Cabinet Member decisions

Proposed decision –

APPROVE, the acceptance of the Expert at Hands (EaH) and Local Authority (LA) Special Education Needs & Disability (SEND) Transformation Grant from the Department of Education for 2026 to 2029; and the deployment of the grant funding in accordance with the grant conditions including the delegation to enter into contracts/agreements where necessary.

Reason for the decision

-      In February 2026, the Government published its White Paper: Every Child Achieving and Thriving and accompanying SEN reform Consultation: Putting Children & Young People First, which included the commitment to invest £1.8 billion nationally over next three years to develop the Expert at Hands (EaH) Offer along with a further £0.2 billion to support Local Authorities to deliver future national SEN reforms.

-      In mid-April, the Department of Education announced the 2026-27 individual LA allocations for the EaH and LA SEND Transformation Fund, along with indicative national allocations for 2027-28 and 2028-29.  For Kent County Council this equated to £12.2 million in 2026-27, and approximately £21.2 million and £24.0 million respectively for the next 2 years.

-      On 5 June 2026, more detailed guidance was issued on the expected use of the funding and updated terms and conditions.

-      This decision is required to accept the funding for the 3-year programme providing the terms and conditions remain similar, and deploy the grant funding in accordance with the grant conditions and future DfE guidance.

Background

-      The EaH and LA SEN Transformation Fund is for local authorities, working in partnership with the local system partners, to provide an offer of advice and direct support to early years education settings, mainstream schools and further education colleges. It is intended to invest in services that individual education settings cannot commission alone, such as specialist health & education support, to improve the quality of inclusive education for children & young people with SEND and strengthen the capability of mainstream education settings to meet the needs of children & young people with SEND more effectively, as set out in the White Paper and accompanying SEN Reform consultation.

-      Local Authorities are expected to work in partnership with Integrated Care Boards (ICBs) to develop and deliver a new EaH offer for mainstream education settings which provides a new route to access expert advice and support from education & health professionals including:

·         Educational psychology services & specialist teachers

·         Additional outreach from alternative provision, special schools & post 16 institutions

·         Speech & Language therapists and Occupational therapists

·         A new Speech & Language Therapist Advanced Practitioner in every ICB area

-      The grant will also fund associated administration costs of EaH offer and wider SEN reforms including evaluating existing SEN support services to mainstream schools and developing, submitting and implementing future SEND reforms.

-      The grant is designed to build on and enhance existing local capacity and good practice across the Local Area (including both Local Authority and ICB commissioned services). The grant is not expected to be substituted to fund existing spend.

-      Funding cannot be used to provide: support named in an child’s Education, Health & Care Plan (EHCP); assessments for EHCP;, provision schools should/can do themselves; or wider social care or family support.

-      Local areas are responsible for defining the exact offer and distribution of resources, according to local circumstances within national expectations as set out within the guidance. 

Options (other options considered but discarded)

-      The option to not accept the funding has been considered. This was disregarded at an early stage. The Expert at Hands Offer is a nationally prescribed offer. If the Local Authority did not accept the model, education settings would be not have the opportunity to access additional professional advice, and the children and young people of Kent would not have an equitable offer of support compared to the rest of the country. Unless, the Council chose to invest its own funding in an equivalent service (at a significant cost to the Council Tax Payer). It would also put at risk current and future support from Government to help fund the Dedicated School Grant overspend.  Kent overspent its Dedicated School Grant allocation by nearly £60 million in 2025-26 (which when added to previous years deficits totalled an accumulated deficit of nearly £300 million by end of March 2026), with further in-year deficits predicted in 2026-27 of nearly £110 million and even higher in 2027-28.

How the proposed decision supports the Council’s Strategic Statement

-      Aim 3: Supporting residents that need help – The national Expert at Hands Offer and SEN Reforms are intended to tilt local provision to focus on early support for mainstream education settings, so that staff are able to meet the needs of children and young people  more quickly and effectively within the setting. The will enable earlier, more effective support and help prevent needs from escalating wherever possible. Mainstream education settings will have access to expert professionals who can provide whole setting support, tailored guidance and strategic advice, as well as some group level interventions.

Financial Implications

-       The DfE have announced the 2026-27 funding allocation for the Expert at Hands and LA SEND Transformation Fund for Kent County Council is £12,155,170. Indicative allocations for 2027-28 and 2028-29 have been estimated from national totals as £21,200,000 and £24,027,000 respectively.

-       This is a ring-fenced revenue grant and the total cost of delivery is expected to be met from the grant. There no expectation of a General Fund contribution towards the additional delivery expectations set out in the grant. Related services are currently funded by the Council from its Dedicated Schools Grant allocation (Education ring-fenced grant) or in the case of services commissioned directly by the ICB: the grant conditions stipulate that it should be used to build on and enhance existing local capacity & good practice. It is not intended to be used to substitute existing spend.

-       For 2026-27 allocation, funds are permitted to be carried forward past March 2027 for the purposes outlined in the terms and conditions (of that year of funding) but must be used by September 2027. Terms and conditions for future years of funding are still to be published. 

-       Funding post 2029 has yet to be confirmed but the Government has set out its intention to invest a further £3.5 billion nationally into the High Needs Block of Dedicated Schools Grant and has set out its long term intention in the SEN Reform Consultation that Local Authorities will continue to be responsible for commissioning the Expert at Hands Offer in the future.

-       Local Authorities are required to maintain clear records of income & expenditure in relation to this grant including evidence of use of funds and will be required to submit returns periodically to the DfE setting out financial summaries and forecasts.

-       Failure to comply with the terms & conditions may result in the Secretary of State recover some or all of the grant that has been allocated.

-       Future support for high needs related Dedicated Schools Grant deficits that arise in 2026-27 and 2027-28 will take into account local authorities’’ appropriate use of this grants to establish an effective and quality Expert at Hands offer. The Plan to implement the Expert at Hands offer will also be an influencing factor in the DfE agreeing to pay the High Needs Stability Grant in 2026-27 which will fund 90% of the Council’s Dedicated School Grant accumulated deficit as at March 2026 (estimated grant total of £290 million).

-       This grant will be reported against the key service line “SEN & Psychology Services” in the approved KCC Budget Book.

As Cabinet Member for Education and Skills I agree to:

a) Accept  the Expert at Hands (EaH) and Local Authority (LA) Special Educational Needs & Disability (SEND) Transformation Grant from the Department for Education for 2026 to 2029; and the deployment of the grant funding in accordance with the grant terms & conditions including the development and implementation of an Expert at Hands Offer and actions to support the design, review and implementation of wider SEN reform activity; .

b) Delegate authority to the Corporate Director of Children, Young People and Education to take all necessary actions to administer and deploy the grant funding, develop and implement  the Expert at Hands offer, and deliver associated SEND reform activity in accordance with the grant terms and conditions; and

c) Delegate authority to the Corporate Director of Children, Young People and Education to take relevant actions including but not limited to, negotiating, finalising the terms of and entering into relevant contracts, contract variations and other legal agreements as required, to implement the decision.

Proposed decision

1) APPROVE the allocation of £7.2m from the Children, Young People and Education Services Basic Need Capital Budget to permanently expand Oakwood Park Grammar School by 1 FE, increasing its PAN from 160 to 190 places in September 2027.

2) DELEGATE authority to the Director of Infrastructure to take relevant actions including but not limited to negotiating, entering into and finalising the terms of relevant contracts, contract variations or other legal agreements (including granting of leases for utility installations for over 20 years, if necessary), as required, to implement the decision; and

3) AGREE for the Director of Infrastructure, to be the nominated Authority Representative within the relevant agreements, with authority to enter variations as envisaged under the contracts. Variations to contract value to be no more than 10% above the capital funding agreed by the Cabinet Member for Education and Skills without requiring a further Key Decision.

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 2026-30 (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. A copy of the plan can be viewed from this link:

Commissioning Plan for Education Provision - Kent County Council

For provision planning purposes KCC produces forecasts according to planning groups.  These planning groups are nationally recognised by central Government.

The KCP identifies the need for additional selective Secondary provision to serve the Maidstone and Malling planning group.

Proposal

To meet the identified demand for additional selective Secondary provision within the Maidstone and Malling planning group, we propose to permanently expand Oakwood Park Grammar School by 1 FE, increasing its PAN from 160 to 190 places in September 2027.

Analysis of Demand:

The schools in the Maidstone and Malling Selective Planning Group are all single-sex providers (for compulsory school-aged children). In September 2023 Maidstone Grammar School for Girls was expanded by 1 FE which provided additional provision for girls.

The current PANs of the four grammar schools in the Borough are shown below:

Since 2021, around 25% of Year 6 pupils in the planning area have been assessed as grammar eligible through the Kent Test. While that proportion has remained broadly stable, the overall cohort has grown, increasing the number of grammar-eligible pupils from 749 in 2021 to 780 in 2025. This reflects growth in the resident pupil population rather than any change in test participation or eligibility rates. This growth is expected to continue.

Year 7 cohorts for Maidstone residents have risen strongly over the past decade, largely due to sustained housebuilding in the borough. Housing completions increased significantly from 2016 onwards and, based on the adopted Local Plan, are expected to remain at or above current levels into the 2030s. KCC forecasts show that the secondary-aged population has not yet peaked, with Year 7 cohorts expected to grow through the rest of the decade. If published admission numbers remain unchanged, a deficit of 1 to 2 forms of entry is forecast over the Plan period.

The gender split in grammar eligibility has also remained stable, with boys accounting for around 52% of those assessed as eligible. In 2025, that was 401 boys. However, boys’ places currently make up 45% of available Year 7 grammar places, despite boys making up around 51% of the local pupil population.

As at 30 January 2026, Oakwood Park had no spare Year 7 places and Maidstone Grammar School was 6 pupils over PAN. Around 90% of grammar-eligible boys in the planning area attend one of these two schools.

It is therefore considered necessary for Oakwood Park Grammar School to provide 30 additional selective places for boys from September 2027 to secure a place for eligible children and to seek to secure equity in single sex places. 

Options

There are only 2 boys’ grammar schools within the planning group, Oakwood Park and Maidstone Grammar School and therefore the options for expanding boys’ grammar provision are limited to these schools.  Maidstone Grammar School was expanded previously and would be more challenging to expand further than Oakwood Park.

How the proposed decision supports the Council’s strategic statement

This proposal is necessary for KCC to continue to deliver the statutory duty, in a cost-effective way, in line with the guidelines described in KCC’s strategic statement. It will help to maintain

KCC’s strategic role in supporting schools in Kent to deliver accessible, high-quality education provision for all families and meets the following priorities:

·             Delivering Better Outcomes for Children and Young People - Access to Local Education: Providing increased capacity ensures children can attend a good local school, reduces travel and supports wellbeing. Meeting Demand: Responds to demographic growth and housing developments, ensuring sufficient places for all primary-aged children.

·             Stronger Communities and Localism - Community Cohesion: Keeping children in local schools strengthens community identity and parental engagement, supporting KCC’s vision for resilient communities.

Financial Implications

Capital

Comprehensive feasibility and design work have been completed as part of the on-going planning application process.  From these works, the total scheme cost is estimated to be £7.2m that will be funded from the Basic Need Capital Programme.

The scheme incorporates 3 additional general teaching classrooms, a 3-court sports hall and a science classroom extension.  This will be achieved via the provision of a new building, internal remodelling of existing accommodation and improvements to facilities.

Capital Costs for mainstream provision are funded through the Basic Need Capital Programme, which is made up from a range of sources including the Basic Need Grant, Developer Contributions, Prudential Borrowing (originally agreed to fund shortfalls in historic schemes) and other specific grants (such as schools rebuild programme). The Basic Need Grant is the largest contributor to the programme and is provided by the DfE to support local authorities fulfil their statutory duty to ensure there are enough school places for children aged 5 to 16 in their area. The Education capital programme is continuously reviewed, with projects entering and leaving the programme regularly in response to demand and project completions. The 2026-27 Basic Need Budget, agreed at County Council in February, of £148 million included an allowance for the estimated cost of this scheme and the updated costing is expected to be accommodated following changes to other projects. This project is partly expected to funded from developer contributors of £411,502.

Revenue

Should the scheme not proceed through to completion, any costs incurred at the time of cessation would become abortive costs and are likely to be recharged to Revenue. This would be reported through the regular financial monitoring reports to Cabinet. This will be a cost to the General Fund.

Should the scheme progress, £6,000 per new learning space would be provided towards the cost of furniture and equipment. This would be provided to the school to purchase required equipment. In addition, an allowance of up to £2,500 may be payable to outfit each new teaching room with appropriate ICT equipment, such as touch screens or projection equipment.  The school would receive funding for the additional pupils that it admits in line with the funding allocated to special schools through KCC’s funding formula. All school related revenue costs highlighted will be met from the Dedicated Schools Grant, a ring-fenced grant from the Department of Education.  

Legal Implications

Planning permission will be required for expansion and the application process is ongoing.

The Director of Infrastructure will be overseeing the scheme to ensure public funds are utilised appropriately.  The works shall be procured via the Council’s Construction Partnership Framework which is compliant with the Procurement Act 2023 and has been a frequent procurement route for major projects of this type over the last few years.

Local authorities must plan for and secure sufficient school places for their area in line with their duties under section 14 of the Education Act 1996.

All individual proposals to either establish new, expand current or cease current provision will be required to go through the DfE process of making significant changes to an academy (non-statutory guidance on collaborative school place planning and making organisational changes to academies, August 2025).

As Cabinet Member for Cabinet Member for Education and Skills,  I agree to:

1) APPROVE the allocation of £7.3m from the Children, Young People and Education Services Basic Need Capital Budget to permanently expand Oakwood Park Grammar School by 1 FE, increasing its PAN from 160 to 190 places in September 2027.

2) DELEGATE authority to the Director of Infrastructure to take relevant actions including but not limited to negotiating, entering into and finalising the terms of relevant contracts, contract variations or other legal agreements as required  to implement the decision, including the granting of leases for utility installations for over 20 years, if necessary, in consultation with the Deputy Leader.

3) AGREE for the Director of Infrastructure, to be the nominated Authority Representative within the relevant agreements, with authority to enter variations as envisaged under the contracts. Variations to contract value to be no more than 10% above the capital funding agreed by the Cabinet Member for Education and Skills without requiring a further Key Decision.

Proposed decision

To approve and adopt the Winning for Kent: Procurement with Purpose Policy 2026-2028.

Reason for the decision

To modernise, simplify and standardise how Kent County Council uses procurement to support Kent’s economy, Kent businesses and Kent communities. The Policy sets out a proportionate, business-friendly framework for delivering wider public benefit (Social Value) through procurement, meaning that Social Value requirements are scaled to the size, value, risk and complexity of the contract, ensuring expectations are appropriate, achievable and do not create unnecessary barriers for small and medium?sized enterprises (SMEs) or voluntary, community and social enterprise organisations (VCSEs). This policy fulfils statutory duties under the Public Services (Social Value) Act 2012, the Procurement Act 2023 and the National Procurement Policy Statement. It also puts into practice the ambitions of KCC’s Strategic Statement and Commercial Strategy.

Social Value is about using public spending to deliver wider benefits for Kent, alongside the core goods, services or works the Council is procuring. In practice, this can include creating local jobs or apprenticeships, supporting Kent?based businesses and supply chains, and delivering community benefits that respond to local needs.

Initial reviews and supplier feedback have highlighted the need for greater consistency in and certainty around the wider public benefit that the Council expects suppliers to deliver when contracted with the authority. This Policy provides greater clarity, improves accountability, and ensures procurement activity delivers stronger outcomes for Kent residents and businesses.

This decision will authorise the publication of the Policy and initiate implementation, including performance monitoring and supplier engagement and officer training, delivered within existing resources.

Background

Kent County Council spends approximately £1.47 billion annually through third-party contracts to deliver essential services for residents. Because this spend represents significant public investment, effective procurement can strengthen Kent’s economy, grow responsible local businesses, support local employment, develop skills, and support resilience communities

National policy – including the Social Value Act (2012), the Procurement Act (2023) and the National Procurement Policy Statement – require public bodies to consider wider public benefit (Social Value) consistently as part of procurement. Previous internal reviews and supplier feedback have highlighted variation in how Social Value has been sought across the Council and the authority’s expectations of its suppliers. This Policy translates the legal duties into a practical, proportionate framework aligned to Kent’s priorities, ensuring compliance while keeping the focus on supporting the Kent economy and communities.

The Policy updates and standardises the approach, ensuring transparency, proportionality, and clarity for officers, suppliers (especially Small and Medium Enterprises (SMEs) and Voluntary, Community, and Social Enterprises (VCSEs), and Members. It also builds on earlier decisions made through the Strategic Statement and Commercial Strategy, and formalises a clear framework for delivering measurable, meaningful community outcomes for Kent through procurement.

Options (other options considered but discarded)

A range of options were considered to determine the most effective way to deliver wider public benefit (Social Value) through procurement. These included:

1.    Do Nothing / Maintain Status Quo

This option would have involved continuing without a formally approved policy or consistent, standardised approach. Retaining the current inconsistent approach would mean continued inconsistency and variation in approaches across services, unclear expectations for suppliers, and missed opportunities to maximise benefits for Kent’s economy and communities. This option also does not address statutory requirements, or expectations for greater transparency and accountability, limiting the Council’s ability to evidence compliance with the Procurement Act and other regulations in this area.

2.    Incremental Improvement

This option would make only small adjustments to the current approach and would result in limited improvement to how consistently Social Value is applied or how much difference it makes in practice. While minor changes to existing guidance may help in the short term, they would not provide the clarity, consistency or accountability that a formal policy offers. Without a clear policy framework, approaches would continue to vary across the Council, meaning opportunities to use procurement to deliver wider benefits for Kent would be missed. This option would also limit our ability to clearly demonstrate impact, reduce inefficiencies, and provide assurance that we are meeting our obligations under the Procurement Act, increasing the risk of challenge or audit concern.

3.    New Policy (Proposed Option for progression)

This proposal introduces a new, formally approved policy that strengthens the Council’s ability to use procurement as a strategic tool for delivering wider community and economic benefits. It establishes a clear, consistent, and business-friendly framework that embeds the consideration of wider public benefit (Social Value) throughout the procurement cycle, ensures compliance with national legislation, and aligns supplier activity with Kent’s evidence?led priorities. By formalising this policy, the Council enhances governance, improves accountability, and maximises the positive outcomes generated from public spending, while simplifying expectations for suppliers.

How the proposed decision supports the Council’s Strategic Statement

The Policy directly supports the Council’s commitment to using Kent’s buying power to support local jobs, strengthen local supply chains, and retain economic value and investment in the county. It strengthens the Council’s ability to leverage procurement to create local employment opportunities, develop skills, grow responsible Kent?based businesses, and encourage suppliers to re-invest through local supply chains. By embedding proportionate and outcome-focused requirements into all relevant procurements, the Policy ensures that public spending has the greatest possible benefit for Kent’s residents and communities.

Financial Implications

Adoption of the Policy is expected to be cost neutral. Training, guidance, and implementation will be delivered within existing budgets and absorbed within current officer roles and responsibilities. Activity relating to awareness?raising, proportionate data capture, and contract monitoring will be embedded into existing procurement and contract management processes rather than creating new standalone requirements.

The Policy supports Best Value by strengthening how the Council defines, assesses and evidences Value for Money, moving beyond cost alone to consider the wider economic and social outcomes achieved through Council spending. Where Social Value activity is delivered by suppliers, it is expected to be delivered within the agreed contract value not anticipated to result in additional cost to the Council. Any supplier commitments secured through the procurement process are intended to represent demonstrable added value rather than additional financial pressure.

While there may be indirect impacts associated with implementation – such as officer time for contract management, measurement, or reporting – these are expected to be managed within existing resources, systems, and tools. Embedding Social Value monitoring into established financial and performance management processes will help strengthen assurance and provide a clear audit trail, supporting evidence of Value for Money in procurement activity.

Officers will continue to exercise professional judgement, informed by their understanding of the market and what it can realistically deliver. They will retain flexibility to scale and tailor Social Value requirements where cost, capacity, or market maturity considerations arise, ensuring that Value for Money remains central to procurement outcomes.

As Deputy Leader of the Council, I agree to:

(a)     Approve the adoption and implementation of the Winning for Kent: Procurement with Purpose Policy 2026-2028.

(b)     Delegate authority to the Chief Procurement Officer in consultation with the Deputy Leader, to refresh and make non-material revisions to the policy where changes do not alter policy intent or require additional governance.

(c)     Delegate authority to the Chief Procurement Officer to take all necessary 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.

Proposed decision:

The Deputy Leader to:

1.         APPROVE the allocation of £7,562,446 from the flexible use of capital receipts to fund the remainder of Phase 2 of the Oracle Cloud Programme until February 2027, and;

2.         DELEGATE authority to the Senior Responsible Office in consultation with the Director of Technology, and with the Deputy Leader, for the necessary contractual negotiations and authority to enter into any legal agreements required to implement the above.

Reason for the decision

To finalise the replacement of our legacy Oracle application. Phase 1 was implemented in August 2025 and replaced our previous Finance and Procurement system. Phase 2 will deliver our replacement HR And Payroll function and is still in final stages of testing. Phase 2 is expected to go live later in financial year 2026/27.

Background

The Oracle Cloud Programme is a major technology transformation programme which began in 2023 with the procurement of the new Oracle Cloud system and the council’s implementation partner. It is an extremely complex programme that has required the time and effort of a combined team of specialist contractors and KCC staff from across the Council over the last three years.

The decision was taken to split the implementation into two phases in order to mitigate the risk of such a large scale and complex implementation. Phase 1 (Finance and Procurement) went live in August 2025. Phase 2 (HR and Payroll) has been moving through the design development and testing stages since early 2025.

It is the intention that Phase 2 is implemented later in 2026/27 to complete the Oracle Cloud transformation.

Options

The Oracle Cloud Board has been proactive in the approach to managing the issues faced and a number of options have been considered. 

Given the severity of the risks faced if the programme is not finished, demobilising the programme is not considered an option.

An expert third party strategic review was commissioned to highlight programme and governance amendments to guide and strengthen the delivery of the final phase. The recommendations of this review are being implemented with the oversight of the Oracle Cloud Board.

How the proposed decision supports the Council’s Strategic Statement

Aim 2 of the current Strategic Statement ‘Reforming Kent 2025-2028’ includes the objective ‘Make every penny count, using a common sense approach and DOLGE to find efficiency savings and income generation opportunities’.

Whilst the implementation of the Oracle Cloud Programme has proved more expensive that initially estimated, the benchmarking demonstrates that the costs anticipated bear comparison when compared to other organisations delivering comparative programmes.

Equally, there are efficiencies to be realised once the implementation is complete, as the Council will be able to reduce its reliance on additional, third party systems, as the functionality built into our new Oracle Cloud system will allow greater integration of processes than can currently be utilised. Equally, the improved use of data to inform decisions and the reduction in staff hours required for manual processes will deliver knock on efficiencies.

As Deputy Leader and Cabinet Member for Finance, I agree to:

1. APPROVE the allocation of £7,562,446 from the flexible use of capital receipts to fund the remainder of Phase 2 of the Oracle Cloud Programme until February 2027

2. DELEGATE authority to the Corporate Director for Growth, Environment and Transport, in consultation with the Director of Technology, and with the Deputy Leader, to take relevant actions, including but not limited to, negotiating, finalising and entering into contracts or other legal agreements, as necessary to implement the decision.

Proposed decision:

To procure and enter contractual arrangements for the provision of the Highway Urban Grass, Shrubs, Hedges Maintenance Contract

Reason for the decision

The Council has a statutory duty to maintain a safe highway for all users, which includes ensuring highway vegetation does not cause a hazard or obstruction for motorists and pedestrians.

To ensure this duty is met, the Soft Landscape Highways Team have in place the Highways Urban Grass, Shrubs & Hedges Maintenance Contract. The service is split across the county into 2 lots:  Lot 1 – West & Lot 2 – East.

At present, these services are covered under existing contractual arrangements, which expire in February 2027.

The services will need to be commissioned externally to ensure the Council meets its statutory obligations.

Background

The Contractor for each lot is responsible for the programmed works and additional ad-hoc provision. The main service areas comprise of urban grass, shrub and hedge cutting to contribute to visual amenity and to keep roads and pavements clear of vegetation for the safe passage of highway users.

The annual activities required under this contract consist of the following:

·       Six Programmed Urban Grass Cutting visits. 

·       One Shrub bed maintenance visit.

·       One Hedge maintenance visit. 

·       Conservation Verge and Wildflower programmed maintenance visits. 

·       Other programmed activities.

·       Ad hoc works.

Lotting

To enable delivery across the County the following lots are being sought:

• Lot 1 (West) – Dartford, Gravesham, Sevenoaks, Tonbridge & Malling and Tunbridge Wells

• Lot 2 (East) – Maidstone, Swale, Canterbury and Thanet, Folkestone and Hythe

Dover and Ashford Districts are maintained by the Local District Councils. There will be provision to add these into the contract if this changes.

The tender will allow flexibility, up to a defined point in the procurement process, to adapt the lotting strategy to reflect Local Government Reorganisation (LGR), supported by contractual provisions enabling future service reorganisation to maintain resilience.

How the proposed decision supports the Strategic Statement- Reforming Kent 2025-2028

The contract supports Aim 2: Reforming Kent County Council by ensuring that best value is obtained for the Council, and that LGR is considered in our procurement decisions.

The contract supports Aim 4:  Building Better Communities by ensuring that infrastructure is safe and accessible and that the quality of our roads and street scenes is maintained.

Financial Implications

Contracts have been linked to the GM87 indices for the duration of the contract to ensure prices are maintained in line with prevailing inflation. A competitive procurement process will be undertaken, with the contract awarded to the Most Advantageous Tender (MAT).

The proposed contract term is 5 years with the option to extend for up to a further 3 years.

The overall spend for this contract for programmed works is estimated at £15.23 million over the contracts full term, equating to £1.91 million per year. This spend is currently funded through the highway’s soft landscape revenue budget which allowing for future inflation, will be sufficient.

Due to uncertainty around inflationary pressures, ad hoc works, potential service transfers from District Councils, and possible increases in contract throughput, the published contract value will be set at £22.5 million over the life of the contract, including optional extensions. This provides the necessary contractual and governance headroom to manage change arising from the varying nature of services, support contract longevity, and remain compliant with procurement and governance requirements.

If pressures do occur, additional costs will only be incurred if there is an available funding source, and/or variations will be made to ensure spend remains within the current resource envelope

Decision:

As Cabinet Member for Highways & Transport, I agree to:

1. APPROVAL to procure and award a new Highways Urban Grass, Shrubs and Hedges Maintenance contract for up to five years with an opportunity to extend this for up to three further years,

2. DELEGATE authority to the Director of Highways and Transport to take relevant actions to facilitate the required procurement activity,

3. DELEGATE authority to the Corporate Director of Growth, Environment and Transport, in consultation with the Cabinet Member for Highways and Transport to take relevant actions including but not limited to awarding, finalising the terms of and entering into the relevant contracts or other legal agreements, as necessary, to implement the decision and

4. DELEGATE authority to the Corporate Director of Growth, Environment and Transport, in consultation with the Cabinet Member for Highways and Transport, to award extensions of the contract in accordance with the relevant clauses within the contract.

Reason for the decision

Kent County Council (KCC) are a strategic partner with Turner Contemporary Trust, who run and manage Turner Contemporary.  KCC maintain liabilities relating to the maintenance and upkeep the gallery. Under the terms of the lease KCC retain responsibility for elements of the building including external fabric and key elements of infrastructure.

It is important to maintain the gallery as a key asset to the county, it delivers significant value to KCC by acting as a catalyst for regeneration in the area of Margate, boosting tourism and local economic growth while helping to reduce deprivation in coastal communities.

A decision is required to enable KCC to enter into a contract which may exceed the key decision threshold.

It supports KCC’s priorities by creating jobs, attracting investment, enhancing education and skills through cultural programmes, and improving community wellbeing. At the same time, it strengthens Kent’s reputation as a cultural destination, helping secure further funding and supporting long-term, sustainable place-making.

Background

An Arts Council England Grant application was made in November 2025 seeking funding for essential maintenance works to the Gallery. The grant was part of the Creative Foundations Fund – a part of the government’s £127.8 million Arts Everywhere project.

As part of the application, a scope and budget costs analysis was required and to support the development of the scope, a contractor was appointed via the KCC Construction Partnership Framework. 

The application was successful and a grant of £865,000 has been agreed and formally accepted.

As part of the grant qualification requirements, KCC will need to contribute £50,000 to the project. The current scope has been produced based on investigations and condition survey information. It is anticipated that when further investigations are undertaken and construction works commences, further items, currently outside of scope may be revealed and therefore a contingency will also be required.

The total project funding will be specifically allocated to produce and meet the scope which includes essential maintenance and capital works to safeguard Turner Contemporary’s building and ensure it remains safe, accessible and operational.

Options (other options considered but discarded)

Do nothing – not to pursue the Arts Council England Grant application – dismissed.

Enter into the necessary contracts to complete the essential works - Enter into the contracts for essential maintenance and improvements to the gallery – recommended option.

How the proposed decision supports the Council’s Strategic Statement

Levelling up and reducing inequalities: Investment in maintaining the gallery supports the continued regeneration of Margate, a coastal area with higher deprivation, helping to improve economic prospects and community resilience.

Economic growth: Ensuring the building remains fit-for-purpose protects a major cultural asset that attracts visitors, sustains the local tourism economy, and supports businesses across East Kent.

Health and wellbeing: Keeping the gallery operational enables ongoing access to arts and cultural activities, which contribute to mental wellbeing, social inclusion, and stronger communities.

Education and skills: Maintenance safeguards a venue that delivers education programmes and creative learning opportunities aligned with KCC’s skills and aspiration objectives.

Sustainable infrastructure and place-making: As KCC retains responsibilities for elements of the building, maintaining it ensures a high-quality, safe, and sustainable public asset that underpins long-term regeneration

Financial Implications

An Arts Council England Grant application was made in November 2025 seeking funding for essential maintenance works to the Gallery.

The application was successful and a grant of £865,000 has been allocated for the works to gallery.

As part of the grant qualification requirements, KCC will need to contribute £50,000 to the project. The current scope has been produced based on investigations and condition survey information. It is anticipated that when further investigations are undertaken and construction works commences, further items, currently outside of scope may be revealed and therefore a contingency will also be required.

KCC’s contribution has been allocated within the Modernisation of Assets (MOA) budget.

The total project funding will be specifically allocated to produce and meet the scope which includes essential maintenance and capital works to safeguard Turner Contemporary’s building and ensure it remains safe, accessible and operational.

As Deputy Leader, I agree to:

1.    APPROVE the allocation of £1,055,196 to enable the necessary repairs, maintenance and improvement of the Turner Contemporary Gallery;

2.    DELEGATE authority to the Director of Infrastructure to take relevant actions, including but not limited to, negotiating, finalising and entering into required contracts and other legal agreements as necessary to implement the decision.

Proposed decision:  Extend the Everyday Life Activities Contract for up to two years from 1 October 2026 to 30 September 2028.

Reason for the decision

The Every Day Life Activities Contract commenced on 1 October 2022 and will expire on 30 September 2026. The contract has two permitted, two-year extensions available.

This proposed decision seeks to extends the EDLA Contract from 1 October 2026 to 30 September 2028, using one of the permissible two year extensions to maintain service continuity while the Council prepares for recommissioning of the service.

The contract was designed to provide a more flexible approach to day service provision, providing a range of activities and skill development opportunities within the community. It is primarily used by people with learning disabilities or physical disabilities.There are currently 24 providers on the EDLA contract and 1,089 people with assessed eligible Care Act needs utilising the EDLA contract each week.

The services support people with independent living skills, employment and training opportunities, reduce reliance on higher-cost services and support for family carers.

Options (other options considered but discarded)

The options available at this stage are to extend the contract with or without changes or to end the contract. Each option carries risks that informed the appraisal.

How the proposed decision supports the Council’s Strategic Statement

Reforming Kent 2025–2028 sets out the Council’s approach to becoming a financially sustainable, outcome-focused authority that delivers effective support to residents while making best use of limited resources.

This decision supports that ambition by maintaining continuity of essential services for residents, while a redesign and recommissioning of day opportunities is undertaken to better meet changing needs.

Through strengthened contract and demand management, the extension also supports the Council’s financial recovery by improving value for money, ensuring resources are focused on assessed need, and managing cost and demand pressures within the system.

The extension provides a platform for coproduction with residents, carers, and providers to shape a more sustainable and responsive service model for the future, aligned with the Council’s commitment to prevention, independence, and partnership working.

As Cabinet Member for Adult Social Care I agree to:

a)    EXTEND the Every Day Life Activities contract for up to two years from 1 October 2026 to 30 September 2028; and

b)     DELEGATE authority to the Corporate Director, Adult Social Care and Health to take other 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:

To make permanent the operating model for the recently established in-house Visitor Economy (Visit Kent) and Inward Investment (Invest Kent) Service for Kent & Medway.

Reason for the decision

-      The decision is required to confirm the future arrangements of the Visitor Economy (Visit Kent) and Inward Investment (Invest Kent) Service for Kent & Medway.

-      The proposed decision is to continue the current in-house delivery model for the Visitor Economy (Visit Kent) and Inward Investment (Invest Kent) service until such time that the successor local government arrangements are implemented through Local Government Reorganisation (LGR) and devolution arrangements. The service will transfer to the successor authority in accordance with statutory arrangements, thus ensuring continuity of delivery. The detailed future operating model will be determined by the successor body.   

-      This decision ensures continuity of service delivery, protects economic competitiveness, and supports a managed transition to future governance arrangements.

Background

-      Visitor economy and inward investment services are essential components of local economic development, supporting business growth, job creation, and external reputation. Kent & Medway’s Visitor Economy is worth £4.1bn annually and its 6,000 businesses support more than 82,000 jobs (11% of the county’s employment).

-      Historically, these services were delivered through externally commissioned organisations (Visit Kent and Locate in Kent). However, following their cessation in September 2025, KCC and Medway Council established a new in-house, partnership-led service to ensure continuity of critical economic functions, including destination management, promotion, and inward investment to:

o   Safeguard key functions and assets

o   Maintain Kent & Medway’s competitiveness

o   Provide continuity for businesses, investors and the tourism sector

o   Align delivery with future devolution considerations

-      The in-house model was determined to be the most effective and expedient approach for the period to March 2027.

-      The services directly support the Kent & Medway Economic Framework (KMEF), which sets out ambitions to create a more productive, sustainable and inclusive economy, including attracting investment and strengthening place-based economic growth.

-      They also play a key role in:

o   Promoting Kent & Medway as a destination to visit, live and invest

o   Securing inward investment and supporting business relocation

o   Coordinating the tourism sector and improving productivity

o   Enhancing external reputation and competitiveness

-      The early establishment of the in-house model has enabled KCC and partners to stabilise service delivery and begin rebuilding capacity following a significant reduction in funding and provision in recent years.

-      The service has now been established and operational since November 2025, with the new Visit Kent model launched on 7 May 2026 and Invest Kent launched at UKREiiF (UK’s Real Estate Investment and Infrastructure Forum) 19 – 21 May 2026, demonstrating early progress in restoring Kent & Medway’s market presence nationally and internationally. The service was shaped in consultation with key partners. Industry and strategic direction is led by an external non-executive chair and a oversight board.

Options (other options considered but discarded)

Option 1: Cease provision of the service (Do nothing) (Not recommended)

-      This would result in no coordinated visitor economy or inward investment service across Kent & Medway.

Implications:

-      Loss of strategic leadership and coordination

-      Reduced ability to attract inward investment

-      Loss of destination marketing capability

-      Risk of reduced visitor spend and economic activity

-      Reputational damage and loss of competitiveness relative to other areas

-      This option is not recommended.

Option 2: Scale back the current service (Not recommended)

-      This would involve continuing a reduced version of the service, focusing on limited core functions. The service is already operating on a minimum viable service basis having faced funding reductions of 65% over recent years.

Implications:

-      Reduced reach and impact in attracting investment and visitors

-      Inability to deliver full range of strategic and sector support activity

-      Risk that Kent & Medway falls behind competitor destinations

-      Loss of momentum established since the launch of the new model

-      This option presents moderate risk and does not maximise economic benefit.

How the proposed decision supports the Council’s Strategic Statement

-      The proposal aligns strongly with the four aims of KCC’s strategic statement:

Putting Kent Residents First

-      The service supports local residents by driving economic growth, supporting jobs, and increasing opportunities across the county.

Reforming Kent County Council

-      The in-house model represents a more efficient, streamlined approach to service delivery, aligning with the Council’s focus on value for money, efficiency and reducing reliance on external provision.

Supporting Residents That Need Help

-      By supporting economic growth and job creation, the service contributes to reducing dependency and improving economic resilience for individuals and communities.

Building Better Communities

-      Visitor economy and inward investment activity helps create vibrant places, supports local businesses, and strengthens community prosperity and cohesion.

-      In addition, the proposal supports the Council’s emphasis on value for money, efficiency, and delivering services that provide tangible benefits to residents and local businesses.

As Cabinet Member for Economic Development and Special Projects, I agree to continue the in-house Visitor Economy and Inward Investment Service for Kent and Medway, specifically:

a)    APPROVE the continuation of the existing in-house provision model for the delivery of Visitor Economy and Inward Investment services, delivered through the Grow in Kent team, beyond 31 March 2027.

b)    APPROVE the use of approved Kent County Council budgets and any relevant external funding or income to support the continued delivery of the in-house service.

c)   DELEGATE authority to the Corporate Director of Growth, Environment and Transport, in consultation with the S151 officer, to agree, finalise and manage all funding arrangements associated with the continued delivery of the service.

d) DELEGATE authority to the Corporate Director of Growth, Environment and Transport to take all necessary actions, including (but not limited to), negotiating, finalising terms and entering into contracts or other legal agreements, and amending or terminating those agreements as required to implement the decision and maintain the continued delivery of the service.

This delegation ensures continuity of delivery pending the outcome and implementation of Local Government Reorganisation and devolution arrangements, recognising that no final service model or governance structure has yet been determined for successor authorities

Proposed decision:Procure and award new contracts for new Suicide Prevention Services  from 1 April 2027.

Reason for the decision

National Suicide Prevention Strategy for England (2023–2028)specifies that Local Authorities, through their Public Health teams, are expected to lead multi-agency suicide prevention partnerships, develop local suicide prevention strategies, and coordinate delivery across the system. Therefore, Kent County Council (KCC) leads the suicide prevention programme, including commissioning services, even though the funding originates from NHS budgets.

Existing Suicide Prevention Services are due to end on 31 March 2027. New contracts are required to be competitively procured to ensure the continued delivery of high-quality suicide prevention and bereavement support services from 1 April 2027. This is an Executive Member Key Decision as services are delivered across Kent and Medway (more than 2 electoral divisions) and it supports the delivery of aims within the Kent and Medway Suicide & Self-Harm Prevention Strategy 2026-2030.

Background

The Suicide & Self-Harm prevention strategy for 2026-2030 was published in January 2026 (25/00105). To support delivery of the strategy the council commissions suicide prevention services across Kent and Medway which have an end date of 31 March 2027:

• Amparo (Contract SC20060), delivering specialist support to individuals who have been bereaved by suicide.
• Mid Kent MIND (Contract SC21041), delivering Suicide Prevention Training.

A comprehensive programme of activity has underpinned the development of the new Suicide Prevention Services, required to be in place by 1 April 2027 to replace existing provision.

New contracts, proposed to be procured and awarded, include:

·         Specialist Suicide Bereavement Support Service (CN260672) to deliver timely, accessible, and high-quality support is available to those affected by suicide, helping to mitigate the longer-term emotional, social and health impacts of bereavement. This service will offer free support to up to 250 individuals across Kent and Medway including:

·         Suicide Prevention Training Workshops (CN260673) to empower individuals with the confidence, knowledge, and skills to recognise warning signs of suicidal ideation, intervene effectively, and signpost individuals to appropriate local support. This service will provide free training to a minimum of 1700 people per year across Kent and Medway delivered both face to face and virtually.

Options (other options considered but discarded)

Four options have been considered for the future of Suicide Prevention Services in Kent and Medway as the current contracts approach expiry on 31 March 2027, with Option 3 being preferred;

Option 1: Do nothing - allow the existing suicide prevention services in Kent and Medway to come to an end 31 March 2027. This option is not recommended, as it would leave bereaved individuals without access to essential support, risk higher long-term costs and contradict national and local strategic priorities.

Option 2: Extend current suicide prevention services in Kent and Medway. This option is not preferred at this time. While this would maintain continuity, it may limit opportunities for innovation, market testing, and securing longer-term value for money.

Option 3:  Recommission suicide prevention services in Kent and Medway via open procurement. This is the preferred option. Recommissioning the services through a competitive procurement process will ensure transparency, allow for market engagement, and support the identification of the most suitable provider. This approach enables service improvement, innovation, and alignment with the NHS Long Term Plan and the Kent & Medway Suicide and Self-Harm Prevention Strategy 2026–2030, while supporting continuity and minimising disruption through robust mobilisation and transition arrangements.

Option 4: Bring suicide prevention services in Kent and Medway service in-house. This option is not preferred due to potential service disruption and lack of specialist expertise; may be revisited in future commissioning cycles.

How the proposed decision supports the Council’s Strategic Statement

The recommissioning of Suicide Prevention Services supports delivery of Kent County Council’s Reforming Kent strategic priorities by contributing to improved health outcomes, reducing inequalities, and strengthening preventative approaches across the system.

Financial Implications

The total value of the new services, including all extension options, is £940,000 over a maximum five-year period, comprising:

• Specialist Suicide Bereavement Support Service (CN260672): £130,000 per annum (up to £650,000 over five years)

·         Suicide Prevention Training Workshops (CN260673): £58,000 per annum (up to £290,000 over five years)

KCC leads the suicide prevention programme as the Public Health authority, with funding provided by the Integrated Care Board (ICB) under an existing Memorandum of Understanding.

While formal funding confirmation from the Integrated Care Board (ICB) is pending, it is anticipated that this will be in place by the end of Summer 2026. Procurement activity will not commence until funding is secured.

It is important to note that delaying the Key Decision until ICB funding is confirmed would mean the next available opportunity to bring this to Cabinet Committee is 22 September 2026, due to the summer recess. This would not allow sufficient time to undertake procurement, contract award, and the required mobilisation period (approximately four months) ahead of the planned go-live date for services of 1 April 2027. Such delays would risk service disruption and loss of continuity for service users. By progressing governance and decision-making now, the council can ensure timely recommissioning and a smooth transition to new contracts, while maintaining robust financial assurance by only proceeding to contract award and mobilisation once funding is formally secured.

As Cabinet Member for Environment, Coastal Regeneration and Public Health, I agree to:

a.    APPROVE the procurement of Suicide Prevention Services from 1 April 2027:

• Specialist Suicide Bereavement Support Service, CN260672 - Three-year contract (1 April 2027 – 31 March 2030) with an optional extension, up to 24 months.

• Suicide Prevention Training Workshops (CN260673) - Three-year contract (1 April 2027 – 31 March 2030) with an optional extension, up to 24 months.

b. APPROVE the continuation of partnership working arrangements with the Integrated Care Board (ICB), including the review and refresh of the Memorandum of Understanding (MoU) to support the delivery of the Suicide Prevention Programme;

c. DELEGATE authority to the Director of Public Health to commission the relevant services and enter into contracts or other legal agreements, including a refreshed Memorandum of Understanding (MoU) with relevant partners, to deliver Suicide Prevention Services;

d. DELEGATE authority to the Director of Public Health, to exercise relevant contract extensions

e. DELEGATE authority to the Director of Public Health, to take all other relevant actions, including but not limited to, negotiating, finalising the terms of, and entering into the required contracts or other legal agreements, as necessary, to implement the decision

Proposed decision –That Cabinet APPROVES the adoption of the Delivery of Local Government Efficiency (DOLGE) Strategy.

Reason for the decision

This is a new strategy outside of KCC’s Policy Framework aligning to the Strategic Statement ‘Reforming Kent 2025-2028’.

Background

The ‘Department for Local Government Efficiency (DOLGE)’ was established by the Administration in May 2025.The proposed strategy sets out the second phase of DOLGE and the recommended collaborative KCC way of working to support this.In support of ‘Reforming Kent 2025-2028’, the strategy aims to promote further cost-consciousness, efficiency, and better spend of taxpayers’ money. The strategy will set out sensible and pragmatic solutions where efficiency is at the core.  

The four proposed strategic areas of focus are:

• Efficiency and simplification
• Ensuring spend and savings are to budget
• Commercial and income generation

§   Resilience and Local Government Reorganisation

Each strategic area will be supported by a series of top priorities; a number of core principles are proposed for use by the authority as a whole. 

Options (other options considered but discarded)

None, as the logical progression for the DOLGE effort is to move the programme to an authority-wide and collaborative format, which is the strategy’s purpose.

How the proposed decision supports the Council’s Strategic Statement

The proposed decision aligns with Kent County Council’s Strategic Statement ‘Reforming Kent 2025-2028’ specifically Aim 2 ‘Reforming Kent County Council’ and the objective tomake every penny count, using a common-sense approach and DOLGE to find efficiency savings and income generation opportunities. The Strategic Statement proposes a DOLGE Strategy as it enters its second phase.

That Cabinet agree to:

(a)  APPROVE and ADOPT the Delivery of Local Government Efficiency (DOLGE) Strategy

(b)  DELEGATE authority to the Chief Executive, in consultation with the Cabinet Member for Local Government Efficiency and Reorganisation, to make non-substantive revisions and updates to the strategy as appropriate during its lifetime