Proposed decision –

 

The Deputy Leader to:

 

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

 

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.

 

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.

 

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.

 

Option	Overall Risk Rating	Strategic Assessment
Option 1 Extend the contract without a structured programme of redesign for when the contract extension ends	?? Medium Risk	Maintains service continuity, financial control and statutory compliance. This option does not seek opportunities to strengthen contract and demand management during the extension. This option does not plan to redesign and recommission day opportunities, which could mean the 2nd permissible two-year extension would be needed.
Option 2 Extend the contract alongside strengthened contract and demand management, and a programme to redesign and recommission day opportunities   (Recommended)	?? Lowest Risk	Provides the best balance of statutory compliance, financial control and service continuity. This option will put in place strengthened contract and demand management arrangements to improve value for money and outcomes during the contract extension. And redesign and recommission day opportunities.
Option 3 – End Contract	?? High Risk	Creates significant statutory, operational, financial and market risks, including potential service disruption, increased costs and reputational impact for the Council.

 

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.

 

 

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

 

 

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.

 

 

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.

 

 

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.

 

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.

 

 

 

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:

 

			Current PANs	Total Y7 Places by Sex	% of Total Places
Girls	4058	Invicta Grammar School	240	450	55%
	4523	Maidstone Grammar School for Girls	210
Boys	4522	Maidstone Grammar School	205	365	45%
	5422	Oakwood Park Grammar School	160
				815

 

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).

 

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.

 

Proposed decision - Approval to extend the Domestic Abuse Act (DA Act) Framework to March 2029, in line with confirmed multi-year financial settlements from the Ministry of Housing, Communities and Local Government (MHCLG).

 

Approval to extend the well performing Kent Integrated Domestic Abuse Service (KIDAS) and Safe Accommodation Support Service (SASS) up to 31 January 2028 to ensure continuity of statutory service provision, support system stability, and enable a robust and compliant recommissioning process, including sufficient time for procurement, mobilisation, and co-commissioning.

 

Reason for the decision

Extension of Domestic Abuse Act (DA Act) Framework  - The Domestic Abuse Framework (originally approved under Key Decision 23/00060 and extended under Key Decision 25/00033) is currently in place until March 2027. It provides the governance structure for determining the allocation and use of Domestic Abuse Duty Safe Accommodation grant funding, as well as supporting strategic and operational decision-making. MHCLG has now confirmed multi-year settlements through the Homelessness, Rough Sleeping and Domestic Abuse Grant which is consolidating multiple funding streams including what was the Domestic Abuse Safe Accommodation Grant.

 

Extending the Framework to align with the duration of the Grant (to March 2029), and updating it to reflect the consolidated funding requirements, will:

·         Ensure continued compliance with the Grant conditions and statutory duties under Part 4 of the Domestic Abuse Act 2021,

·         Enable longer-term strategic planning and commissioning,

·         Support delivery of the Kent & Medway Domestic Abuse Strategy 2024–2029,

·         Provide flexibility to respond to changing need within the parameters set by MHCLG.

Extension of Kent Integrated Domestic Abuse Service (KIDAS) and Safe Accommodation Support Service (SASS) - KCC have services delivering support to survivors of domestic abuse which are due to end 31 March 2027:

1.    Kent Integrated Domestic Abuse Service (KIDAS) including:

o    Referral, Assessment and Triage (RAT) service, delivered countywide by a partnership arrangement, through a contract held by the Office of the Police and Crime Commissioner. The cost of this element is met in full by the OPCC as their financial contribution to the integrated service model.

o   Contract SS16041, delivered countywide by Oasis Domestic Abuse Service, Clarion Housing group and Look Ahead Care and Support Ltd.

2.    Safe Accommodation Support Service (SASS) SC220255

 

Commissioners are progressing the recommissioning of domestic abuse support services and the development of the new Kent Integrated Family Domestic Abuse Service (KIFDAS), which will bring together multiple funding streams, services, and activities (including KIDAS and SASS) into a single, coordinated service, aligned under one contractual framework. The transition from existing service arrangements to the KIFDAS model is complex and critical to get right. A well-managed transition is essential to ensure continuity of support for victims and their children, minimise operational disruption, and maintain safeguarding arrangements.

 

Given the complexity and in response to feedback from partner agencies during engagement activities, the extension of existing contracts, until 31 January 2028, is necessary to ensure successful procurement and mobilisation of the new contractual arrangements, without creating any disruption to service delivery. The additional time will also support multiple partners (up to 15) to collaboratively shape a strong, sustainable funding model that reflects shared responsibilities and long?term system priorities for KIFDAS.

 

Background

Domestic abuse is a cross-cutting issue. KCC has statutory duties under Part 4 of the Domestic Abuse (DA) Act 2021 to assess need, publish a strategy, and commission support for victims and their children residing in safe accommodation. Since 2021, these duties have been supported through grant funding from central government. The established Domestic Abuse Framework 2025-27 provides the governance mechanism to ensure funding is allocated in line with statutory requirements, local need, and strategic priorities set out in the Multi Agency Domestic Abuse Strategy 2024-29.

 

Key services to support survivors of domestic abuse are the Kent Integrated Domestic Abuse Service (KIDAS) and Safe Accommodation Support Service (SASS). Both are due to end 31 March 2027. Commissioners are progressing recommissioning activity and development of a new service to replace both and the procurement will aim to launch in Autumn 2026.

 

Options (other options considered but discarded)

·         Option 1: Do Nothing - Allow Framework and contracts to end without extension. This option has been rejected as it risks a failure to meet statutory duties under the Domestic Abuse Act and service disruption to victims of domestic abuse, including adults and children.

·         Option 2: Immediate Recommissioning – Extend Framework and proceed with immediate procurement of KIFDAS prior to full financial and organisational stability.This option has been rejected as it risks the codesigned KIFDAS model not being achievable within the funding envelope, further risking a poor market response, reduced value for money and service disruption caused by insufficient mobilisation period.

·         Option 3: Extend Framework, KIDAS and SASS services - This is the proposed option to be progressed as it maintains continuity and compliance, supports strategic alignment and co-production and enables robust procurement and mobilisation.

 

How the proposed decision supports the Council’s Strategic Statement

The extension of the DA Framework and proposed extension of the KIDAS and SASS contracts supports the delivery of a safer, more resilient Kent and contributes directly to the council’s ambitions for prevention, partnership working, financial sustainability, and system reform as set out in Reforming Kent 2025 – 2028, Our Council Strategy.

 

Financial Implications

The total cost for the proposed extension of the Domestic Abuse Act Framework across 2027-28 and services for the period 1 April 2027 to 31 January 2028 is £6,469,853.39, broken down as follows:

• Extension of Domestic Abuse Framework - The cost of implementing the Domestic Abuse Framework across 2027-29 will be met in full by Homelessness, Rough Sleeping and Domestic Abuse Grant funding, including unspent grant funding from previous years (held in reserves). A draft budget forecast for 2027-28 indicates that expenditure will be £5,197,005.52. This figure includes funding for key service delivery, including:
  • £2,110,879.98 for services delivered by the Kent Integrated Domestic Abuse Service (KIDAS) until 31 January 2028; and
  • £572,090.95 for the Safe Accommodation Support Service (SASS), until 31 January 2028.

 

• Extension of KIDAS –
  • The countywide KIDAS Referral, Assessment and Triage Service is provided through the OPCC’s Kent and Medway victim support contract, and the cost of this element is met in full by the OPCC as their financial contribution to the integrated service model. The OPCC has confirmed that this arrangement can continue for the duration of the proposed KIDAS extension.
  • The full cost to extend the KIDAS contract (SS16 041) for 10 months from 1 April 2027 to 31 January 2028 is £3,383,727.85. Of this total, £2,110,879.98 is funded from within the Domestic Abuse Framework allocation set out above. The remaining balance is met through existing KIDAS funding partner contributions, including Public Health Grant funding*,the Office of the Police and Crime Commissioner, Kent Fire and Rescue, the Integrated Care Board, and district and borough councils (Ashford, Canterbury, Dartford, Dover, Folkestone and Hythe, Gravesham, Maidstone, Swale and Thanet). This blended funding arrangement ensures that the full cost of the extension is met without creating any additional pressure on KCC’s base budget.

 

* This Public Health contribution is fully supported by the relevant Director and Cabinet Member

 

• Extension of SASS - The costs to extend the SASS contract (SC220 255) for 10 months from 1 April 2027 until 31 January 2028, is £572,090.95. This amount is included within the overall Domestic Abuse Framework allocation set out above and will be met in full by the Homelessness, Rough Sleeping and Domestic Abuse Act Grant.

 

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.

 

Proposed decision – To approve the implementation of the Families First Partnership Programme, in line with the Children’s Wellbeing and Schools Bill, the Working Together to Safeguard Children 2026 and The Families First Partnership (FFP) Programme Guide.

 

Following the Key Decision 25/00047 in August 2025 to approve the acceptance of grant funding for the Families First Programme for the period 2026/27, 2027/2028 and 2028/29, and to permit preparatory, mobilisation and design activity for the development of the Families First model, under delegated authority, the Interim Corporate Director for Children, Young People and Education formally accepted the Children, Families and Youth Grant through Officer Decision OD/26/00006, which enabled the continued use of grant funding for preparatory and design activity and the funding of existing services, but did not authorise implementation of the new model.

 

This proposed decision is intended to approve and subsequently implement the new Families First Partnership Programme model in children’s services, moving from design into full delivery in line with statutory requirements.

 

Central government is investing over £800m between 2025 and 2029 into the  Families First Partnership (FFP) programme to support local authorities and their partners to deliver system wide reform of children’s services focused on the implementation of Family Help, Multi-Agency Child Protection Teams and Family Group Decision Making, in response to recommendations from: The Independent Review of Children’s Social Care, and The Child Safeguarding Practice Review Panel’s report on Child Protection in England. These reforms bring a significant shift and refocus how we help, protect and support children and families.

 

The aim of the Families First Programme is to deliver a fully integrated, family-centred system of support underpinned by strong multi-agency collaboration and shared accountability. The aim is for families to access and receive the right help at the right time from trusted practitioners who understand their story, coordinating support and providing consistent presence throughout their journey. The programme also seeks to deliver financial sustainability, ensuring that resources are used efficiently to deliver long-term value and improved outcomes.

 

The Families First Partnership programme aligns with the government’s vision for transformation across children’s social care (CSC) and is expected to realise the four outcomes of the Children’s Social Care National Framework:

Outcome 1: children, young people and families stay together and get the help they need

Outcome 2: children and young people are supported by their family network

Outcome 3: children and young people are safe in and outside of their homes

Outcome 4: children in care and care leavers have stable, loving homes

 

 

Background

 

The Council has progressed the transformation journey through initiation and co-design and a Target Operating Model for Families First for Children has been developed. The model was designed in collaboration with statutory partners and colleagues from voluntary services, frontline practitioners, children, young people and families, in line with the current timeline.

 

The reforms set out in Working Together to Safeguard Children 2026, combined with the Families First Partnership Programme Guide underpin the key reforms of Early Help, Child in Need, and Child Protection service delivery:

 

·   Family Help (Integrated Early Help and Child in Need): A single, integrated Family Help system replaces separate Targeted Early Help and Section 17 pathways, providing earlier, coordinated, relationship?based support through multi?disciplinary teams. In Kent, Family Help Teams will bring together Early Help, Children’s Social Care and Adolescent Services, led by social work managers, with specialist adolescent safeguarding roles for extra?familial risks.

·   Family Help Lead Practitioner (FHLP): A designated practitioner (social worker or alternatively qualified professional) responsible for assessing needs, coordinating the family plan and ensuring the right support is in place at the right time.

·   Single Family Help Assessment: One assessment framework within Liquid Logic (Liberi) enabling consistent recording and decision?making across Early Help, Child in Need and Child Protection, reducing duplication.

·   Multi?Agency Child Protection Teams (MACPTs): Virtual multi?agency teams holding strategy meetings and child protection decision?making, improving timeliness, information?sharing and consistency.

·   Lead Child Protection Practitioner (LCPP): A specialist Qualified Social Work leadership role providing oversight of risk assessment and decision?making across Section 47 activity, without holding cases.

·   Family Group Decision?Making (FGDM): Strengthened expectations that families are actively involved in decision?making and planning from the earliest point, building on family networks and resources.

 

These reforms aim to provide earlier, more coordinated intervention; strengthen professional decision?making through supervision and multi?agency challenge; ensure specialist oversight in all child protection work; and embed a more relational, family?centred approach across all levels of need, so that families are supported early and consistently.

 

Given the statutory nature of the reforms which are underpinned by the Children’s Wellbeing and Schools Act 2026, and the statutory guidance Working Together to Safeguard Children 2026, a full public consultation is not required. The Act and the statutory guidance direct Kent County Council and all the other Local Authorities to implement these reforms in Children Services.

 

A further Key Decision will be required to formalise the deployment of the funding for the implementation of the Target Operating Model for Families First for Children, in accordance with the associated grant conditions:

 

·   Strengthen the Family Help offer in collaboration with safeguarding partners, by bringing together local services under a combined, multi-disciplinary practice team and seamless offer. This means ensuring join up between the non-statutory (targeted early help) and statutory components of Family Help (Section 17 of Children Act 1989) to wrap support around the family at the earliest opportunity, streamline re-assessment points and ensure consistency of relationships by establishing the role of the Family Help Lead Practitioner.

·   Work with safeguarding partners to deliver multi-agency child protection reform, including through establishing multi-agency child protection teams, with embedded social worker Lead Child Protection Practitioners, health, police and education practitioners and other agencies according to local needs.

·   Incorporate systemic use of family group decision-making and family network support packages to make greater use of family networks. Where it is in the best interests of the child, local partnerships should ensure that the offer of family group decision-making is made as early as possible and repeat the offer as a child’s needs and the support they receive changes.

 

The Children’s Wellbeing and School’s Act alongside the statutory guidance, ‘Working Together to Safeguard Children 2026, mandate these reforms.

 

Formal approval of the implementation of the Families First for Children Target Operating Model design enables the Council to achieve its statutory obligations, meet the Central Government imposed implementation deadline of April 2027 and provide the right support and intervention for families at the right time.

 

Options (other options considered but discarded)

The alternative option is to refuse the implementation of the new Families First Model. Since the Children Wellbeing and Schools Act achieved Royal Assent in April 2026 and with the publication of the statutory guidance Working Together to Safeguard Children 2026 these reforms are a legal requirement that must be implemented by all Local Authorities. Failure to implement the reforms would leave the Council non?compliant with legislative requirements, withdrawal of funding creating pressure on Kent County Council’s base budget for Children Services. Failure to implement Families First for Children will lead to increased scrutiny from Central Government and potential formal improvement intervention.

 

How the proposed decision supports the Council’s Strategic Statement

Formally approving the implementation of the Families First for Children Target Operating Model design, aligns directly with Aim 3: Supporting Residents That Need Help in the Reforming Kent 2025–2028 Strategy, as it strengthens Kent’s ability to embed a greater focus on prevention and early intervention and empower residents to take responsibility for improving their own outcomes. The grant directly supports our priorities to give families timely access to the right support so they can stay together wherever possible, to invest in prevention where financially viable and to put in place practical measures that empower families to make sensible life choices.

 

 

Financial Implications

The Families First model directly impacts the Children’s Social Care and Early Help services of the Council with a total net revenue budget of £297 million in 2026-27 of which £193m relates to children’s placements/support, and £104m to staffing. This budget is funded from the Council’s General Fund.

 

Kent County Council has received funding towards implementing the Families First Partnership Programme, known as the Children’s, Families and Youth Grant, totalling £21.7 million for 2026/2027, £21.7 million for 2027/2028 and £18.5 million for 2028/2029. This ring-fenced grant replaces funding previously received separately in 2025-26, through the Children’s Social Care Prevention Grant (£6.7m) and Children’s and Families Grant (Supporting Families, £6m), along with additional new investment of £8.9m. It is expected the new model will be delivered with grant funding available. Failure to implement the Families First model in line with Government expectations may result in the potential loss of government funding.

 

Legal Implications  

The Corporate Director of Children's Services (DCS) at Kent County Council has statutory duties outlined in Section 18 of the Children Act 2004. These duties involve ensuring the delivery of Local Authority Social Care functions for children and young people. This includes, but is not limited to, providing services that meet the needs of all children, youth, including the most vulnerable, and their families.  The Children's Wellbeing and Schools Act 2026 and the statutory guidance ‘Working Together to Safeguard Children 2026 ‘ legally obliges Kent County Council to comply with the delivery requirements.

 

As the funding agreement extends beyond the anticipated go?live date for Local Government Reorganisation (LGR) in 2028, legal consideration has been given to the continuity of statutory duties and the future governance arrangements required to maintain compliance. The obligations attached to the grant will continue to apply regardless of structural changes arising from LGR, as the statutory requirements underpinning the reforms rest with the Corporate Director for Children, Young People and Education.

 

Once the preferred LGR model is confirmed in July 2026, the programme will be aligned with the agreed transition arrangements to ensure that grant conditions, accountability for spend, and decision?making responsibilities can transfer lawfully to any successor body or bodies. This will include mapping statutory functions, reviewing governance frameworks, and establishing clear mechanisms for continuity of service delivery during and after the transition. The Executive Decision therefore establishes a legally secure basis for implementation now, while noting that formal variation or transfer arrangements may be required once LGR outcomes are confirmed.

            

Equalities implications

Future operations and activity will be designed to complement, develop and build on established family support services, including supporting diverse families that are seldom heard, which aligns Aim 3 of our Reforming Kent Strategy, ‘Supporting residents That Need Help'. An Equality Impact Assessment (EqIA) has been completed for the Families First Partnership Programme, considering potential impacts on individuals and families with protected characteristics. While the reforms introduced through Working Together to Safeguard Children 2026 may increase early identification, information?sharing and multi?agency involvement for some groups, no disproportionate negative impacts have been identified that cannot be mitigated.

 

Mitigating actions are embedded within the programme design, including the consistent application of relational, trauma?informed practice; proportionate use of Family Help plans to support rather than penalise families; transparent and lawful information?sharing practices; and strengthened expectations around anti?discriminatory and anti?racist practice across agencies. The reforms also enhance family and community involvement, particularly through Family Group Decision?Making, to ensure plans are co?produced and culturally responsive, and that caring responsibilities are shared appropriately.

 

Specialist roles and multi?agency structures are designed to improve professional oversight, reduce bias, and support consistent, timely decision?making, while system design and practice guidance emphasise privacy, dignity and inclusion for all families. Equality impacts will continue to be monitored through implementation, supervision, data analysis and ongoing programme governance, and mitigations will be strengthened where required.

 

Data Protection implications

A Data Protection Impact Assessment (DPIA) has been completed and the following risks and mitigations have been identified.

 

• There is a risk that information may be shared or accessed by parties who do not need to access

Mitigation - Access to systems will be based on level of need and individuals will only have access to information relevant to their role. Where partners have access to The Liberi/ Liquid Logic Case Management System (to be determined) they will be signed up to the appropriate access policy and will have specific user profiles which will limit their access and requires extra justification around accessing KCC information.

 

• There is a risk that information relating to the wrong child is accidentally shared.

Mitigation – The implementation of a unique, universal identifier across all organisations to ensure each organisation is referring to the same child is to be rolled out nationally.

 

Proposed Decision:

To commission, via an external provider, Independent Advocacy, Independent Visitors, Independent Persons, Accompanying Adults, Appropriate Adults and Leaving Care Mentoring services to support children and young people.

 

Reason for decision:

 

The current service, called Representation, Rights and Advocacy (RRA), is commissioned via an external provider due to the need to have provision independent of the Local Authority. Having used all allowable extensions, the current contract ends in September 2027. This service is required to allow Kent County Council to meet its statutory obligations.

 

The current service has several service elements:

 

• Appropriate Adults - Service for young people aged 10 - 17 years and vulnerable adultsdetained at police custody suites who require support.
• Advocacy - Advocacy for Children in Care and for Care Leavers aged 16 – 24. (Must be delivered independently from the Local Authority).
• Independent visitors (IV) -For Children in Care aged 8 – 18 years.
• Independent Person- For Stage 2 complaints. (Must be delivered independently from the Local Authority).
• Accompanying Adults - For the purpose of age assessment interviews for unaccompanied asylum-seeking children (UASC).(Best practice suggests independence from the Local Authority).

·   Leaving Care Mentoring – The provision of mentoring for care leavers aged 18–25 who are transitioning to independent living. 

 

The proposal is to commission an externally delivered service with the six elements together with one provider covering the county.

 

Using the current cost of the service, £258,800 per annum, for a contract for four years with two, two year extensions would mean that the total value of the contract exceeds £1m and impacts more than two electoral divisions.

 

Background:

·       Local authorities have statutory duties that underpin the elements of the these services. 

·       This proposal seeks approval to commission a new service that covers all of these elements for an initial term of four years (with two, two year extensions) following a compliant procurement .

·       Commissioning activity includes developing the Specification with professional stakeholders and children and young people.

 

Options  

In any commissioning activity, the options considered include

1.  Do nothing – KCC would fail to meet its statutory obligations

2.  Creating a new in-house model – Would not meet requirements of some elements to be independent from the Local Authority

3.  Externally commissioning a new service – Would meet statutory requirements for provision

 

These will be explored in more detail for the Recommendation Report.

 

Links to the Council’s Strategic Statement

This proposal aligns with Reforming Kent, 2025-2028; Aim three of Reforming Kent “Supporting residents that need help.”

 

The proposed service will support and empower young people to make informed choices about their care and to feel safe throughout their care journey. It will provide consistent, rights?based support during the custody process and throughout any age assessment, ensuring young people understand what is happening, can express their views, and are actively involved in decisions that affect them.

 

Financial Implications:

This service is currently budgeted from the Council’s General Fund. Spend is reported within the revenue budget against the Key service line Children in Need – Care and Support (payments and commissioned services).

 

The current cost of the service is £258,800 per annum which has been held for many years. We are expecting a price negotiation at the point of the agreed extension in September 2026.

 

Financial modelling is currently being undertaken and will be available at the point of Decision. This is to understand the impact of holding the price of the current contract to todays values along with a model of delivery consistent with market feedback.

 

The new proposal seeks a contract term of four years with two, two year extensions.

 

Legal Implications:

As this service has six elements, the legal basis differs, as follows:

 

 

Service Element	Statutory obligation
Appropriate Adults	Police and Criminal Evidence Act 1984 (PACE) and its Code of Practice C.
Accompanying Adults	Case law – including B v Merton, FZ v Croydon, together with Home Office policy, establishes that a supportive adult is required as best practice to ensure procedural fairness and achieve a Merton?compliant age assessment.
Independent Visitors	Children Act 1989, ss.23zb
Advocacy	Adoption and Children Act 2002, ss.26a
Independent Persons	Children Act 1989, ss.24d and 26
Leaving Care Mentoring	A non-statutory element that helps children in care prepare for adulthood and directly address the improvement area highlighted by Ofsted in The 2025 Ofsted Children’s Services Review, by strengthening the support available to care leavers.

 

The procurement of the services will be conducted in compliance with the Procurement Act 2023.

 

Proposed decision –The Cabinet Member for Education and Skills:

 

1. APPROVE the increase of Broomhill Bank School’s designated number from 318 students to 490 students

 

2. AGREE to allocate the funding from the Children Young People and Education Services High Needs Capital Budget that will be required to complete the expansion

 

3. AGREE to issue a Public Notice to permanently increase Broomhill Bank School’s formal designated numbers following a representation period of four weeks with no substantive objections received, implement the decision

 

4. DELEGATE authority to the Director of Infrastructure, in consultation with the Head of Law and Director of Education to enter into any necessary contracts or other legal agreements as required to implement the decision; and

 

5. AGREE for the Director of Infrastructure, to be the nominated Authority Representative within the relevant agreements and to enter into variations as envisaged under the contracts.

 

Reason for the decision

 

Kent County Council (KCC) as the Local Authority, has a statutory duty to ensure sufficient high quality school places are available, in the right places for all learners, while at the same time fulfilling our other responsibilities to raise education standards and promote parental preference. The Kent Commissioning Plan 2025-2029 indicated that there will be a shortfall in Special School provision in North and West Kent. Even though KCC’s direction of travel is to increase Special Educational Needs (SEN) provision in mainstream schools and associated Specialist Resource Provisions (SRPs), due to already identified shortfalls and anticipated population growth in certain areas of North and West Kent, more specialist provision is required for children and young people with more complex needs.

 

KCC SEN Data for North Kent as at April 2025, evidenced that there were 237 children and young people waiting for a Special School placement, and 243 open cases, of which was anticipated that a large number would require a Special School placement. For West Kent as at April 2025, there were 201 children and young people awaiting a Special School placement, with 207 open cases.

 

In July 2023 KCC was informed that it had been successful in bidding for a new 250 place Profound, Severe, and Complex Needs (PSCN) Special School in North Kent (Swanley). The school had an initial target opening date of September 2026 and was to be funded and built by the Department for Education (DfE). However, for a number of reasons progress has been incredibly slow and there are now concerns that the school may not progress any further. Even if it were to continue, that school would not be built until 2028 at the very earliest and as the data shows, provision is required now. KCC Officers and the Cabinet Member for Education and Skills continue to push the DfE and Ministers for confirmation of the status of the proposed new Swanley Special School.

 

The proposal to permanently increase the formal designated number of the Broomhill Bank School from 318 students to 490 students, will require new teaching spaces and enhancements to existing infrastructure on both school sites in Tunbridge Wells and Hextable.

 

If no further action is taken in the longer term, KCC will find it extremely difficult to provide sufficient state-funded Special School provision in North and West Kent.

 

Background – Provide brief additional context

 

Broomhill Bank School is a Foundation Special School and a member of Kent Special Educational Needs Trust (KsENT), catering for students aged 11-19 years who have communication and interaction needs associated with Autism and speech, language, and communication needs. All students have Education, Health, and Care Plans. Following an inspection that took place in October 2023, Ofsted deemed Broomhill Bank School to be a ‘GOOD’ school.

 

Due to delays regarding the proposed new PSCN School, the numbers of students in North Kent still requiring specialist provision at this time, and the fact that all Special Schools in the locality are already over capacity; this is unsustainable in the short and medium term, and if not addressed will lead to further places in the independent sector. There is a clear need for further expansion of state-funded specialist provision, where appropriate, to secure the current number of places on a permanent basis alongside the expansion of SRPs and mainstream inclusion.

 

Options (other options considered but discarded)

 

KCC has considered whether other Special Schools in the North and West Kent areas are viable candidates for a permanent increase to their formal designated numbers. There is also a proposal to expand Parkwood Hall Co-operative Academy, but this alone will not produce sufficient places to meet current demand, as that expansion primarily relates to additional places for Primary age children. Therefore, Broomhill Bank School is the most appropriate and viable option to also increase its designated number.

 

By increasing their formal designated number through the physical expansion of Broomhill Bank School, which is KCC maintained provision, it protects the Local Authority from increased revenue costs. The proposal will help to mitigate against the need to place students further away from home and incurring additional transport costs, alongside incurring increased costs from placing a greater number of children in high-cost independent settings to alleviate the current pressures in KCC state-funded Special Schools in the area.

 

How the proposed decision supports the Framing Kent's Future - Our Council Strategy 2022-2026

 

The 'Securing Kent's Future' strategy outlines the measures that KCC intend to take to ensure that Kent remains financially stable, now, and long into the future. It describes the statutory priorities.

 

This proposed decision supports Priority 1 of Framing Kent’s Future-Our Council Strategy 2022-2026:

·         Priority 1: Levelling Up Kent – It will help maintain KCC’s strategic role in supporting schools in Kent to deliver accessible, high quality education provision for all families.

 

How the proposed decision supports Securing Kent’s Future 2022-2026: Securing Kents Future - Budget Recovery Strategy.pdf

 

This proposed decision is compliant with Objective 1 of Securing Kent’s Future, KCC as the LA proposes to expand Broomhill Bank School.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 the Securing Kent's Future 2022-2026 strategy.

 

The proposed new Strategic Statement will be presented to Full Council on 6 November 2025 and considered for adoption. As this FED was drafted prior to that date, it aligns with the relevant policies at the time. Even though the Cabinet Committee Paper will be published after 6 November 2025 Full Council meeting, it will have been drafted prior to the adoption of a new Strategic Statement and so will also refer to Securing Kent’s Future 2022-2026.

 

Financial Implications

 

Progression of the scheme will be dependent on the outcome of detailed feasibility and design work – these will inform the full overall cost of the scheme, at which point the formal decision will be taken by the Cabinet Member for Education and Skills. The project will be a school managed scheme and will be confirmed via legally binding funding and development agreements between KCC and Broomhill Bank School. The costs of the two new blocks on the North (Hextable) site, and upgrades and modifications across both the North (Hextable) site and West (Tunbridge Well) site will be borne by the CYPE High Needs Capital Budget. This is funded from a ring-fenced Capital Grant from the DfE. From initial feasibility studies, the estimated cost for the whole scheme was £4,000,000.

 

However, after initial feedback from KCC Planning and Highways colleagues, there is a possibility that costs may increase, primarily due to the need for additional Highways mitigations around the Broomhill Bank School North (Hextable) site. Therefore, we will not be requesting the formal decision to be taken until such time that planning is concluded, and the full extent of the cost of the scheme is known.The latest estimates indicate the costs could increase to as much as c£5.5m, but much work still needs to be undertaken with Planners and Highways to determine the extent of the mitigations required.

 

For Special School capital projects, the average cost per student place for a school expansion in Kent is c£85,000. However, even if this scheme were to produce only the teaching accommodation for 105 students the higher estimated cost equates to a cost per place of c£52,000, which still demonstrates good value for money.

 

KCC Project Managers will be undertaking continuous checks to keep project costs as low as possible.

 

An allowance of up to £2,500 per teaching space may be payable to Broomhill Bank School; to outfit each new teaching room with appropriate ICT equipment, such as touch screens or projection equipment. This will be met from the overall Capital allocation for this scheme.

 

The High Needs Capital Programme has been running since 2020-21 with a total combined budget of just under £109m of which £67m has been either spent or committed to current known schemes (as at Quarter 1 2025 capital monitoring reported to Cabinet in September 2025). In the same way as the Basic Need programme is managed, to ensure all schemes are prioritised appropriately and expenditure is controlled within available funding, any proposed new or additional capital expenditure, first needs to be considered by KCC Officers through Education Asset Board, before being progressed through the formal governance processes and included in the capital programme.

 

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 would be a cost to the General Fund.

 

As the scheme progresses, £8,000 per newly provided learning space, would be provided towards the cost of furniture and equipment, such as tables, desks, chairs, cabinets and learning resources. This would be funded from the Dedicated Schools Grant Growth Fund.

 

State funded Special School places are commissioned by Local Authorities and paid based on a rate per place. The rate per place set by KCC for Broomhill Bank School is currently between £15,041 to £24,946 dependant on need type. The higher rate for Broomhill Bank School is approximately £35,000 less than a place in an independent Special School. Local Authorities use the High Needs Block of the Dedicated Schools Grant to pay for these places. Broomhill Bank School will use the revenue income they receive to facilitate additional staffing requirements and increased running costs.

 

Legal Implications

 

Under the Children and Families Act 2014 KCC has a duty ‘to support the child and his or her parent, or the young person, in order to facilitate the development of the child or young person and to help him or her achieve the best possible educational and other outcomes’. By ensuring we have appropriate provision as locally as possible, we are delivering on our obligation in accordance with this legislation.

 

Local Authorities need to deliver their statutory duties and be aware of non-statutory guidance and advice, which relate to children and young people with SEN. These are:

·       Department for Education-Making significant changes to maintained schools 2025: statutory guidance for proposers and decision makers.

·       The Equalities Act which: places duties on Local Authorities to review support services and in doing so requires Local Authorities to have due regard to the way in which any changes will affect children and young people with a disability.

·       The SEND Code of Practice places requirements on Local Authorities to: provide access to advice from a suitably qualified person as part of the EHCP process and subsequent “assess, plan, do, review” cycles, and make appropriate provision for those with an EHC plan in the 0-25 range.

·       Sufficiency Duties: KCC is under a statutory duty to contribute towards the spiritual, moral, mental, and physical development of the community by securing that efficient primary education and secondary education are available to meet the needs of the population of their area: section 13 of the Education Act 1996 (“the 1996 Act”).

·       KCC must ensure that its education functions are exercised by the authority with a view to promoting high standards, ensuring fair access to opportunity for education and training, and promoting the fulfilment of learning potential by every person under the age of 20 and those over the age of 20 and for whom an EHC Plan is maintained: section 13A. By section 14, KCC must secure that sufficient schools for providing primary and secondary education are available for their area, defined as being sufficient in number, character and equipment to provide for all students the opportunity of appropriate education.

·       Under section 27 of the Children and Families Act 2014 (“the 2014 Act”), KCC is under a duty to keep under review the educational provision, training provision and social care provision made in its area (and outside it) for children and young people who have special educational needs or a disability. KCC must consider the extent to which its provision is sufficient to meet the educational needs, training needs and social care needs of the children and young people concerned.

·         KCC, when carrying out its functions must have “due regard” to the provisions of section 149 of the Equality Act 2010, known as the ‘public sector equality duty’.

 

All individual proposals to either establish new, expand current or cease current provision are required to go through the statutory process under The School Organisation (Prescribed Alterations to Maintained Schools) (England) (Amendment) Regulations, 2025. As part of this process, a public consultation was undertaken ahead of presentation of the proposal to CYPE Cabinet Committee. Should the Cabinet Member for Education and Skills agree to the permanently increase to the formal designated number of the Broomhill Bank School from 318 students to 490 students, through a permanent expansion, a Public Notice will be issued for a period of 4 weeks.

 

The Director of Infrastructure in consultation with the Director of Education will be overseeing the scheme to ensure public funds are utilised appropriately.

 

Proposed decision –The Cabinet Member for Education and Skills:

 

1. APPROVE the requisite funding from the Children Young People and Education High Needs Capital Programme that will be required to increase Parkwood Hall Co-operative Academy’s designated number from 120 to 192 students

 

2. DELEGATE authority to the Director of Infrastructure, in consultation with the Head of Law and Director of Education to enter into any necessary contracts or other legal agreements as required to implement the decision; and

 

3. AGREE for the Director of Infrastructure, to be the nominated Authority Representative within the relevant agreements and to enter into variations as envisaged under the contracts.

 

Reason for the decision

 

Kent County Council (KCC) as a Local Authority, has a statutory duty to ensure sufficient high quality school places are available, in the right places for all learners, while at the same time fulfilling our other responsibilities to raise education standards and promote parental preference. The Kent Commissioning Plan 2025-2029 indicated that there will be a shortfall in Special School provision in North Kent. Even though KCC’s direction of travel is to increase Special Educational Needs (SEN) provision in mainstream schools and associated Specialist Resource Provisions (SRPs), due to already identified shortfalls and anticipated population growth in certain areas of North Kent, more specialist provision is required for children and young people with more complex needs.

 

KCC SEN Data for North Kent as at April 2025, evidenced that there were 237 children and young people waiting for a Special School placement, and 243 open cases, of which was anticipated that a large number would require a Special School placement.

 

In July 2023 KCC was informed that it had been successful in bidding for a new 250 place Profound, Severe, and Complex Needs (PSCN) Special School in North Kent (Swanley). The school had an initial target opening date of September 2026 and was to be funded and built by the Department for Education (DfE). However, for a number of reasons progress has been incredibly slow and there are now concerns that the school may not progress any further. Even if it were to continue, that school would not be built until 2028 at the very earliest and as the data shows, provision is required now. KCC Officers and the Cabinet Member for Education and Skills continue to push the DfE and Ministers for confirmation of the status of the proposed new Swanley Special School.

 

The proposal to facilitate the expansion of Parkwood Hall Co-operative Academy will create 48 places of additional primary provision (Reception to Year 6) plus additional places for secondary aged pupils. The building project for this expansion will be managed by Parkwood Hall Co-operative Academy, while KCC Infrastructure will oversee the scheme from a quality assurance perspective.

 

If no further action is taken in the longer term, KCC will find it extremely difficult to provide sufficient state-funded Special School provision in North Kent.

 

Background – Provide brief additional context

 

Parkwood Hall Co-operative Academy is a Single Academy Trust and officially sits under the

Royal Borough of Kensington and Chelsea (RBKC) but is located in Swanley Kent. KCC is the

main placing authority with the school. Parkwood HallCo-operative Academy is a Special

School for children and people aged 8-19 (Year 4 to Year 14) who have moderate to severe

learning difficulties and Autism. Many of the students have additional needs including ADHD,

Downs Syndrome and language difficulties. All students have Education, Health and Care

Plans. Following an inspection that took place in July 2025, Ofsted deemed Parkwood Hall Co-

operative Academy to be a ‘GOOD’ in 4 out of the 5 areas, and ‘OUTSTANDING’ in the area of

Behaviours an Attitudes.

 

The Principal of Parkwood Hall Co-operative Academy is already admitting students over and

above the designated number. Currently the number of students on roll is 135. Parkwood Hall Co-operative Academy continues to admit students with more complex needs, whilst ensuring the quality of education for all students is maintained.

 

Due to the school’s location RBKC now has limited interaction with the school and places a

very limited number of children and young people there. KCC continues to be one of the main

placing authorities with Parkwood Hall Co-operative Academy, placing 61 students out of a total school roll of 136 for the 2024/2025 academic year. For the start of this current academic year, 2025/2026, the school has 65 students placed by Kent out of a total school roll of 135 with no students placed from RBKC.

                       

KCC has formed strong working relationships with the Senior Leadership of Parkwood Hall Co-

operative Academy, and the school has indicated its very clear desire to be recognised as part

of the Special Educational Needs (SEN) system in Kent. Parkwood Hall Co-operative Academy

has acknowledged the need for more specialist placements for children with complex needs

predominantly across the primary age groups, and has therefore proposed to expand its age

range from what is currently 8- to 19-year-olds (Year 4 to Year 14) to 4-to-19-year olds

(Reception to Year 14) to support need in the North Kent area.

 

North Kent is still encountering significant growth primarily in Dartford, but the other two districts

of Gravesham and Sevenoaks are fast approaching completion of their new Local Plans, which

will see significant housebuilding required for the period up to 2040 and beyond.

 

Due to delays regarding the proposed new PSCN School, the numbers of students in North

Kent still requiring specialist provision at this time, and the fact that all Special Schools in the

locality are already over capacity, there is a clear need for further expansion of state-funded

specialist provision to ensure the current number of places can be maintained on a permanent

basis.             

 

This proposal is part of a plan to help alleviate current pressures and help mitigate future

population growth across the wider North Kent area, alongside the expansion of SRPs and

mainstream inclusion.

 

Options (other options considered but discarded)

 

KCC has considered whether other Special Schools in the North Kent area are viable candidates for a permanent increase to their formal designated numbers. There is also a proposal to expand Broomhill Bank School, but this alone will not produce sufficient places to meet current demand, as that expansion primarily relates to additional places for secondary age children. Therefore, Parkwood Hall Co-operative Academy is the most appropriate and viable option to also increase its designated number. It is however, recognised there is no guarantee these places will be offered to Kent children, and we have no statutory intervention powers to secure these placements. Although this has been considered an acceptable risk.

        

By increasing their formal designated number through the physical expansion of Parkwood Hall Co-operative Academy, which is a state-funded provision, it protects the Local Authority from increased revenue costs. The proposal will help to mitigate against the need to place students further away from home and incurring additional transport costs, alongside incurring increased costs from placing a greater number of children in high-cost independent settings to alleviate the current pressures in KCC state-funded Special Schools in the area.

 

How the proposed decision supports the Framing Kent's Future - Our Council Strategy 2022-2026

 

The 'Securing Kent's Future' strategy outlines the measures that KCC intend to take to ensure that Kent remains financially stable, now, and long into the future. It describes the statutory priorities.

 

This proposed decision supports Priority 1 of Framing Kent’s Future-Our Council Strategy 2022-2026:

·         Priority 1: Levelling Up Kent – It will help maintain KCC’s strategic role in supporting schools in Kent to deliver accessible, high quality education provision for all families.

 

How the proposed decision supports Securing Kent’s Future 2022-2026: Securing Kents Future - Budget Recovery Strategy.pdf

 

This proposed decision is compliant with Objective 1 of Securing Kent’s Future, KCC as the LA proposes to expand Parkwood Hall Co-operative Academy.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 the Securing Kent's Future 2022-2026 strategy.

 

The proposed new Strategic Statement will be presented to Full Council on 6 November 2025 and considered for adoption. As this FED was drafted prior to that date, it aligns with the relevant policies at the time. Even though the Cabinet Committee Paper will be published after 6 November 2025 Full Council meeting, it will have been drafted prior to the adoption of a new Strategic Statement and so will also refer to Securing Kent’s Future 2022-2026.

 

Financial Implications

 

Progression of the scheme will be dependent on the outcome of detailed feasibility and design work – these will inform the full overall cost of the scheme, at which point the formal decision will be taken by the Cabinet Member for Education and Skills. The project will be a school managed scheme and will be confirmed via legally binding funding and development agreements between KCC and Parkwood Hall Co-operative Academy.

 

The cost of the works will be borne by the CYPE High Needs Capital Budget; this is funded from a ring-fenced Capital Grant from the DfE. From initial feasibility studies, the estimated cost for the whole scheme was £1,500,000. However, after initial feedback from KCC Infrastructure colleagues, there is a possibility that costs may increase, primarily due to the possible need for additional Highways mitigations around the Parkwood Hall Co-operative Academy site and other requirements on the refurbishments of existing buildings. Therefore, we will not be requesting the formal decision to be taken until such time that planning is concluded, and the full extent of the cost of the scheme is known. The latest estimates indicate the costs could increase to as much as c£3,000,000, but much work still needs to be undertaken with Planners and Highways to determine the extent of any mitigations that may be required. 

 

For Special School capital projects, the average cost per student place for a school expansion in Kent is c£85,000. However, the higher estimated cost for this scheme equates to a cost per place of only c£42,000, which demonstrates good value for money.            KCC Project Managers will be undertaking continuous checks to keep build project costs as low as possible.

 

An allowance of up to £2,500 may be payable to Parkwood Hall Co-operative Academy to outfit each new teaching room with appropriate ICT equipment, such as touch screens or projection equipment. This will be met from the overall Capital allocation for this scheme.

 

The High Needs Capital Programme has been running since 2020-21 with a total combined budget of just under £109m of which £67m has been either spent or committed to current known schemes (as at Quarter 1 2025 capital monitoring reported to Cabinet in September 2025).In the same way as the Basic Need programme is managed, to ensure all schemes are prioritised appropriately and expenditure is controlled within available funding, any proposed new or additional capital expenditure, first needs to be considered by KCC Officers through Education Asset Board, before being progressed through the formal governance processes and included in the capital programme.

 

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 would be a cost to the General Fund.

 

State funded Special School places are commissioned by Local Authorities and paid based on a rate per place. The rate per place for Parkwood Hall Co-operative Academy is currently between £30,430 to £31,400 dependent on the Key Stage. The higher rate forParkwood Hall Co-operative Academy is approximately c£30,000 less than a place in an independent Special School. Local Authorities use the High Needs Block of the Dedicated Schools Grant to pay for these places. Parkwood Hall Co-operative Academy will use the revenue income they receive to facilitate additional staffing requirements and increased running costs.

 

Legal Implications

 

Under the Children and Families Act 2014 KCC has a duty ‘to support the child and his or her parent, or the young person, in order to facilitate the development of the child or young person and to help him or her achieve the best possible educational and other outcomes’. By ensuring we have appropriate provision as locally as possible, we are delivering on our obligation in accordance with this legislation.

 

Local Authorities need to deliver their statutory duties and be aware of non-statutory guidance and advice, which relate to children and young people with SEN. These are:

·       Department for Education-Making significant changes to an academy 2025: non-statutory guidance on collaborative school place planning and making organisational changes to academies.

·       The Equalities Act which:  places duties on Local Authorities to review support services and in doing so requires Local Authorities to have due regard to the way in which any changes will affect children and young people with a disability.

·       The SEND Code of Practice places requirements on Local Authorities to: provide access to advice from a suitably qualified person as part of the EHCP process and subsequent “assess, plan, do, review” cycles, and make appropriate provision for those with an EHC plan in the 0-25 range.

·       Sufficiency Duties: KCC is under a statutory duty to contribute towards the spiritual, moral, mental, and physical development of the community by securing that efficient primary education and secondary education are available to meet the needs of the population of their area: section 13 of the Education Act 1996 (“the 1996 Act”).

·       KCC must ensure that its education functions are exercised by the authority with a view to promoting high standards, ensuring fair access to opportunity for education and training, and promoting the fulfilment of learning potential by every person under the age of 20 and those over the age of 20 and for whom an EHC Plan is maintained: section 13A. By section 14, KCC must secure that sufficient schools for providing primary and secondary education are available for their area, defined as being sufficient in number, character and equipment to provide for all students the opportunity of appropriate education.

·       Under section 27 of the Children and Families Act 2014 (“the 2014 Act”), KCC is under a duty to keep under review the educational provision, training provision and social care provision made in its area (and outside it) for children and young people who have special educational needs or a disability. KCC must consider the extent to which its provision is sufficient to meet the educational needs, training needs and social care needs of the children and young people concerned.

·       KCC, when carrying out its functions must have “due regard” to the provisions of section 149 of the Equality Act 2010, known as the ‘public sector equality duty’.

 

Planning permission will be required for the new accommodation to enable the expansion of the school’s accommodation. As part of the Funding Agreement, Parkwood Hall Co-operative Academy will be responsible for gaining the appropriate planning consent.

 

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).

 

The Director of Infrastructure in consultation with the Director of Education will be overseeing the scheme to ensure public funds are utilised appropriately.