Cabinet Member decisions

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.

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

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          

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.

As Cabinet Member for Integrated Children’s Services, I agree to:

A) Commence formal procurement activity to tender for a service, award a contract and develop robust contract management for oversight of the contract performance.

and

B) Delegate authority for the Corporate Director Children, Young People and Education in consultation with the Cabinet Member to award a contract following a competitive tender process and implement the Decision.

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.

As Cabinet Member for Adult Social Care and Public Health, I agree to:

a)       APPROVE procurement of a new People’s Voice Contract, which includes the delivery of Healthwatch Kent, for a maximum of five years (three years plus two single year extensions);

b)       APPROVE a direct award contract, to the current provider (EK360), for a maximum of six months (1 April 2022 to 30 September 2022) to allow procurement to progress; and

c)       DELEGATE authority to the Corporate Director Adult Social Care and Health to take relevant actions, including but not limited to finalising the terms of the contract modification or other legal agreements, as necessary to implement the decision.

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.

As Cabinet Member for Adult Social Care and Public Health, I agree to:

a) EXTEND the current contract in line with contract conditions for a further two years from 1 April 2022 to 31 March 2024;

b) MODIFY 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

c) DELEGATE authority to the Corporate Director of Adult Social Care and Health to take relevant actions, including but not limited to finalising the terms of the contract modification or other legal agreements, as necessary to implement the decision.

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 Steele 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.

As the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services, I agree 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, 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.

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:

As Cabinet Member for Adult Social Care and Public Health, I agree to:

a)    AWARD a contract to a provider who can support the development of a micro-provider market in Kent; and

b)    DELEGATE authority to the Corporate Director of 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.

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.

As Cabinet we agree to adopt the Civil Society Strategy and commit to funding an infrastructure offer against the strategy framework over the life of the strategy 2021-2024. The relevant Cabinet Member(s) will take the decision on expenditure in line with delegations.

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.

As Cabinet Member for Adult Social Care and Public Health, I agree to DELEGATE authority to the Corporate Director of Adult Social Care and Health to award the contract following the outcome of the procurement activity for the Adult Social Care Technology Enabled Care build and test approach.

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.

As Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services, I agree to progress the required works and related activity as detailed in the recommendations as set out within the exempt report and delegate authority to:

1. The Director of Infrastructure, in consultation with the Deputy Leader and Cabinet Member for Finance, Corporate and Traded Services and KCC General Counsel, to take necessary actions, including, but not limited to, entering into any contracts and legal agreements required to deliver the works.

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).

-        

-       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.

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.