The Policy and Resources Cabinet Committee of Kent County Council met on Wednesday, 6 May 2026, to discuss a range of important issues. Key decisions included the endorsement of the proposed delivery plan for the new Crisis and Resilience Fund, the approval of a pilot scheme for Biodiversity Net Gain at Preston Hill, and the adoption of a programme for freehold property disposals. The committee also noted progress on the Kent and Medway Domestic Abuse Strategy and received updates on the council's performance dashboard, resilience efforts, and infrastructure condition surveys.

Performance Dashboard

The committee received an update on the council's performance against key strategic and operational measures for the Chief Executive's and Deputy Chief Executive's Departments. Of the 30 key performance indicators (KPIs), 24 were rated as 'Green', meaning they met or exceeded their targets. Three KPIs were rated 'Amber' (meeting floor standards but not targets), and three were rated 'Red' (not meeting floor standards). The 'Red' indicators were:

• Percentage of sundry debt due to KCC under six months old (FN06): This KPI has been below the floor standard all year. The majority of outstanding invoices relate to health debt, and discussions are ongoing with the Kent and Medway Integrated Care Board (ICB) regarding these issues. Councillor Harry Rayner expressed concern about the ICB's financial difficulties and the potential for debt to fall on KCC. Councillor Brian Collins, Deputy Leader, stated that conversations at the highest level with the ICB have begun and are positive, with a report to follow.
• Subject Access Requests (SARs) completed within statutory timescales (GL03): Performance in this area has been inconsistent, with over three-quarters of SARs falling within the Children, Young People and Education Directorate, many relating to Special Educational Needs. Officers noted that SARs are complex and resource-intensive.
• Complaints responded to in timescale (CS07): While performance improved slightly to 59% in the latest quarter, it remains below the target. This is attributed to high demand and previous resourcing pressures within the complaints team, which is now fully staffed but working to clear backlogs.

Despite these 'Red' indicators, the KPI for Freedom of Information requests showed significant improvement, achieving 91% in February, the best performance in over six years.

Crisis and Resilience Fund (CRF)

The committee considered and endorsed Kent County Council's proposed delivery plan for the new Crisis Resilience Fund for 2026-2029. This fund replaces the Household Support Fund and aims to provide a more preventative approach to crisis support and housing-related help. Kent has been allocated over £60 million for the next three years, with additional funding for residents facing rising heating oil costs. The plan outlines support across four strands: crisis payments, housing payments, resilience services (such as debt and budgeting advice), and community coordination. A cash-first approach will be used where appropriate, alongside monitoring and evaluation to track spend, volumes, and repeat need. The fund will be managed by KCC, with districts involved in delivering the oil support funds. Eligibility criteria include being a resident of Kent (excluding Medway, Bexley, and Bromley), in receipt of means-tested benefits or having a household income of £33,000 or less, and experiencing an urgent need for crisis support.

Kent and Medway Domestic Abuse Strategy

Progress made against the Kent and Medway Domestic Abuse Strategy 2024-2029 was presented, highlighting the strategy's focus on prevention, early intervention, immediate safety, and long-term recovery. Key achievements in Year 2 (2025-2026) include:

• Early Intervention & Prevention: The Know, See, Speak Out campaign and the 16 Days of Activism achieved significant social media reach. A new Kent & Medway Domestic Abuse Services website, co-produced with survivors, was launched. KCC's commitment as a White Ribbon accredited organisation was reinforced, with training for over 300 community domestic abuse champions and 1,200 DASH training places for children's services staff.
• Immediate Needs: The implementation of a Multi-Agency Risk Assessment Conference (MARAC) hub model has improved information sharing. A Cyber Sanctuary Programme was launched to address technology-facilitated abuse, and new guidance for Operation Encompass was developed to bridge the gap between police notification and school support. Research into the use of temporary accommodation for survivors was completed, and DAHA accreditation for housing providers was promoted.
• Recovery: A new tool to differentiate parental conflict from domestic abuse was developed. The Healing Together programme has been embedded into Kent Family Hubs, and enhanced therapeutic support in safe accommodation has been expanded. Kent continues to lead nationally on the link between domestic abuse and suicide, with specialist support for those bereaved by a perpetrator's suicide.

The Survivor Voice Ambassador programme remains central to shaping services, with their input influencing commissioning, training, and communications. Challenges include high demand across all areas and financial pressures on partners, which are being managed through partnership governance and evidence-led commissioning.

Resilience Update

The committee received an update on the work of the Resilience and Emergency Planning Service. Recent significant incidents included:

• Kent water disruption (January 2026): A major incident was declared due to widespread water outages affecting thousands of customers. KCC played a lead role in the response, with services including Public Health, Highways, and Social Care involved. Lessons learned from internal and multi-agency debriefs are being incorporated into future planning.
• Canterbury Meningitis Outbreak (March 2026): UK Health Security Agency led the response, with KCC Public Health chairing Strategic Coordinating Group meetings. An internal KCC debrief is scheduled, followed by a multi-agency debrief.
• Installation of the Archbishop of Canterbury (March 2026): A multi-agency operation was in place as a contingency, providing a test of partner capabilities and relationships. A limited test of KCC's new Airwave radio capability was also conducted.

The report also highlighted the ongoing member briefing sessions on civil resilience, with 72% of members having attended so far. Exercise Troy, a cyber incident simulation, identified 14 key recommendations focused on business continuity plans, communication protocols, and staff training.

Freedom of Information and Subject Access Requests

The report detailed KCC's performance in handling Freedom of Information (FOI), Environmental Information Regulation (EIR), and Subject Access Requests (SARs). FOI/EIR requests have increased significantly, with performance improving to 88.5% compliance in 2025/26, though still below the ICO's benchmark of 95%. A large proportion of these requests are concentrated within the Growth, Environment and Transportation, and Children, Young People and Education directorates. SAR performance remains below the ICO's benchmark of 85%, with a backlog of 55 cases. KCC is participating in the ICO's Care Experience Pilot to improve SAR compliance, particularly for care-experienced young people. Proposals to improve compliance include enhancing directorate ownership, improving training for operational staff, developing action plans for late cases, expanding standard responses, and driving greater use of the online request form.

Infrastructure Condition Survey Programme

The committee was asked to consider and endorse recommendations regarding the recommencement of the infrastructure condition survey programme. The council manages an extensive and ageing estate, and a lack of recent surveys has led to a growing maintenance backlog. The last surveys were conducted between 2019 and 2022, covering approximately 70% of the corporate estate. The report highlighted a total 10-year corporate condition spend requirement of approximately £197 million (inflated from 2021/22 figures), with a significant shortfall in allocated funding. The recommencement of the programme, starting in Q3 2026, will cover both the corporate and maintained education estates. This is crucial for informing capital investment decisions, ensuring health and safety compliance, and supporting potential future funding applications. The potential impact of Local Government Reorganisation (LGR) was also considered, with updated condition data being essential for a smooth transition of assets.

Freehold Disposals Programme 2026-27

A proposed programme for the disposal of surplus land and property assets was presented. KCC holds over 16,000 assets, and a programme-based approach is recommended to improve transparency, strategic oversight, pace, and efficiency, replacing the previous piecemeal approach. The 2026/27 programme identifies 45 assets for disposal, with a target of generating £49 million in capital receipts and over £500,000 in holding cost savings. The report noted that the historic £1 million delegated limit for disposals by the Director of Infrastructure has become less effective due to increased property values, leading to more Cabinet Member decisions being required. The proposed programme aims to provide greater agility in decision-making while remaining compliant with statutory and fiduciary duties. A progress report will be provided bi-annually.

Biodiversity Net Gain Pilot Scheme at Preston Hill

The committee considered a proposal for a pilot scheme to generate Biodiversity Net Gain (BNG) units on vacant land at Preston Hill. BNG, a mandatory requirement for developers under the Environment Act 2021, requires a 10% increase in biodiversity value. KCC can generate income by creating or enhancing habitats on its land and selling BNG units to developers. The pilot at Preston Hill, a 37-acre site, is expected to deliver up to 90 BNG units. Option 6, a partnership with Kent Commercial Services Group (CSG), was identified as the preferred approach, balancing income generation and risk. This involves CSG managing the process, with KCC and CSG splitting net income after costs. The pilot will be monitored for 18 months, with a decision on wider implementation to follow.

The meeting also included the noting of the Work Programme for 2026.