The Policy and Resources Cabinet Committee of Kent County Council met on Wednesday 6 May 2026 to discuss a range of important issues, including the council's performance, the allocation of a new crisis resilience fund, and the strategy for tackling domestic abuse. Key decisions made included the endorsement of the proposed delivery plan for the Crisis and Resilience Fund and the noting of progress on the Kent and Medway Domestic Abuse Strategy.

Performance Dashboard

The committee reviewed the May performance dashboard, which provides an overview of the council's performance against key strategic and operational measures. Of the 30 key performance indicators (KPIs), 24 achieved their target and were rated green. Three KPIs were rated amber, meaning they were below target but met a minimum floor standard, and three were rated red, indicating they did not meet the floor standard. The three red KPIs were: the percentage of sundry debt due to Kent County Council (KCC) under six months old, Subject Access Requests completed within statutory timescales, and complaints responded to within the timescale.

Concerns were raised about the red KPI for sundry debt, particularly in relation to outstanding invoices owed by the Kent and Medway Integrated Care Board (ICB). Officers confirmed that conversations were ongoing at a high level to resolve these issues, describing the initial discussions as very positive. The committee also discussed the performance of Subject Access Requests, noting that while the total number of requests remained historically high, performance was better than the previous year. The final red KPI, complaints responded to within timescale, was attributed to high demand and earlier resourcing pressures within the complaints team, which is now fully staffed.

Crisis and Resilience Fund

The committee considered and endorsed the proposed delivery plan for the new Crisis and Resilience Fund (CRF) for 2026 to 2029. This fund replaces the Household Support Fund and aims to provide a stable, multi-year grant for crisis support and housing-related help, with a focus on a more preventative approach. Kent has been allocated over £60 million for the next three years, plus additional funding for residents facing rising heating oil costs. The plan outlines how the fund will be used across four strands: crisis payments, housing payments, resilience services (such as debt and budgeting advice), and community coordination. The council has implemented systems to ensure the money is protected and spent wisely, including a cash-first approach where appropriate, alongside ongoing monitoring and evaluation.

The fund's eligibility criteria require applicants to be aged 16 or over, a resident of Kent, in receipt of means-tested benefits or have a total household income of £33,000 a year or less. For crisis support, applicants must be experiencing an urgent need due to an emergency, disaster, or unforeseen circumstance. The council has also put in place robust fraud prevention and data protection controls.

Kent and Medway Domestic Abuse Strategy

The committee noted the progress made against the Kent and Medway Domestic Abuse Strategy for 2024 to 2029. This partnership strategy outlines how agencies are working collectively to reduce the prevalence of domestic abuse and ensure those affected receive timely support. The report highlighted achievements in early intervention and prevention, including the Know, See, Speak Out campaign and the 16 Days of Activism programme, which achieved over 3.3 million organic views. Schools have been a significant focus, with all secondary schools and pupil referral units receiving domestic abuse awareness materials. The Kent and Medway Domestic Abuse Services website, co-produced with survivors, has also been launched.

In terms of immediate needs, progress has been made in implementing the Multi-Agency Risk Assessment Conference (MARAC) hub model to improve information sharing for high-risk cases. The Cyber Sanctuary programme has been launched to address technology-facilitated abuse, and new guidance for Operation Encompass has been developed to bridge the gap between police notification and school support. For recovery, a new tool has been developed to differentiate parental conflict from domestic abuse, and the Healing Together programme has been embedded into Kent Family Hubs. Challenges remain, including high demand across domestic abuse services and financial pressures on partners, but these are being actively managed.

Resilience Update

The committee received an update on the work of the Resilience and Emergency Planning Service. Significant incidents discussed included a widespread water disruption in January 2026, which led to a major incident declaration and involved multiple KCC services. An internal debrief identified areas for improvement in staff resourcing and data processing, while good practice in cross-directorate collaboration was noted. A multi-agency debrief for the water outages also took place, with recommendations for MP engagement, staff resourcing, and information sharing.

The committee also heard about the response to a meningitis outbreak in Canterbury in March 2026, where KCC Public Health played a key role in chairing strategic coordination group meetings. The installation of the Archbishop of Canterbury in March 2026 was also mentioned as a useful test of partner capabilities, during which KCC conducted a limited test of its new Airwave radio capability. Member briefing sessions on civil contingencies have been held, with 72% of members attending. An update was also provided on Exercise Troy, a cyber incident simulation, which led to 14 key recommendations focused on business continuity plans, guidance, communication protocols, and staff training.

Freedom of Information and Subject Access Requests

The committee received a report quantifying the pressures and outlining work being undertaken to improve compliance with Freedom of Information (FOI), Environmental Information Regulations (EIR), and Subject Access Requests (SARs). The volume of FOI/EIR requests has increased significantly, but performance in closing requests within statutory timescales has improved to 88.5%, though this remains below the Information Commissioner's Office (ICO) benchmark of 95%. The majority of these requests are concentrated within the Growth, Environment and Transportation directorate and the Children, Young People and Education directorate.

SAR volumes have also risen sharply, with performance below the ICO's benchmark of 85%. The Children, Young People and Education directorate receives the majority of SARs and has the lowest percentage of cases closed within the statutory timescale. Proposals to improve compliance include strengthening directorate ownership and accountability, enhancing training for operational staff, developing an action plan for marginal late cases, expanding standard responses and proactive publication, and driving greater use of the online request form.

Infrastructure Condition Survey Programme

The committee considered proposals for recommencing the rolling condition survey programme for the council's corporate and education estate. The last surveys were conducted between 2019 and 2022, covering approximately 70% of the corporate estate. Due to constrained capital budgets, the condition of the estate is believed to have declined, leading to a growing maintenance backlog liability. The recommencement of the programme, starting in Q3 2026, aims to inform capital investment decisions, ensure buildings are maintained to a safe standard, and provide robust financial information. The programme will be delivered over several years, with multiple contractors commissioned to ensure efficiency and value for money. The report highlighted that the estimated cost to return the entire estate to good condition is approximately £197 million, with a significant shortfall in current funding.

Freehold Disposals Programme

The committee reviewed the proposed Freehold Disposals Programme for 2026-27, which aims to dispose of surplus land and property assets to generate capital receipts and reduce holding costs. The programme identifies 45 assets for disposal, with a target of generating £49 million in capital receipts and over £500,000 in holding cost savings. A programme-based approach is proposed to improve transparency, strategic oversight, and efficiency compared to the previous piecemeal approach. The report noted that the scale and frequency of disposals have evolved, necessitating a more structured programme. The committee also discussed the potential impact of Local Government Reorganisation (LGR) on the disposal programme.

Biodiversity Net Gain Pilot Scheme

The committee considered proposals for a pilot scheme to generate Biodiversity Net Gain (BNG) units on vacant land at Preston Hill. BNG requires developers to deliver a 10% increase in biodiversity value, and landowners can generate income by creating or enhancing habitats. The pilot scheme, proposed to be delivered in partnership with Commercial Services Group (CSG), aims to generate a sustainable income stream for KCC while enhancing biodiversity. The site at Preston Hill, approximately 37 acres, is designated as part of the Otford to Shoreham Downs Site of Special Scientific Interest (SSSI) and has the potential to deliver up to 90 BNG units. The preferred option, Option 6, balances income generation and risk, with CSG managing the process and KCC sharing in the net income after costs. The pilot will be monitored over 18 months to inform future decisions on other KCC sites.