms of and entering into required contract or other legal agreements, as necessary to implement the objectives of the Strategy.

 

Reason for the decision: The existing Strategy comes to an end in December 2021 and it is recognised that there is a need to set a new strategic direction for Adult Social Care which better responds to the changing expectations of the people we support and the operating environment. This Strategy sets out the vision and ambitions for how adult social care plans to make changes, working with the people we support, their carers and our partners to develop our new Strategy as the bedrock for turning these ambitions into reality. Our person-focused vision and Strategy summarises how we plan to make changes over the coming years to put the person first, improve all the time and measure what matters.

 

Therefore, it is important to set a renewed strategic direction for Adult Social Care, so that staff can understand the value and reasons for continuous improvement in Kent, based on the lasting principles of Practice, Innovation and Meaningful Measures. The Strategy will help adult social care to move away from a process-driven approach to being a more personal and accessible ‘new ways of working model’ for the people we support, and by improving their experience of adult social care and the wider system and will provide the right environment for many people within the directorate with fantastic ideas, and the opportunity to put them into practice.

 

It will also help us to demonstrate our renewed commitment to addressing equality, diversity and inclusion issues in both our practice and in decision making.

 

 

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 16/11/2021 in order that the proposed decision can be published for a minimumof 28 days, in accordance with statutory requirements

Division affected: (All Division);

Lead officer: Michael Thomas-Sam

Notice of decision: 18/10/2021

Anticipated restriction: Open


14/10/2021 - 21/00089 - Kent Minerals and Waste Local Plan 2013-30: 2021 Review - Public Consultation

Proposed decision

Following a review of the 2016 Kent Minerals and Waste Local Plan, to approve and publish for public consultation (Regulation 18) proposed changes to the Kent Mineral and Waste Local Plan 2013-30 (the 2021 Review).

 

Background

The County Council has a statutory responsibility to plan for future minerals supply and waste management within Kent as set out in the National Planning Policy Framework 2021 (NPPF) and the National Planning Policy for Waste 2014 (NPPW). This responsibility is realised through the preparation of a Local Plan, in line with the Town and Country Planning (Local Planning) (England) Regulations 2012 (The Regulations).

 

The Kent Minerals and Waste Local Plan 2013-30 (KMWLP) was adopted by Full Council in July 2016 and subject to an early partial review of a limited number of policies in 2020 represents the planning policy framework for minerals and waste development in Kent. The KMWLP contains a number of policies relating to strategic planning for minerals supply and waste management capacity, as well as Development Management policies against which planning applications for these types of development should be assessed. The Plan also includes a number of policies related to the safeguarding of mineral resources and waste management facilities. 

 

The Regulations require Local Planning Authorities to review their Local Plans every 5 years.  This is to ensure that the policies remain relevant, conform to national policy and guidance and satisfactorily address the needs of the local community. Policies must be both legally compliant and sound, and in order to be considered sound they should meet the tests of being positively prepared, justified, effective and compliant with national policy. The Plan was partially reviewed in 2020 in the KMWLP Early Partial Review 2020. 

 

In accordance with plan making requirements set out in the Regulations, the Council has undertaken a 5 year review of the 2016 adopted KMWLP and identified a number of policies as outdated or no longer meeting the tests of soundness. This assessment is set out in detail in the Review of the Kent Minerals & Waste Local Plan 2021. The identified changes needed to the 2016 Kent Mineral and Waste Local Plan form the basis for the next plan making cycle.

 

Revisions are proposed to the Local Plan to principally reflect changes in national policy and guidance since 2016. These include amongst others changes to the National Planning Policy Framework, government policy and guidance on the achievement of a circular economy and those concerned with climate change and protection and enhancement of the natural environment. Revised draft policy and supporting text has been prepared. To satisfy the requirements of the Plan Making Regulations, consultation is now required on the proposed revisions to the adopted Plan so as to inform and influence future local plan work and the version that the Council will ultimately submit for examination to the Planning Inspectorate.

How the proposed decision meets the objectives of ‘Setting the Course’: Kent County Council’s Interim Strategic Statement (December 2020)

The Kent Minerals and Waste Local Plan delivers the Council’s adopted Mineral and Waste planning strategy and policies and is important in the determination of planning applications in Kent. A local plan is in accordance with national planning policy and guidance and provides a local perspective.  It supports the County Council’s corporate policies contained within the Council’s Setting the Course – Kent County Council’s Interim Strategic Plan 2020, which sets the Council’s priorities until 2022.

 

Kent’s mineral and waste planning policies support and facilitate sustainable growth in Kent’s economy. In addition, they support the protection and creation of a high-quality environment, with accessible local services that reflect the needs of the community. The proposed revised policy will reflect recent changes to the environmental agenda including mitigation and adaptation to climate change and Kent’s Climate Change Statement and measures to support covid recovery.

Decision Maker: Cabinet Member for Environment

Decision due date: Not before 12/11/2021 Affects two or more Electoral Divisions

Division affected: (All Division);

Notice of decision: 14/10/2021

Anticipated restriction: Open


12/10/2021 - 21/00084 - Disposal of land at Bensted House, Kiln Court, Osbourne Court & Former SEC, Faversham ME13 7NY.

Decision –toagree to the disposal of the sites and delegate authority to:

 

1.    The Director of Infrastructure in consultation with the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services, tofinalise the contractual terms of the disposal. 

 

2.    The Director of Infrastructure to authorise the execution of necessary contractual and land agreements required to implement the above.

 

Reason for the decision

Proposed property disposal in line with the Council’s s.123 best consideration obligations and over £1million which requires a key decision.

 

Background

KCC is to dispose of the combined sites at Bensted House, Kiln Court, Osbourne Court and Former Social Enterprise Centre, Lower Road, Faversham, ME13 7NY (approximately 7 acres, split in half by Lower Road).  Facilities operating from the site closed in 2016/17, and the sites were subsequently declared surplus to operational requirements and suitable for disposal.

 

Comprehensive marketing has been undertaken following which bids have been received, and a preferred bidder is recommended to take forward the development.

 

The Kiln Court site was registered as an Asset of Community Value under the Localism Act 2011. All necessary notices have been served to the relevant authority relating to Kent County Council’s intention to dispose of the site, all relevant moratorium periods have elapsed.

 

A decision is now sought to finalise the terms of the disposal and authorise disposal of the site.

 

Options

The sites have been declared surplus by Kent County Council as such there are no operational requirements for them.

 

Kent County Council has an overarching duty under Section 123 of the Local Government Act 1972 to secure not less than best consideration in respect of property disposals.

 

KCC appointed planning consultants to design a residential development in compliance with the local authority’s current planning and affordable housing requirements to inform prospective bids.

 

The sites have been openly marketed by a Kent based agent who advertised nationally in Estates Gazette. Conditional bids have been received.

 

How does the proposed decision meets the objectives of ‘Increasing Opportunities, Improving Outcomes: Kent County Council’s Strategic Statement (2015-2020)’

Securing a capital receipt to fund the capital programme and to streamline the Council’s property portfolio to achieve financial and efficiency benefits in line with appropriate policy.

Decision Maker: Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services

Decision due date: Not before 15/10/2021 in order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Faversham;

Lead officer: Alister Fawley, Simon Hocken

Notice of decision: 16/09/2021

Anticipated restriction: Part exempt  - view reasons

Explanation of anticipated restriction:
Reports may contain commercially sensitive information, which will be contained in a separate report or exempt appendix, exempt from publication under paragraph 3 of Schedule 12a of the Local Government Act 1972.


09/09/2021 - 21/00076 - Provision of Community Support Services for Disabled Children and Young People - Outcome of Procurement Process

Proposed decision –

 

Contracts to be awarded to successful providers for the provision of Community Support Services (Care and Support in the Home) for Disabled Children and Young People following a recent procurement exercise linked to the Adults Care and Support in the Home contract.

 

Delegate decisions on the implementation to the Corporate Director of Children, Young People and Education, or other Officer, in consultation with the Corporate Director of Adult Social Care and Health as appropriate.

 

Further information –

 

Decision 20/00102 - Community Support Services for Disabled Children & Young People was taken on 19 March 2020 and allowed officers to follow a competitive procurement process for children’s community support services within the Adults ‘Care and Support in the Home’ contract. 

 

Following the competitive procurement process a further decision is required to award the contracts to the successful providers. 

Decision Maker: Cabinet Member for Integrated Children's Services

Decision due date: Not before 08/10/2021

Division affected: (All Division);

Lead officer: Christy Holden

Notice of decision: 09/09/2021

Anticipated restriction: Open


09/09/2021 - 21/00079 - Contracts for Post Mortem Facilities for the Mid Kent & Medway, North East Kent and Central & South East Kent coroner areas

Proposed Decision

 

To award 12 month extensions to the contracts for the provision of post mortem (PM) facilities to East Kent Hospitals NHS Trust and Medway NHS Trust.

 

Further Information

The Coroners and Justice Act 2009 places a duty on Coroners to investigate deaths that are referred to them if they have reason to think that:

  • The death was violent or unnatural;
  • The cause of death is unknown; or
  • The deceased died while in prison, police custody or another form of state detention eg where a Deprivation of Liberty Safeguard Order (DoLS) is in place

In some cases the Coroner will order a PM to establish the cause of death and in such cases the deceased is taken to one of 5 NHS mortuaries across Kent and Medway located at Margate, Ashford, Dartford, Tunbridge Wells and Gillingham.

On behalf of the Senior Coroner, KCC ensures there is adequate storage capacity for Coroner’s bodies and that the Coroner has access to PM facilities.  KCC does not have its own public mortuary facility and so like many other coroner areas across England and Wales it has no choice but to use local NHS hospitals which have the necessary facilities for this purpose; there are  no private sector providers of PM facilities anywhere in England and Wales.

The contracts with these two NHS Trusts expire on the 30th September 2021 and it is necessary to put in place contract extensions to secure this critical service until such time as the proposed Digital Autopsy facility at Aylesford opens for business, currently estimated for July 2022. Discussions have been held with each of the Trusts and whilst they are happy to extend the contracts they have insisted this must be for 12 months to guarantee that all their fixed and variable costs are met, which is an understandable approach.  It has therefore been agreed that the contracts will be extended from 1 October 2021 to 30 September 2022 and if need be, can be terminated early by KCC serving six months notice.  

 

Financial Implications

 

The contract with East Kent NHS Trust is a fixed fee regardless of activity levels and is paid in 12 equal installments.  At the point where the DA facility opens, all deceased that would normally have undergone an invasive PM will be scanned, so dependent on if and when notice is served to end the contract extension, KCC could potentially be liable for both DA scanning charges and the monthly charge for PM’s even though no PM’s will be taking place in the East Kent area.  To mitigate this scenario, the move over to DA will be phased with deaths in the East Kent area not being scanned until the contract extension comes to an end.  Based on 2020 activity levels the estimated cost of the East Kent contract extension is within the budgeted revenue cost for 2021-22.

 

The contract with Medway NHS Trust is based on a cost per PM, so if there are no PM’s, there are no costs to KCC.  This means that at the point where the DA facility opens, KCC will only have to meet the scan charge.    Based on 2020 activity levels the estimated costs of the Medway contract extension is within the budgeted revenue cost for 2021-22. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Decision Maker: Cabinet Member for Community and Regulatory Services

Decision due date: Not before 08/10/2021

Division affected: (All Division);

Lead officer: Giles Adey

Notice of decision: 09/09/2021

Anticipated restriction: Part exempt

Explanation of anticipated restriction:
The report will include commercially sensitive information.


23/02/2021 - 21/00033 - Review of Kent County Council and Kent and Medway Clinical Commissioning Group Integrated Commissioning Framework, covering health services, social care and community support for people with a learning disability and autistic people (LD&A)

Proposed decision

 

To enter into such agreements that are necessary with the Kent and Medway Clinical Commissioning Group (CCG) and other local NHS organisations to create a new strategic planning and delivery framework for Kent’s residents with a learning disability and autistic people and delegate authority to Corporate Director of Adult Social Care and Health to finalise and approve the formal agreements to establish the new framework.

 

Reason for the decision

 

In 2015/16 Kent County Council and the seven NHS Clinical Commissioning Groups (CCG) covering Kent and Medway, agreed to establish an integrated and partner strategic planning, commissioning and delivery framework covering healthcare, council social care and other support for Kent’s residents with a learning disability, and autistic residents. This framework is governed by an agreement between Kent County Council and Kent and Medway CCG, agreed in accordance with the provisions of section 75 of the NHS Act 2006. This framework includes an Alliance Partnership comprising the council’s adults social care service and the two NHS provider trusts that deliver specialist community health care for people with a learning disability and autistic people. This includes Kent Community Health NHS Foundation Trust (KCHFT) and Kent and Medway NHSand Social Care Partnership Trust (KMPT).

 

The framework covers community delivered services for people living in nursing and residential care; residents living with carers and their families and people living in their own homes or who live in specialist housing with support. The arrangement also covers specialist healthcare and support for residents with a learning disability and autistic people with highly complex needs, including Kent residents admitted to specialist hospitals located both in and outside Kent. 

 

A review of the arrangements summarised above, commissioned by Kent County Council but jointly agreed with Kent and Medway CCG identified challenges with how the council and NHS plan together to design and deliver effective solutions that can achieve strong and improving health and well being outcomes for Kent’s residents with a learning disability and autistic people.

 

The challenges identified:

 

·       Kent’s current Learning Disability and Autism (LD&A) governance and programme management framework is:

-     Confusing with several bodies duplicating effort and decision making and ineffectual structural relationships between each body

-     Not competent to develop and implement a whole system strategy and strategic commissioning programme

-     Not fully sighted or driven by the priorities, challenges and resource pressures of all partners and is largely reactive to short term issues and targets

-     Less than clear about how the voices of learning disabled and autistic people impact or affect key decisions, with a deficient approach to coproduction and system codesign 

·       Improvement is required in the effectiveness of whole system commissioning and programme management

·       Significant improvement is needed in whole system accountability and performance reporting, as investment decisions lack clarity on why and how they were determined and there is a lack of effective data and narrative to demonstrate the outcomes that are being achieved

·       Improvement is also needed in the alignment, commissioning and coordination of service delivery across adults, children and young people and complex needs to ensure:

-     Effective and seamless care pathways;

-     Person centred and codesigned support;

-     Outcome driven delivery;

-     Stronger market management and micro-commissioning, to address service deficits and to support innovation to address changing needs and expectations.

 

Through extensive engagement and coproduction of the solutions to address the challenges above, the proposals summarised below emerged through a clear consensus of council and NHS leaders, frontline professionals and health clinicians and critically through face to face engagement and workshops with people with a learning disability, autistic people and carers supported by advocates and advocate organisations.

 

Summary proposals

 

The establishment of:

 

§  A single senior level strategic leadership body of equal partners across the local authority, CCG, user and carer voice and system provider

§  A joint LD&A strategic commissioning and programme management unit, supporting whole system planning, development and change management and the function of the strategic leadership body 

§  A trusted system provider based on an effective NHS and council partnership, delegated to deliver and micro commission all LDA health and social care support.

 

Decision Maker: Cabinet Member for Adult Social Care and Public Health

Decision due date: Not before 24/03/2021

Division affected: (All Division);

Lead officer: Clare Maynard

Notice of decision: 23/02/2021

Anticipated restriction: Open


04/02/2021 - 21/00017- Proposal to establish a 16 place Specialist Resourced Provision (SRP) for ASD at Garlinge Primary School & Nursery from September 2021

Proposed decision:

 

(i)       Issue a public notice to establish a 16 place Specialist Resourced Provision (SRP) for Autistic Spectrum Disorder (ASD) at Garlinge Primary School & Nursery from September 2021.

 

And, subject to no objections being received to the public notice

 

(ii)       Establish a 16 place Specialist Resourced Provision (SRP) for Autistic Spectrum Disorder (ASD) at Garlinge Primary School & Nursery from September 2021.

 

This decision is conditional upon planning permission being granted where required.

 

Reason for the decision:

 

The Children, Young People and Education Committee report for Garlinge SRP will inform the committee of a decision that will need to be taken by the Member for Education and Skills after the March CYPE committee but before the next CYPE committee date in June. The decision cannot wait until the June committee date because May is the latest point at which the decision can be made and allow sufficient time for the statutory process to be completed for a September 2021 opening.

The decision is required as part of the statutory process to publish the public notice enabling the establishment of the 16 place SRP at Garlinge Primary School and Nursery for September 2021.

 

Background:

 

The Local Authority is responsible for maintaining Education Health and Care Plans (EHCPs) for children and young people between the ages of 0-25 years.  As of January 2020, this totalled 13,499 children and young people with an EHCP.  This is an increase of 1,736 since January 2019, an increase of 14.8% compared to 10% nationally.

 

The number of pupils in the Thanet District with an Education, Health and Care Plan (EHCP) in January 2020 was 16,000. This was an increase of 16% from 2019. 2% of Kent’s EHCP cohort live in Thanet district and as at January 2020, 5.5% of the pupils aged 5-19 years in Thanet (maintained and independent) were subject to an EHCP. Pupils with an EHCP in Kent are less likely to be educated in a maintained mainstream school than would be expected nationally. A number of students with an EHCP require a higher level of support than can be provided in mainstream schools, but their needs are not so complex that a special school placement is appropriate. For these students a range of Specialist Resourced Provisions (SRPs) which are based in mainstream schools with places reserved for students with an EHCP are established. The establishment of SRPs attached to mainstream schools is part of the continuum of provision to enable pupils to be included within mainstream settings.

 

Autistic Spectrum Disorder (ASD) remains the most common primary need type with 41.2% of children and young people aged 0-25 years having an EHCP with this primary need identified in Kent.  This is an increase from 40.3% in January 2019. Nationally ASD is also the most common primary need, but Kent’s percentage is significantly higher than the national figure of 30%

 

Currently we are establishing an SRP for ASD for 16 pupils at Holy Trinity and St Johns Primary School. This proposal will complement the provision at Holy Trinity and St. John’s Primary School and provide additional capacity and choice for parents in the Thanet district. A 20 place Secondary SRP for ASD is also planned for the new secondary school in Thanet which will work closely with the two primary SRPs

 

Options:

 

Options regarding the establishment of SRPs have been fully investigated with the SEN team and Garlinge Primary School and Nursery was considered to be the best option (in addition to the approved SRP at Holy Trinity and St. John’s primary School) for the establishment of an SRP for ASD for 16 children  The school’s governing body is fully  supportive of the proposals. This additional provision will enable choice for parents in Thanet with a child who requires additional support from an SRP provision.

 

         How the proposed decision meets the objectives of ‘Increasing Opportunities, Improving Outcomes: Kent County Council’s Strategic Statement (2015-2020)’

This proposal will help to secure our ambition “to ensure that Kent’s young people have access to the education, work and skills opportunities necessary to support Kent business to grow and be increasingly competitive in the national and international economy”

 

The proposal also supports the ‘Strategy for children and young people with Special Educational Needs 2017-19.The aim of the SEND strategy is to improve the educational, health and emotional wellbeing outcomes for all of Kent's children and young people with special educational needs and those who are disabled.

Kent’s Strategy set out an intention to provide additional places for pupils with the following need types: Autistic Spectrum Disorder (ASD), Speech Language and Communication Needs (ASD), and Social, Emotional and Mental Health (SEMH).

 

The Commissioning Plan for Education Provision in Kent 2021-2025 sets out our commissioning intentions to meet the need for specialist provisions across Kent. A mixture of new schools, expansion of existing and the establishment of satellites and SRPs will be commissioned across Kent to meet the need.

 

Decision Maker: Cabinet Member for Education and Skills

Decision due date: Not before 05/03/2021 To enable the decision to be on the FED for a minimum of 28 days.

Division affected: Margate;

Lead officer: Marisa White

Notice of decision: 04/02/2021

Anticipated restriction: Open


16/03/2020 - 20/00027 - Clean Up Kent and Public Realm Improvements

Proposed Decision:

 

a)            Approve a programme of works to deliver a range of projects to ‘clean up’ Kent and to improve the public realm  across Kent

 

b)            Approve the proposed funding allocations and project development arrangements required to support and deliver the programme; and

 

c)            Delegate authority to the Corporate Director for Growth Environment and Transport to take relevant actions, including but not limited to, entering into relevant contracts, legal arrangements or other arrangements, as necessary to implement this decision.

 

 

Background:

 

Kent’s Future, Our Priority’ will become Kent County Council’s new 5 Year Plan, to replace the previous strategic statement ‘Increasing Opportunities, Improving Outcomes (2015-2020)’. The Plan is structured around seven outcomes which reflect the key things that residents and businesses said were essential to a good quality of life in Kent. One of the seven outcomes is, A cleaner and greener Kent.’  

 

A key message from the recent public consultation was that residents care about the places they live in, they are proud of where they live, and want to protect these places by looking after the quality, maintenance and cleanliness of our physical environment, especially town centres, local streets, beaches, public rights of way and green spaces.

 

Options:

 

It was also clear from the public consultation that residents wantedthe County to be clear how it will deliver the plan. This detail is contained within the 5-Year Plan objectives including working with partners to improve the quality of Kent’s public realm.  It is intended that a range of physical improvements will be developed, in conjunction with local stakeholders to reflect different priorities  but will be targeted at cleaning up and improving the quality and appearance of the public realm.

 

Decision Maker: Cabinet

Decision due date: Not before 14/04/2020 In order that the proposed decision can be published for a minimum of 28 days in accordance to statutory requirements

Lead officer: Simon Jones

Notice of decision: 16/03/2020

Anticipated restriction: Open


20/12/2019 - 20/00007 - Proposal to permanently increase the capacity at Pilgrims Way Primary School, Pilgrims Way Canterbury CT1 1XU

Background –

 

The Kent Commissioning Plan for Education 2019-2023 identifies a need for additional places in the Canterbury City Planning Area from 2021 this is due to pressures from new housing developments in Canterbury City and specifically the private development on the former Howe Barracks Site. This development will produce a total of 500 new homes. In addition to this, the refurbishment of former army houses by Redbridge Council is resulting in 38 new families moving in from November 2019.  To mitigate the need for places, it is proposed that Pilgrims Way will expand by 0.5 forms of entry (FE) to become a 2FE Primary school. Pilgrims Way is the nearest primary school to these developments and was named for any developer contributions linked to the development of private housing on the former barracks site. Canterbury City Council Local Plan identifies 16,000 new homes over the plan period to 2031. 8,737 are planned for the Canterbury area, with 6,533 in the Canterbury City Primary planning area where Pilgrims Way Primary School is located. Pilgrims' Way Primary School was registered as a new school on 1st May 2018 and is part of the Veritas Academy Trust. They are awaiting their first Ofsted inspection. Currently Pilgrims Way has 261 on the school roll with 31 on the nursery roll totalling 292 (May school census 2019)

 

Proposed decision –

 

To expand Pilgrims Way Primary School by increasing the Published Admissions Number (PAN) from 45 places to 60 places from September 2021.

 

Decision Maker: Cabinet Member for Education and Skills

Decision due date: Not before 21/01/2020 In order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Canterbury City South;

Lead officer: Marisa White

Notice of decision: 20/12/2019

Anticipated restriction: Open


19/11/2019 - 19/00095 - Discovery Park: Growing Places Fund

Proposed Decision:

 

·         Kent County Council be the administration and funding decision authority for the £5.3m allocation from SELEP’s Growing Places Fund;

 

·         KCC draws down capital funds of £5.3m from the Growing Places Fund;

 

·         KCC makes available loan finance of up to £5.3m from the Growing Places Fund to support works at Discovery Park to build a spine road and associated infrastructure to enable the building of 500 new residential homes;

 

·         Authority be delegated to the Director of Economic Development to take appropriate actions, including but not limited to, entering into legal agreements as necessary to implement this decision.

   

Provided that:

 

1.    Kent County Council is able to agree a satisfactory loan agreement from Essex County Council as the accountable body for SELEP’s Growing Places Fund; and

 

2.    The receipt of a satisfactory application for loan finance for the works at Discovery Park subject to the rules of the Growing places Fund and the findings of an independent financial appraisal.

 

 

Background:

 

KCC shall invite applications for loan finance of up to £5.3m for infrastructure at Discovery Park. This £5.3m will be obtained from the Growing Places Fund (GPF), which is administered by the South East Local Enterprise Partnership (SELEP). Applications will then be appraised and considered through the same process as that which is currently used to determine applications for loans from the Kent and Medway Business Fund (KMBF). This means that any application will be required to submit a full business plan, be subject to independent appraisal and be considered by the KMBF Investment Advisory board before a decision is made by KCC. The owners of the Discovery Park site are aware of this proposed process and we anticipate that an application will be forthcoming when the process is launched. In parallel with this process, KCC shall seek to enter into a loan agreement with Essex County Council (the Accountable Body for GPF). These terms have been discussed with Essex County Council and have received an in-principle agreement. However, they will need to be formalised when an agreement to lend to a borrower have been reached.  

 

Options (it is a legal requirement (2012 Executive Arrangements regulations) to outline other options considered)

 

The alternative would be for Kent County Council not to act as an agent for SELEP for the £5.3m Growing Places Fund loan. There is no evidence that this would be a more effective way of achieving the outcome of securing investment in Discovery Park, and there is a risk if the funding allocation is returned to SELEP that it is no longer ring-fenced for investment in Discovery Park or the wider Kent area.

 

 

Decision Maker: Cabinet Member for Economic Development

Decision due date: Not before 18/12/2019 In order that the proposed decision can be published for a minimum of 28 days, in accordance to statutory requirements

Lead officer: Martyn Riley

Notice of decision: 19/11/2019

Anticipated restriction: Open


29/10/2019 - 19/00084 - Proposal to Expand West Hill Primary Academy from 72 places to 90 places in September 2020

Background Information:

 

Kent County Council (KCC) as the Local Authority has a statutory duty to ensure sufficient school places are available. The County Council’s Commissioning Plan for Education Provision in Kent 2019-23 is a five-year rolling plan which is updated annually. It sets out our future plans as Strategic Commissioner of Education Provision across all types and phases of education in Kent. A copy of the plan can be viewed from this link: http://www.kent.gov.uk/about-the-council/strategies-and-policies/education-skills-and-employment-policies/education-provision.

 

It is anticipated that there will be significant short and medium-term pressure for additional Year R places in the West Dartford Planning Group which indicates that additional capacity will be needed for 2019/20, continuing for later years.

 

As part of the measures being taken to address the capacity issues illustrated above, KCC is proposing that West Hill PAN to 90 for 2020.

 

Proposed Decision:

 

The Cabinet Member for Education and Skills proposes to expand West Hill Primary Academy, Church Walk, Dartford, Kent, DA12 2PR Dartford Road, Dartford, DA1 3DZ increasing the Published Admission Number (PAN) from 72 places to 90 places from September 2020.

 

Decision Maker: Cabinet Member for Education and Skills

Decision due date: Not before 27/11/2019 In order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Dartford West;

Lead officer: Ian Watts

Notice of decision: 29/10/2019

Anticipated restriction: Open


01/07/2019 - 19/00052 - Gypsy and Traveller Pitch Allocation Policy

Proposed Decision:

 

To revise and update Kent County Council’s (KCC) Gypsy and Traveller Service Allocations Policy for managed sites.

 

 

Background:

 

This review work is part of ongoing, council-wide activity to update and improve our processes, policies and practices.

 

The priorities for the Gypsy and Traveller service are to:

 

·         Improve current service efficiency whilst also planning for future demographic pressures within the Gypsy and Traveller community through better planning and countywide coordination on the provision of good quality sites.

 

·         Manage the growing financial challenge by ensuring that pitch allocations are made in a clear and transparent manner and that rent affordability is confirmed prior to pitches being allocated.

 

·         Improve licensee vetting, licence agreements and enforcement policies to ensure our sites’ residents understand accepted levels of behaviour, including requirements for rent payments, both prior to being allocated a pitch and for the duration of their tenancy.

 

Decision Maker: Cabinet Member for Community and Regulatory Services

Decision due date: Not before 30/07/2019 In order that the proposed decision can be publsihed for a minimum of 28 days, in accordance with statutory requirements

Division affected: (All Division);

Lead officer: Palminder Sandher

Notice of decision: 01/07/2019

Anticipated restriction: Open


01/04/2019 - 19/00031 - Increase in the designated number at The Elms School, Dover

Background:

 

The Elms School is a good school designated for 96 pupils with behaviour and learning needs. Currently the school has 130 pupils on roll. This number is expected to increase to 158 from September 2019. It is necessary therefore, to regularise this situation and increase the designated number of the school via a statutory process.

 

Legislation requires that statutory proposals are undertaken where the number of pupils on roll of a special school exceeds its designated number by more than 10%. Therefore, we are proposing to increase the designated number to 158, to regularise the current position and to increase the number of places available. 

 

Proposed decision:

 

Increase the designated number of The Elms School, Dover from 96 to 158 places

 

Decision Maker: Cabinet Member for Children, Young People and Education

Decision due date: Not before 30/04/2019 In order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Dover Town;

Lead officer: David Adams

Notice of decision: 01/04/2019

Anticipated restriction: Open


19/03/2019 - 19/00028 - Expansion of Palmarsh Primary School

Background Information:

 

In January 2017 permission was agreed to release £2,200,000 from the Education and Young People’s Services Capital budget to enable Palmarsh Primary School to expand to 1FE. It was understood that this would be the first phase of a gradual expansion to 2FE.

 

The first phase of the expansion would provide 3 new classrooms, a new entrance off Jubilee Close, offices and car parking with further classrooms being added in later phases.

 

Planning permission for the first phase of the expansion has been achieved. However, in order to secure the said planning permission significant adaptations needed to be made increasing the capital costs to £2,600,000.

 

Options:

 

Consideration has been given as to how we can scale back the first phase of the expansion plans, ensuring there is: is sufficient high quality classroom space for the school to expand to 1FE; provision of a new entrance off Jubilee Close; increased car parking and the completion of agreed s278 works.

 

Sufficient classroom space could be achieved via the removal of an old mobile classroom and replacing this with a new two classroom mobile unit. The new offices and permanent classrooms could be delivered in a later phases as an when there is a need for second FE of provision. The total costs for the mobile classrooms, new entrance off Jubilee Close, car parking and s278 works would be in the region of £700,000.

 

A variation to the present planning permission will be required if this was to proceed.

 

Proposed decision:

 

The Cabinet Member for Children, Young People and Education is asked to release £625,000 of the £2,200,000 already agreed from the Children, Young People and Education Capital budget to expand Palmarsh Primary School to 1FE.

Decision Maker: Cabinet Member for Children, Young People and Education

Decision due date: Not before 16/04/2019 In order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: Hythe West;

Lead officer: David Adams

Notice of decision: 19/03/2019

Anticipated restriction: Open


20/12/2017 - 17/00125 - Healthwatch Kent interim contract

Proposed decision: To agree:-

 

a)    the implementation of an interim contract for the provision of a Local Healthwatch for Kent for the period April 1st 2018 to March 31st 2020, with sufficient break clauses to end earlier where appropriate; and

 

b)    To incorporate the Service User Forum and Mental health Action Groups into the Healthwatch Kent contract

 

How the decision relates to Corporate Objectives

 

·         Commissioning Framework Principle 7:  Customers at the heart of our commissioning approach

·         KCC’s commissioning of a Healthwatch for Kent is required by duties under the Health and Social Care Act 2012, which built upon the Local Government and Public Involvement in Health Act 2007

 

The matter is referred to in the Business Plan/Medium Term Capital Programme.

Decision Maker: Deputy Leader and Cabinet Member for Finance and Traded Services

Decision due date: Not before 17/01/2018 in order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Division affected: (All Division);

Lead officer: Emma Hanson

Notice of decision: 20/12/2017

Anticipated restriction: Open


20/09/2017 - 17/00094 - Disposal of Land East of Great Chart Primary School, Singleton

Approval to the Director of Infrastructure to progress with and enter into the necessary documentation to complete the disposal of the aforementioned property in consultation with the Cabinet Member for Corporate and Democratic Services. The Decision will seek legal agreements to be actioned to complete the sale of the relevant properties.

Decision Maker: Cabinet Member for Corporate and Democratic Services

Decision due date: Not before 18/10/2017 In order that the proposed decision can be published for a minimum of 28 days, in accordance with statutory requirements

Lead officer: Roderick Lemerle

Notice of decision: 20/09/2017

Anticipated restriction: Part exempt  - view reasons


06/10/2016 - 16/00101 - Proposal to expand Marden Primary School

The Cabinet Member for Children, Young People and Education will be asked to agree to:

 

      i.        Expand Marden Primary School, Goudhurst Road, Marden, Tonbridge, Kent, TN12 9JX, from 280 places to 420 places, increasing the published admission number (PAN) from 40 to 60 for Year R entry in September 2018

     ii.        Allocate the budget from the Basic Needs budget (full details to be provided within the Education and Young People’s Services Cabinet Committee Report)


In accordance with Appendix 4 Part 2 16 (a) of the Council’s constitution, the Council’s Executive Scheme of Officer Delegation provides that “Once a Member-level decision has been taken……the implementation of that decision should be delegated to officers…”  In this instance it is envisaged that the
Director of Infrastructure will inherit the authority to act and will enter into any necessary contracts/ agreements on behalf of the County Council or further delegate responsibilities in accordance with 16 (c) of the same scheme “Senior Managers exercising delegated powers will…be able to sub-delegate…functions to more junior officers”

Decision Maker: Cabinet Member for Children, Young People and Education

Decision due date: Not before 01/01/2018 In order to ensure that the council conforms to statutory and local governance requirements.

Division affected: Maidstone Rural West;

Lead officer: Jared Nehra

Notice of decision: 03/10/2016

Anticipated restriction: Open


26/02/2015 - Lawn Primary School, Gravesend - New Playing Field

Update 01 February 2017:  Officers have confirmed that the decision is still ‘live’ and that KCC continue to work with the landowner regarding use of the land and any consequential s106 arrangements.  The process is expected to be lengthy and is likely to be ongoing for the duration of 2017.

 

-----------------------------------------------------------------

 

The Cabinet Member will be asked to agree that KCC take a long lease of 99 years at a nominal rent from Lafarge to facilitate expansion of school roll.

Lafarge to create new playing field and to maintain subsoil thereafter.

The Playing Field is being delivered as part of a s106 Agreement being a contribution to mitigate the impact of adjacent development of 510 homes upon Lawn Primary School and free up space on the existing Lawn PS site to enable expansion of the existing school buildings from 1FE to 2FE.

Decision Maker: Cabinet Member for Corporate and Democratic Services

Decision due date: Before 01/01/2018 In order that the decision can be considered by the relevant Cabinet Committee before being taken by the Cabinet Member

Division affected: Northfleet & Gravesend West;

Notice of decision: 23/02/2015

Anticipated restriction: Open