Agenda and draft minutes

An apology for absence was received from Councillor Mahil (Portfolio Holder for Economic and Social Regeneration and Inward Investment).

The record of the meeting held on 21 October 2025 was agreed by the Cabinet and signed by the Leader as a correct record.

Disclosable pecuniary interests

There were none.

Other significant interests (OSIs)

There were none.

Other interests

There were none.

A period of 20 minutes is set aside for questions received.  

6 public questions and 1 Member question had been received and were taken as set out in Appendix 1 to the report.

Responses

It was noted that all questions responses would be reported for information at the next meeting.

Background:

The report provided an overview of the collaborative work that had taken place since February 2025, when all councils in Kent and Medway had been invited by the Secretary of State to submit proposals for local government reorganisation (LGR) for the region of Kent, following the publication of the English Devolution White Paper in December 2024.

The report set out that Medway Council had consistently supported the view that four unitary authorities would be the best option for Kent and Medway, and accordingly the Council had developed its own proposal for Local Government Reorganisation, option 4D. This proposed replacing the existing two-tier system of local government in Kent and Medway with four balanced, community-focused unitary authorities: North Kent, East Kent, Mid Kent and West Kent. Each new council would deliver all local services within its area, removing duplication, simplifying accountability, and ensuring decisions are made closer to their communities.

Also presented with the report were all the business cases developed across Kent for Local Government Reorganisation (LGR). All of the business cases developed proposed replacing the existing two-tier system in other parts of Kent, by establishing differing numbers of Unitary Authorities. These could then create the foundation for a Kent & Medway Combined County Authority (CCA) to deliver devolution, enabling greater local control over transport, housing, skills, and climate change programmes.

The report sought a decision regarding Medway’s preferred approach to enable submission of a business case to Government by the deadline of 28 November 2025.

It was noted that Full Council had considered the report at a special meeting held on 13 November 2025. The Chief Executive advised that the Council had agreed to provide a steer to Cabinet, namely that Medway Council should submit option 4D, for the establishment of four unitary authorities, as set out at Appendix 4 of the report to Cabinet, to the Ministry of Housing, Communities and Local Government (MHCLG), for Local Government Reorganisation across the region of Kent and Medway. The Chief Executive also reported on the two amendments made at the meeting, in respect of options 3A and maintaining the “status quo”, respectively, neither of which were agreed. All Cabinet Members indicated their support for option 4D, with particular reference to their respective portfolios.

An Equality Impact Assessment had been undertaken and was attached at Appendix 6 to the report.

Reasons:

To ensure that Medway responds to the  ...  view the full minutes text for item 5.

Background:

The report presented the results of the second round of the Council’s revenue budget monitoring process for 2025/26. The Council’s summary position was presented in section 5, with sections 6-10 of the report, providing the detail for each service area.

At its meeting on 27 February 2025, the Council had set a total budget requirement of £496.441million for 2025/26. Since then, additional grant funding had been confirmed, primarily the Household Support Fund. The net impact of these amendments took the round 2 budget requirement to a total of £499.865million.

The forecast outturn for 2025/26 represented a pressure of £9.948million, an improvement of £1million from the position reported at round 1.

Reasons:

Full Council is responsible for agreeing a balanced budget in advance of each financial year. The Cabinet is responsible for ensuring that income and expenditure remain within the approved budget, including instructing corrective action to prevent any forecast overspend from materialising.

Background:

The report presented the results of the second round of the Council’s capital budget monitoring process for 2025/26.

This forecast an overspend of £58,000 against the approved budget, with £57,000 in Children and Adults directorate and £1,000 within the Regeneration, Culture and Environment directorate. All other Services/Directorates were forecast to complete their capital schemes within the total approved budget of £229.722million.

Reasons:

Full Council is responsible for agreeing the capital programme. Cabinet is responsible for ensuring that expenditure remains within the approved programme, including instructing corrective action to prevent any forecast overspend from materialising.

Background:

The report presented a review of the Council’s One Medway Financial Improvement and Transformation Plan (FIT Plan) monitoring for Round 2 and should be read in conjunction with the Revenue Budget monitoring for this period. This was the second year of the Council’s journey to financial sustainability by producing and monitoring a FIT Plan.

The report set out that as of 21 October 2025, there had been FIT Plan savings of £4,939,745 and additional income of £12,145,077, which was 59.3% of the overall annual target of £28,817,000.

Reasons:

Full Council is responsible for agreeing a balanced budget in advance of each financial year. Cabinet is responsible for ensuring that income and expenditure remain within the approved budget, including instructing transformation activities or corrective action to prevent any forecast overspend from materialising.

The FIT plan, which is reviewed regularly by the Council’s Corporate Management Team, is one of the key tools for ensuring delivery of savings in the current financial year and implementing a range of key actions to ensure the long-term financial sustainability of Medway Council.

Background:

The report set out the Draft Capital and Revenue Budgets for 2026/27. In accordance with the Constitution, the Cabinet was required to develop ‘initial budget proposals’ approximately three months before finalising the budget and setting Council Tax levels at the end of February 2026.

The Draft Budget was based on the principles set out in the Medium Term Financial Outlook 2025-2030 (MTFO) considered by the Cabinet on 26 August 2025. The report also set out the proposed timetable for consideration by the Overview and Scrutiny Committees.

The report set out that current projections for income and expenditure for 2026/27 would require the identification of savings proposals, additional income and/or an EFS request totalling £25.897million in order to deliver a balanced budget. Officers and Members would continue to review opportunities to reduce costs and increase income in the period leading up to the draft budget being presented to Cabinet on 10 February 2026.

Reasons:

It is the responsibility of the Cabinet to develop initial budget proposals for consideration by overview and scrutiny committees. These draft budget proposals are the first stage of the budget consultation process leading to further consideration by Cabinet on 10 February 2026 and formal council tax setting by Council on 26 February 2026.

Adjournment:

The meeting was adjourned at 8.44pm for a period of 10 minutes to allow for a comfort break.

Background:

The report presented the final report of the in-depth Air Quality, Public Transport and Active Travel Task Group, and set out the findings and recommendations of the Task Group.

The report had been considered at the Regeneration, Culture and Environment Overview and Scrutiny Committee meeting on 9 October 2025 and by the Health and Adult Social Care Overview and Scrutiny Committee on 14 October 2025 and the Cabinet welcomed their comments and considered their additional recommendations. 

A Diversity Impact Assessment had been undertaken and was attached at Appendix 2 to the report.

Reasons:

The recommendations are aimed at improving air quality in Medway to ensure better health outcomes.

Background:

The report presented the Maidstone Borough Council consultation on its Lidsing Garden Community Supplementary Planning Document (SPD). Due to the proximity of the planned development to Medway, there were specific considerations and anticipated impacts on Medway’s communities, services and environment. Medway Council was seeking to work collaboratively with the neighbouring council in planning for sustainable development.

The report outlined the purpose and content of the consultation document. It identified issues of concern for Medway and set out the scope of the proposed response from the Council to the consultation. The Cabinet was asked to approve the content of the Council's response to the SPD consultation.

Reasons:

To approve representations to the Lidsing Garden Community SPD to seek to influence planning for development, and mitigating the impacts on the natural environment, infrastructure and service delivery in Medway.

Background:

The report set out and sought approval of the details of the proposed changes to the primary and secondary admission schemes.

Each year the Local Authority was required to publish admission schemes and arrangements for primary and secondary schools. If changes were made from the previous year, the Local Authority had to undertake a consultation. The schemes set out how the Local Authority would co-ordinate the processing of applications to schools. The arrangements also set out the relevant entry arrangements (oversubscription criteria and published admission numbers) for Community and Voluntary Controlled primary, infant and junior schools. Academies, Voluntary Aided and Foundation schools undertook their own consultation on entry arrangements but had to co-ordinate with the Local Authority schemes.

A Diversity Impact Assessment had been undertaken and was attached at Appendix 3 to the report.

Reasons:

Approving the proposed admissions schemes would ensure that the Council meets its statutory duty to comply with admissions legislation.

Delegating the approval of in-year changes to the Director and Portfolio Holder would ensure swift decision-making should we need to make unforeseen amendments to dates/processes. For example, in the past we had to amend some scheme dates to avoid clashes with neighbouring local authorities who published their scheme dates at a different time to us.

Background:

The report presented a draft of the revised Hackney Carriage and Private Hire Licensing Policy and the proposed consultation methodology.

Although it was not a statutory requirement, the Council had published a Hackney Carriage and Private Hire Licensing Policy since April 2016. This took into account the Government’s Statutory Taxi and Private Hire Vehicle Standards, the Best Practice Guidance issued by the Department for Transport, the Regulators’ Code, the policies of other local authorities and any other relevant matters. During discussion, the Licensing and Safety Committee and the Licensing Sub-Committee were thanked for the role they played in relation to Hackney Carriage and Private Hire Vehicle licensing.

Reasons:

The Hackney Carriage and Private Hire Licensing Policy must be reviewed every 5 years. The last review was carried out in 2020/21, with the current policy coming into effect on 1 May 2021. The new policy requires approval by Cabinet to come into effect on 1 May 2026.

Background:

The report summarised the Council’s performance in Quarter 2 2025/26 on the delivery of the priorities set out in the One Medway Council Plan (OMCP) 2024/28. The report also presented the Quarter 2 2025/26 review of strategic risks.

There were 105 performance indicators set out in the One Medway Council Plan 2024/28. 46 of these measures were reported on for Quarter 2. Of these, 29 out of 46 measures met or exceeded target, 6 out of 46 measures were slightly below target and 11 out of 46 measures were significantly below target.

The report stated that one had change had been proposed to the Strategic Risk Summary (SR59 - Local Government Reorganisation (LGR) and Devolution, from BII to CII).

Reasons:

Regular monitoring of performance and risks by management and Members is best practice and ensures achievement of corporate objectives.

Background:

The report presented the technical guidance outlining the requirements and best practices for Sustainable Urban Drainage Systems (SuDS) in planning applications and condition discharge submissions within Medway, ensuring alignment with national policy and local flood risk strategies.

It provided detailed expectations for SuDS design, implementation, verification, and maintenance across various development types, supporting improved surface water management and flood resilience, and sought adoption of this technical guidance to regularise development.

A Diversity Impact Assessment had been undertaken and was attached at Appendix 2 to the report.

Reasons:

By agreeing to the adoption, it will enable the Council to fulfil its duties as a Lead Local Flood Authority to develop, maintain, apply, and monitor a strategy for local flood risk management in its area and ensure the best sustainable development.

This report has been prepared following engagement with housing developers to ensure that SuDs proposed for sites are acceptable and meet national requirements.

Background:

The report sought permission to commence the procurement of the Housing Revenue Account (HRA) Estate Services Communal Cleaning Contract. This included the cleaning of communal areas within the general needs properties and the Homes for Independent Living (HFIL) schemes.

The report explained that the current contract for communal cleaning in the general needs properties expired on 4 October 2025. A separate report had been submitted to gain approval to extend this contract until 31 March 2026. It was therefore urgent to start the tender process as soon as possible. The contract for the communal cleaning to the HFIL schemes was due to expire on 31 March 2026. The communal cleaning to the HFIL schemes was currently delivered under the corporate Norse contract and the intention was to amalgamate both contracts to achieve value for money.

Reasons:

Following a 5+5 year contract with Norse Commercial Services, it is advised to test the open market to ensure that value for money is achieved.

Background:

The report sought permission to commence the procurement of the Intermediate Care and Reablement Contract. This procurement would be undertaken via a joint commissioning agreement with the Integrated Care Board and covered under the Better Care Fund Section 75.

The report explained that Intermediate Care and Reablement Services were short-term, targeted interventions designed to support individuals – primarily older adults – who were transitioning from hospital to home or are at risk of hospital admission or readmission. The services aimed to restore independence, reduce reliance on long term care, and improve overall health outcomes.

An Exempt Appendix to the report provided a breakdown of the financial analysis in respect of this procurement project.

Reasons:

The current ICRS contract commenced on 1 October 2023. The ICRS contract is split into two lots - Lot 1 Homefirst and Lot 2 Bedded reablement. The new procurement will be for one service that covers both Homefirst and Bedded provision and not as two separate lots.

Both lots were for an initial duration of 3 years. Lot 1 had an option for two, one-year extensions. Lot 1 with extensions, is due to end on 30 September 2028 and Lot 2 is due to end on 30 September 2026.

Initiating Lot 1’s extension options has been considered but is not recommended. It was documented in the Gateway 4 paper submitted in July 2025 that there has been an ongoing issue with receiving data from the current provider. A legal letter was sent on 28 July 2025 to secure some data however the data is still incomplete with the issues still unresolved at the time of authoring this paper.

Despite meeting key performance indicators (KPIs) the current service has required significant performance management. A new specification is needed to ensure the future delivery aligns with Medway Council’s strategic priorities, data governance standards, and evolving system-side integration with system partners and key strategic partners.

Background:

The report sought permission to award the procurement of the Medway Therapeutic Alliance Contract.

The Alliance would provide support to children and young people in Medway aged 5-18 years (inclusive of their 19th birthday) and up to the age of 25 years for those who were care leavers or those already in the service with special educational needs who require on-going therapeutic support.

An Exempt Appendix to the report provided a breakdown of the financial analysis in respect of this procurement project. 

A Diversity Impact Assessment had been undertaken and was attached at Appendix 2 to the report.

Reasons:

North Kent Mind scored the highest in all areas of the evaluation, as shown below compared to the other competing providers.

·               Case Studies: Highest score of 4.

·               Presentation: Highest score of 4.

·               Social Value: 5.00%.

·               Price: 25%.

·               Quality Score: 67.50%.

·               Overall Score: 97.50%.

North Kent Mind overall provided a robust response to all the questions, which demonstrated they have an excellent understanding of the service specification and expected outcomes for children and young people in Medway. Evaluators all agreed that their bid was well written, with clear and concise answers that evidenced additional value and innovation over the length of the contract. Out of the fifteen questions, they scored a 4 (the highest score) for thirteen of these which means their responses were ‘superior’ as per the guidance and a score of 3 for two of the questions which indicates their responses were ‘comprehensive’.

North Kent Mind’s presentation was excellently produced and delivered, with their approach to the Medway Therapeutic Alliance innovative and person centred. Their attention to detail particularly in relation to their priority pathways for Children in Care, Care Leavers and Children and Young People within the Youth Justice Service were comprehensive and seamless.

North Kent Mind will be sub-contracting to six different providers, four of which are local which will promote the skills and employment particularly in the Medway Voluntary, Community and Social Enterprise sector. In addition, North Kent Mind will be recruiting a Lived Experience Lead to enhance volunteer pathways, develop the skills of those with Lived Experience as well as increase employment.

Alongside Partnership Commissioners evaluators also consisted of Medway Children and Young People, Medway Parent Carer Forum, NHS Kent and Medway Integrated Care Board’s SEND and Looked After Children’s leads as well as Medway Council’s Head of Corporate Parenting and Youth Justice. These additional evaluators concluded North Kent Mind’s bid was comprehensive and would meet the existing and emerging needs of Children and Young People in Medway.

North Kent Mind propose the contract will have an underspend of £56,681.14 for the first year with an underspend of £64,239.61 for each of the subsequent years.

Background:

The report sought permission to award the procurement of the Medway Test Contract.

The report set out that the Medway Test was undertaken annually to ascertain which pupils are deemed to be of grammar ability and are eligible for entry into one of the six grammar schools in Medway. This formed part of the wider statutory duty of the Local Authority to ensure all pupils could access a suitable school place and supports the Council’s priority two of Medway’s children achieving their potential in schools.

An Exempt Appendix to the report provided a breakdown of the financial analysis in respect of this procurement project. 

Reasons:

Following a comprehensive evaluation of all bidders, Renaissance Learning was assessed as meeting the required criteria more than other bidders, in terms of both quality and price. Officers had determined that Renaissance Learning can provide the best service of those available and offer satisfactory value for money.

Background:

The report sought permission to award the procurement of the Street Scene Enforcement Contract.

The report explained that Medway had sought to reprocure a nil cost street scene enforcement contract with the result being a financial income to the Council. This would heavily depend on the attraction of the area as well as the number of successful tickets issued and paid.

The previous Street Scene Enforcement contract had lapsed and with a new incumbent it was imperative to have little gap in the enforcement of the contract. With reference to an example of the previous contractor issuing multiple fines at a particular location (M2 Services), it was noted during the discussion that contract monitoring would be undertaken to ensure that the contractor carried out enforcement across Medway.

An Exempt Appendix 1 to the report provided a breakdown of the financial analysis in respect of this procurement project.

Reasons:

Waste Investigation Support & Enforcement Limited provided the only viable tender, with a financial plan that supported the sustainability & returnable sum required by Medway Council.