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Kent County Council

Submission to the Local Government Boundary Commission for

England (LGBCE) on Council size

July 2014 Introduction: 1. This submission sets out the views of Kent County Council (KCC) on the number of County Councillors that are needed in order to support effective, efficient and accountable local democracy in Kent. The submission takes into account the political structure of the Authority and the nature of the different roles that County Councillors are required to undertake in order to deliver effective local government in Kent. In particular, the submission provides a detailed analysis of Council size in the three key areas that the Commission uses to make their judgement:

The County Council’s governance arrangements and how KCC takes decisions across the broad range of its responsibilities;

The County Council’s scrutiny functions relating to its own decision making and the Council’s responsibilities to outside bodies; and

The representational role of Councillors in the local community and how they engage with people, conduct casework and represent the Council on local partner organisations.

Profile of KCC’s area 2. The County of Kent is large and diverse, as can be seen from the following key facts and figures about Kent:

Land area of 1,368 square miles and just over 350 miles of coastline; Resident population of 1.48million and growing faster than the national

average; An ageing population – the number of 65+ year olds is forecast to increase

by 56% by 2031; 78% of Kent’s working population are economically active (in work or

actively looking); 10% of working age residents are claiming out of work benefits;

http://kentfostering.co.uk/

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Just under a quarter of the Kent workforce is qualified to at least NVQ level 4, lower than the national and South East average;

Kent is ranked 102nd out of 152 authorities in the Indices of Deprivation, although lots of variation, with some areas of Kent falling into the 20% most deprived in the country;

50,600 businesses are based in Kent; 89% of which employ fewer than 10 people;

Professional, scientific and technical industries account for the largest proportion of Kent businesses, followed by construction, while businesses in wholesale and retail trade have the largest population of employees; and

Health and wellbeing in Kent is generally good, although there are significant health inequalities, with a 15 year gap in life expectancy between the healthiest and least healthy areas.

3. Kent’s public sector landscape is complex. It is a two-tier area with 12 District, Borough and City Councils and also has 314 Town and Parish Councils. Medway Unitary Council neighbours KCC’s area. There are eight Clinical Commissioning Groups (including Medway) and 460 schools and 129 Academies. Kent has an active voluntary and community sector with over 4,700 registered charities. KCC works within this complexity, and this will become more important if the Authority looks to integrate services with those provided by other organisations where this leads to better outcomes for our customers and better efficiency. Population Forecast Outline of methodology 4. To begin with a set of district level population forecasts have been produced using the POPGROUP forecasting model. This is a demographic forecasting model owned and supported by the Local Government Association and used by over 100 authorities. It uses the cohort survival methodology and takes account of future changes to fertility, mortality, migration and household representative rates based on the information available to us at the current time. 5. The forecasts are strategy-based and take account of future housing developments. Each Kent district local authority’s planning department has provided information on recent completions and current applications for sites that are expected to come forward between now and 2020. 6. The forecasts provide an estimate of the population aged 17+ and 18+ in 2020. Business Intelligence has converted this to a forecast of the electorate by applying a population to electorate ratio specific to each Kent local authority district, calculated using an average of data for the last 3 years.

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7. A set of electoral ward level forecasts has then been produced using a model developed in-house. The model takes account of future housing growth due to occur in each ward based on the information provided by each local authority planning department. Again, the population forecast is converted to an electorate forecast, specific to each ward, using historic RPF29 data from each local authority for the last 3 years. The ward level forecasts are constrained to the district level forecasts to ensure consistency. Summary of results 8. Business Intelligence forecasts estimate that the electorate (aged 18+) for the Kent County Council area as a whole will increase by 6.6% between 2014 and 2020. 9. As the forecasts are strategy-based, the largest increases in electorate can be found in the main growth areas of Dartford, Maidstone and Ashford, with significant increases also expected in Dover and Tonbridge & Malling. 10. Kent’s electorate aged 18+ in 2020 is forecast to be 1,159,800 (rounded to the nearest one hundred). Based on the current Council size of 84 Members this will result in each Member representing an average electorate of 13,806. This is just over 850 more electors than currently represented by each Member. A schedule showing the population forecasts for 2020 for each of the twelve District areas down to District Ward level is appended to this submission. Current Structure of the Council: 11. The County Council is currently composed of 84 Members representing 60 single Member divisions and 12 two Member divisions. Elections are held every four years and the next elections will take place in May 2017. Each County Councillor represents an average of 12,952 electors (as at February 2014). The current political composition of the County Council is as follows: Political group Number of seats Conservative 45 UKIP 17 Labour 13 Liberal Democrat 7 Independents 2 12. The County Council operates a strong executive Leader model.

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KCC’s governance arrangements: Executive Functions 13. KCC is a strongly Member-led authority and the involvement of elected Members in both executive and non-executive decision-making, including the pre-consideration of forthcoming executive decisions, features significantly in the County Council’s governance arrangements. 14. The Leader of the Council is appointed by the County Council for a four year term. The Leader appoints the Cabinet and decides the scheme of delegation to executive Members and Officers. Key decisions cannot be taken by officers under the existing scheme of delegation. The Cabinet meets collectively in public every month, although the majority of executive decisions (approximately 200 per year) are taken by individual portfolio holders. The Cabinet comprises the Leader, Deputy Leader and 8 other portfolio holders, as follows:

Leader, Business Strategy, Audit and Transformation Deputy Leader, Finance and Procurement Environment and Transport Corporate and Democratic Services Economic Development Adult Social Care and Public Health Education and Health Reform Community Services Commercial and Traded Services Specialist Children’s Services

15. Cabinet Members may, with the consent of the Leader, appoint other Members of the Council as their “Deputy Cabinet Members” (currently 11) for such purposes as the Leader and Cabinet Member may agree. A Deputy Cabinet Member may not take decisions on behalf of the Cabinet Member nor vote at a Cabinet meeting. Deputy Cabinet Members have the following responsibilities:

(a) Leading on the development of policy proposals, as directed; (b) Substituting at appropriate internal meetings, including Cabinet and

Scrutiny; (c) Advising on decisions to be taken by the Cabinet Member; (d) Representing the Council and Cabinet Member at external meetings; (e) Chairing relevant advisory boards, as appropriate; and (f) Handling media interviews and enquiries on behalf of the Cabinet Member

in his or her absence. 16. In April 2012, the County Council introduced a revised system of governance, which included the introduction of six cross-party Cabinet

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Committees, which are advisory Committees to the Executive and meet up to six times a year each. Cabinet Committees consider and either endorse or make recommendations on key and other significant decisions to be taken by the Leader, a Cabinet Member, the Cabinet or officers; and advise on the development of the policy framework. Cabinet Committees review performance of the functions that fall within the remit of their particular Committee and make recommendations to decision makers accordingly. Cabinet Committees are also able to hold petition debates on petitions that have reached the required signature threshold as set out in the Council’s Petition Scheme. The current Cabinet Committees are:

Adult Social Care and Health Children’s Social Care and Health Education and Young People’s Services Environment and Transport Growth, Economic Development and Communities Policy and Resources (including a Property Sub Committee)

17. The three largest Opposition Groups all organise themselves in such a way as to appoint Members of their groups to shadow the work of the Cabinet portfolio holders, which will include being the lead spokesperson on relevant Committees and examining the documentation published on forthcoming executive decisions within their areas of responsibility. Non-Executive functions 18. The full Council meets up to seven times per year. It is responsible for approving the County Council’s budget and Council Tax, agreeing major policies and debating issues that affect the residents of Kent. The full Council has established a number of Committees, as follows: Electoral and Boundary Review Committee – responsible for dealing with all matters relating to elections, reviews of electoral and local government boundaries and the creation of parish councils. It has 9 Members and meets 4-5 times a year. Personnel Committee – responsible for agreeing all matters relating to staff terms and conditions (except those imposed by national agreements) and changes to the delegations to officers under the Personnel Management Rules. The Committee also recommends to the Council the appointment and removal of the Head of Paid Service; appoints senior managers and determines their terms and conditions; and recommends the designation of individual officers as statutory proper officers. It has 9 Members and meets 5-6 times a year. Planning Applications Committee – responsible for the determination of planning applications and related matters. It has 19 Members and meets 12 times a year,

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with a further 10 site visits per year and a further 5 public meetings, plus mandatory training sessions for Committee Members. Regulation Committee – responsible for a range of enforcement and regulatory action in relation to development control, approved marriage premises, public rights of way, village greens and commons, school transport appeals (via sub committees), gating orders and mental health guardianship. The main Committee has 17 Members and meets 3 times a year, but the relevant sub committees meet between 30 and 40 times a year. Selection and Member Services Committee – responsible for keeping the Constitution and governance arrangements under regular review; developing the roles of Members, making recommendations to the Council as and when necessary in relation to political proportionality and appointments to outside bodies, appointing and removing local authority appointed school governors and other appointments, overseeing all Member accommodation and support services for Members and making recommendations to the Cabinet Member as appropriate. It has 9 Members and meets 4-5 times a year Superannuation Fund Committee – responsible for discharging the functions of the Council in relation to the control and investment of the Superannuation Fund. It has 9 Members, plus 3 District Council Members (voting) and 5 other Members (non-voting) and meets 6 times a year, plus regular meetings with Investment Managers and Advisors; as well as training sessions for all Members. Governance and Audit Committee – responsible for ensuring that the County Council’s financial affairs are properly and efficiently conducted and reviewing assurance as to the adequacy of the risk management and governance framework and the associated control environment. It has 15 Members and meets 4 times a year. Standards Committee – responsible for discharging the functions contained in Chapter 7 of the Localism Act (other than those reserved to the Council) in relation to promoting and maintaining high standards of conduct at Member level and dealing with complaints made about the conduct of Members under the adopted Member Code of Conduct. It has 7 Members and meets 3-4 times a year. Overview and Scrutiny 19. A key role of the Cabinet Committees (see paragraph 16 above) is to examine forthcoming executive decisions before they are made, which the County Council has found is a more effective way of engaging backbench and opposition Members in executive decision-making. This has resulted in far fewer executive decisions being called-in to the Scrutiny Committee for post-decision scrutiny. However, the County Council maintains a Scrutiny Committee, which

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has all of the statutory powers contained in S.21 of the Local Government Act 2000 to delay the implementation of executive decisions and require the attendance of decision-makers to explain their decisions and answer questions. The Scrutiny Committee has 11 Members, plus 3 faith and 2 parent governor representatives (for education matters only) and is diarised to meet monthly. Crime and Disorder Committee – responsible for the scrutiny of authorities responsible for delivering crime and disorder strategies. It has 11 Members and meets 1-2 times a year. Flood Risk Management Committee – responsible for reviewing and scrutinising the exercise by risk management authorities of flood risk management functions or coastal erosion risk management functions, which may affect the local authority’s area. It has 7 Members and meets 3 times a year. Select Committees – these are time-limited, task-specific Sub Committees of the Scrutiny Committee appointed to carry out reviews on behalf of the Scrutiny Committee. These reviews tend to be in-depth and cross-cutting and tackle subjects such as Dementia services; alcohol misuse; activities for young people; and domestic abuse. These Committees have 9 Members and meet frequently during a period of up to 9 months per Select Committee. Health Overview and Scrutiny Committee – responsible for reviewing and scrutinising matters relating to the planning, provision and operation of health services in Kent. It has 13 Members plus 4 District/Borough Council representatives and meets 8-9 times a year. Joint Committees, Outside Bodies and regional structures 20. KCC is also represented on a number of Joint Committees, regional and partnership bodies, including the Local Enterprise Partnership, the Kent and Essex Inshore Fisheries and Conservation Authority, the Kent and Medway Police and Crime Panel, the Kent Health and Wellbeing Board, the Kent Community Safety Partnership, the Kent and Medway Joint Health Overview and Scrutiny Committee, as well as a large number of District-based participative and deliberative structures involving County, District, Borough, Town and Parish Council Members; for example neighbourhood forums and Joint Transportation Boards. 21. KCC also appoints elected Members to some 90 outside bodies, ranging from the Local Government Association to more local organisations, trusts and charities. Being represented on outside bodies is a vital element of the community representative role, which all Members take seriously.

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The representational role of Councillors in their communities 22. As detailed above, elected Members at KCC are heavily involved in both executive and non-executive decision making, joint committees and partnership governance and there is an active and thorough approach to both pre and post decision overview and scrutiny within the authority. All Members take their various roles extremely seriously and there are a large number of informal meetings, such as agenda planning meetings and briefing meetings that involve key Members including Cabinet Members, Deputy Cabinet Members, Committee Chairmen and Committee Group Spokespeople in preparing for formal Council, Cabinet and Committee meetings. 23. The significance and importance of all Members in representing the views of their local community and in relation to undertaking casework on their constituents’ behalf and encouraging two-way communication between the County Council and its various communities is detailed specifically in the Member Role Description, which forms an appendix to the County Council’s adopted Member Code of Conduct and is included in the Constitution. In order to establish and quantify accurate and current information concerning Members’ representational roles within their communities, a survey was designed and all Members were invited to complete it during May and June 2014. A total of 69 Members responded to the survey, which sought responses to a number of questions about constituency business, attendance at Town and Parish Council meetings, attendance at formal KCC meetings and related matters. 24. The survey contained 18 questions, with the opportunity to make further comments. A summary with survey highlights from 69 responses is provided below. 77% of those who responded represent a district that is parished; the majority (59%) having 1 to 5 parishes but a small number (13%) having 11 to 15 parishes. Some Members perform multiple roles, e.g. serving as both District and County Councillors. Nine of those who responded held a Cabinet Member role. The majority (47%) of all Members who responded spend 1 to 5 hours per

week sitting on formal KCC appointed committee meetings though a large proportion – 35% - spend 5-10 hours and some spend more than 20 hours (69 responses).

33% of Members with an additional role such as Cabinet Member spend over 20 hours per week on that role (51 responses).

Constituency issues within electoral divisions most commonly (42% of responses) take up 5-10 hours per week of Members’ time though, again, some Members spend over 20 hours on these. (59 responses). Constituency issues cover a wide range of topics; the top three being highways; education and issues relating to a district or parish function. (69 responses)

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The most common method of engagement with Parish/Town Councils is by regular attendance at meetings (78% of responses) while others attend occasionally, distribute newsletters and engage in a variety of other ways.

Most Members (64%) spend 1 to 5 hours per week on Parish/Town Council engagement.

The most common method of engagement with local Borough/District Councils is by attendance at forums comprising District and County Members (87% of responses).

Most Members (64%) spend 1 to 5 hours per week on local Borough/District Council engagement.

Members engage with a wide variety of community and other organisations locally; the top three answers being Residents Associations, Age UK and Schools (through governorship).

The majority of Members (78%) spend 1 to 5 hours engaging with these other organisations.

Members use a variety of methods to engage with their local communities; the top three being newsletter (82%), surgery (47%) and social media (35%). The majority of Members (68%) spend 1 to 5 hours on community engagement though a high proportion (26%) spend 5 to 10 hours on this.

The majority of Members who use a newsletter, surgery or blog for community engagement (38%) do so on a monthly basis; 28% on a 1-3 month basis and a further 24% every 3-6 months (50 responses).

59% of Members who organise a surgery do so at different venues across their electoral division.

When asked about the support required to perform their role, Members’ responses included: meeting rooms, admin (and IT) facilities, officer/assistants (particularly Democratic Services), resources, advice and information/briefings/research.

Additional comments mainly related to workload and the ability to provide effective representation.

25. KCC also operates a Member Grant Scheme, where each Member of the County Council has allocated to them a sum of £25,000 to spend on projects in their divisions that effect community benefit. Members are supported by KCC Community Engagement Officers with the administration of the grant scheme but each Member decides for themselves which of the many competing projects and initiatives they will allocate funding to, which requires a significant investment of time each year in publicising the availability of grants; meeting with a wide range of community organisations; and assessing priorities for funding.

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The role of Members in a Commissioning Authority 26. KCC has voted in favour of moving towards a strategic commissioning authority - which involves a greater focus on outcomes and less focus on process, which drives our three transformation themes of – ‘market engagement and service review’, ‘integration and service redesign’, and ‘managing change better’. As KCC progresses into Phase 2 of our whole-council transformation programme – ‘Facing the Challenge’ - it is essential for Members and the whole organisation to have a clear vision of the role of our Members in a strategic commissioning authority. The council has recently been Peer Reviewed by the Local Government Association (LGA) who have emphasised the need for members to understand their roles and responsibilities within a commissioning authority, and this has also been highlighted by a recent KCC Commissioning Select Committee report. 27. Although the member role in a strategic commissioning authority will develop over time, we can anticipate some likely changes now. KCC is, and will remain, a strongly member-led authority – and a commissioning authority model will further strengthen and reinforce this role, for both executive and non-executive members, with them acting as the strong client responsible for holding commissioners and providers to account for delivery of strategic outcomes. Members’ local leadership roles will be vital in ensuring the needs of their local communities are reflected in the KCC’s priorities and commissioning decisions, given that these place the resident and service user at its heart. As the delivery models for many KCC services are likely to change, there will be a need to establish an in-house intelligent client function, which retains key strategic roles within the Council to commission and procure high quality, cost effective services. A core responsibility of this function will be to act as a point of contact for Members to raise any concerns or issues that surround individual constituents and contracted services, and ensure that providers address these concerns as part of the contract delivery. 28. Whilst the role of Members as decision-makers will not change, how Members discharge their role may change. It will move from direct day-to-day oversight and management of service delivery, to managing the delivery of outcomes through the commissioning cycle. For example: Agreeing the strategic commissioning plan and outcomes framework for the authority, identifying the key outcomes that Members want the authority to achieve over the four-year period, providing an essential ‘challenge’ role, overseeing key procurement exercises, reviewing commissioned services, and engaging with market providers to help maintain effective provider relationships. 29. KCC has a strong track record in the developing effective and relevant member training and support. Training for Members around these skills is in the early stages of being developed – a programme is being developed with the Institute of Local Government Studies (INLOGOV) - and this will be essential in

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ensuring Members are equipped for their role within the strategic commissioning authority. We are also undertaking further work around the role of Members in a commissioning authority, as in many respects this is uncharted waters, and therefore, a new cross-party Member Working Group has begun to examine the issues and options in more detail, in particular about the non-executive member role at each stage of the commissioning cycle. Recommendations arising from the Working Group’s deliberations are due to be presented to Cabinet and Council in the autumn. Support to Members in their various roles: 30. A strongly Member-led authority such as KCC requires a hardworking officer team supporting the decision-making process and in providing support services to all elected Members, but especially to the Leader and his Cabinet, political group Leaders and the Chairman and Vice Chairman of the Council. It is vital to ensure that all Members spend as much of their time as possible supporting their constituents. 31. Officers right across KCC work hard to ensure that all Members have the information they need to perform their various roles in whatever form is the most convenient. Officers realise and understand the multiple commitments that Members have and it is only right that all Members are supported appropriately so that they are not spending hours each week on tasks that keep them away from their responsibilities as community representatives. 32. KCC takes its responsibilities for Member Learning and Development seriously and was the first County Council in England to achieve the South East Employers Member Development Charter plus. 70% of all Members have participated in a personal development plan discussion, which has informed the overall Learning and Development Plan for elected Members. The plan is designed to assist Members in the most appropriate way to be more effective in their communities, to make the best use of their time and in relation to their various formal and informal roles as elected Members. All Member Briefings are used to provide information on key aspects of KCC’s responsibilities and regular bulletins are provided, which provide written summaries of emerging legislation, press releases, major Government consultations, research reports etc. All of the County Council’s formal meeting papers are available online via the intranet site and the Council has provided all Members with IT equipment to ensure that they have access to a whole raft of information and are able to communicate electronically with KCC staff and others on the move and in their communities. There is a dedicated Members’ Intranet, known as Members’ KNet, where all of the key information a Member might need quickly is available to download.

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Parish Councils: 33. There are 314 Town and Parish Councils in Kent. Some of the existing County Divisions contain no parish councils while others are completely parished. The Member survey goes some way to determining what effect the existence of Parish Councils has on the workloads of County Councillors. In some respects, it could be argued that the existence of a Parish Council can decrease the workload of a County Councillor on the basis that a proportion of constituency work will be requests for information, which the Parish Council is able to provide or signpost. On the other hand, County Councillors may be expected to attend a number of Parish Council meetings in their divisions and they may be lobbied by a Parish Council over a particular issue. Conclusions on Council size: 34. The deliberations on Council size have been led by the cross-party Electoral and Boundary Review Committee, which met on three occasions to discuss Council size (1 April, 5 June and 7 July 2014) and made recommendations to the full Council at its meeting on 17 July. Members also benefitted from the attendance of key officials from the Boundary Commission for the all-Member briefing session on 30 April 2014. 35. The projections for Kent’s population going forward are significant in terms of Members having larger numbers of constituents to represent in the future. The analysis undertaken in relation to KCC’s nearest neighbour comparator authorities demonstrates that the average number of electors per Member across all 16 County Authorities is 9,825 as the table below indicates. The figure for Kent is 12,952, which is only exceeded by two Authorities in the comparator group: Essex (14,419) and Hampshire (13,202). If KCC had the average number of electors per Councillor as per the nearest neighbour authorities (9,825), KCC would need 111 Councillors. The population forecasts for 2020 will increase the average number of electors for each Councillor to 13,806.

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Neighbour Authorities (County

Councils)

Number of Wards/

Divisions

Council Size

Total Electorate

at 15/02/2014

Electors per Councillor

Area (Hectares)

Density (Electors

per Hectare)

Kent 72 84 1,087,980 12,952 354,353 3.07Lancashire 84 84 905,240 10,777 290,320 3.12Hertfordshire 77 77 853,400 11,083 164,307 5.19Hampshire 75 78 1,029,785 13,202 367,895 2.80West Sussex 71 71 628,800 8856 199,049 3.16Essex 70 75 1,081,444* 14,419 346,439 3.12Derbyshire 61 64 609,990* 9,531 254,670 2.40Oxfordshire 61 63 498,160 7,907 260,492 1.91Cambridgeshire 60 69 464,560 6,733 304,624 1.53Staffordshire 60 62 662,560 10,686 262,028 2.53Northamptonshire 57 57 516, 422* 9,060 236,397 2.18Warwickshire 56 62 422,940 6,822 197,508 2.14Nottinghamshire 54 67 595,481* 8,888 208,477 2.86Gloucestershire 53 53 477,220 9,004 265,325 1.80Worcestershire 52 57 448,080 7,861 174,052 2.57Leicestershire 52 55 517,700* 9,413 208,288 2.49

* 2013 Total Electorate data

Average number of Electors per Councillor for all counties listed: 9,825Number of Kent divisions if the average per division were 9,825: 111 36. Taking into account the number of places allocated to political groups on all of the Council’s formal Committees and Outside Bodies (excluding Select Committees, which are time-limited), each elected Member serves on an average of more than 5 Committees and outside bodies. 37. Paragraphs 26 to 29 above highlight the changing roles of elected Members under a commissioning authority, which is regarded as being at least as onerous on elected Members’ time as is presently the case. 38. The conclusion that has been reached is that KCC’s 84 Members are fully occupied in relation to their various roles and will get busier as the County’s population increases in future years. However, the Authority does not consider it appropriate to increase the number of County Councillors beyond the current number of 84. Accordingly, the County Council’s formal submission to the LGBCE is that Kent County Council should remain at 84 Members and that as part of the formal submission, the Commission be asked to note the County Council’s preference for single Member divisions where possible.

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Appendices:

1. Population projections to 2020 down to District Ward level

KCC Strategy-based Population Forecast (March 2014) - ASHFORD (Revised 16 July)Forecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council

Rounded to the nearest 10 for presentation

Ward code Ward Name

Electorate(Those

aged 18+)

Electorate - including attainers

(Those aged 17+)

E05004867 Aylesford Green 3,250 3,280E05004868 Beaver 4,370 4,420E05004869 Biddenden 2,040 2,070E05004870 Bockhanger 2,020 2,040E05004871 Boughton Aluph and Eastwell 2,270 2,300

E05004872 Bybrook 1,890 1,900E05004873 Charing 2,170 2,180E05004874 Downs North 2,010 2,030E05004875 Downs West 1,880 1,900E05004876 Godinton 6,250 6,310

E05004877 Great Chart with Singleton North 2,480 2,510E05004878 Highfield 1,830 1,840E05004879 Isle of Oxney 2,160 2,170E05004880 Kennington 1,800 1,820E05004881 Little Burton Farm 2,250 2,270

E05004882 Norman 1,840 1,860E05004883 North Willesborough 4,870 4,910E05004884 Park Farm North 2,190 2,240E05004885 Park Farm South 2,040 2,060E05004886 Rolvenden and Tenterden West 2,070 2,090

E05004887 St Michaels 1,880 1,890E05004888 Saxon Shore 4,130 4,160E05004889 Singleton South 2,140 2,160E05004890 South Willesborough 2,630 2,640E05004891 Stanhope 1,630 1,660

E05004892 Stour 3,730 3,760E05004893 Tenterden North 1,910 1,920E05004894 Tenterden South 2,470 2,500E05004895 Victoria 6,250 6,310E05004896 Washford 2,510 2,540

E05004897 Weald Central 3,810 3,870E05004898 Weald East 4,380 4,420E05004899 Weald North 1,880 1,900E05004900 Weald South 4,260 4,310E05004901 Wye 1,910 1,930

Total For Ashford 97,190 98,210

KCC Strategy-based Population Forecast (March 2014) - CANTERBURYForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)

Electorate - including attainers(Those aged 17+)

E05004902 Barham Downs 2,240 2,260E05004903 Barton 7,140 7,200E05004904 Blean Forest 5,120 5,130E05004905 Chartham and Stone Street 4,520 4,580E05004906 Chestfield and Swalecliffe 7,230 7,290

E05004907 Gorrell 5,380 5,430E05004908 Greenhill and Eddington 4,710 4,780E05004909 Harbledown 2,090 2,100E05004910 Harbour 4,680 4,710E05004911 Herne and Broomfield 7,200 7,290

E05004912 Heron 7,360 7,410E05004913 Little Stour 2,160 2,200E05004914 Marshside 2,490 2,520E05004915 North Nailbourne 2,230 2,260E05004916 Northgate 5,220 5,240

E05004917 Reculver 7,410 7,470E05004918 St Stephens 5,990 6,030E05004919 Seasalter 6,840 6,900E05004920 Sturry North 2,260 2,280E05004921 Sturry South 2,480 2,510

E05004922 Tankerton 3,940 3,980E05004923 West Bay 5,340 5,390E05004924 Westgate 6,760 6,780E05004925 Wincheap 6,690 6,740

Total for Canterbury 117,500 118,480

KCC Strategy-based Population Forecast (March 2014) - DARTFORDForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05004926 Bean and Darenth 4,390 4,430E05004927 Brent 5,460 5,510E05004928 Castle 1,930 1,950E05004929 Greenhithe 9,150 9,240E05004930 Heath 4,900 4,970

E05004931 Joyce Green 5,660 5,720E05004932 Joydens Wood 5,840 5,910E05004933 Littlebrook 3,450 3,490E05004934 Longfield, New Barn and Southfleet 5,840 5,910E05004935 Newtown 5,500 5,550

E05004936 Princes 4,560 4,620E05004937 Stone 6,560 6,630E05004938 Sutton-at-Hone and Hawley 3,390 3,430E05004939 Swanscombe 6,100 6,180E05004940 Town 3,700 3,720

E05004941 West Hill 5,400 5,460E05004942 Wilmington 3,390 3,430

Total for Dartford 85,230 86,140

KCCStrategy-basedPopulationForecast(March2014) - DOVERForecast of population aged 18+ and aged 17+ as at 2020ThisworkbookpreparedbypresentedbyBusinessIntelligence,Research&Evaluation,KentCountyCouncil


Wardcode WardName

Electorate(Thoseaged

18+)

Electorate-includingat

tainers(Thoseage

d17+)

E05004943 Aylesham 4,940 4,970E05004944 Buckland 5,730 5,780E05004945 Capel-le-Ferne 2,050 2,060E05004946 Castle 1,750 1,760E05004947 Eastry 5,400 5,430

E05004948 Eythorne and Shepherdswell 4,020 4,050E05004949 Little Stour and Ashstone 5,980 6,030E05004950 Lydden and Temple Ewell 2,110 2,120E05004951 Maxton, Elms Vale and Priory 5,880 5,910E05004952 Middle Deal and Sholden 6,780 6,810

E05004953 Mill Hill 6,540 6,610E05004954 North Deal 6,210 6,240E05004955 Ringwould 2,000 2,020E05004956 River 3,940 3,970E05004957 St Margaret's-at-Cliffe 4,530 4,520

E05004958 St Radigunds 4,260 4,310E05004959 Sandwich 5,260 5,320E05004960 Tower Hamlets 4,250 4,290E05004961 Town and Pier 1,790 1,800E05004962 Walmer 6,900 6,950

E05004963 Whitfield 4,310 4,340

Total for Dover 94,650 95,300

KCC Strategy-based Population Forecast (March 2014) - GRAVESHAM - AMENDEDForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05004964 Central 4,740 4,770E05004965 Chalk 1,820 1,830E05004966 Coldharbour 3,290 3,310E05004967 Higham 3,310 3,340E05004968 Istead Rise 2,920 2,950

E05004969 Meopham North 3,630 3,670E05004970 Meopham South and Vigo 3,640 3,670E05004971 Northfleet North 5,490 5,520E05004972 Northfleet South 5,850 5,900E05004973 Painters Ash 4,660 4,710

E05004974 Pelham 5,510 5,540E05004975 Riverside 5,710 5,740E05004976 Riverview 3,460 3,490E05004977 Shorne, Cobham and Luddesdown 3,440 3,460

E05004978 Singlewell 5,420 5,480E05004979 Westcourt 4,930 4,970E05004980 Whitehill 3,200 3,230E05004981 Woodlands 5,070 5,120

Total for Gravesham 76,090 76,710

KCC Strategy-based Population Forecast (March 2014) - MAIDSTONEForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05004982 Allington 6,920 6,980E05004983 Barming 2,510 2,530E05004984 Bearsted 7,200 7,270E05004985 Boughton Monchelsea and Chart Sutton 2,160 2,180E05004986 Boxley 7,330 7,410

E05004987 Bridge 4,590 4,620E05004989 Detling and Thurnham 2,590 2,620E05004990 Downswood and Otham 2,620 2,640E05004991 East 6,900 6,970E05004992 Fant 7,060 7,120

E05004993 Harrietsham and Lenham 5,110 5,140E05004994 Headcorn 4,380 4,410E05004995 Heath 4,500 4,560E05004996 High Street 6,980 7,060E05004997 Leeds 2,140 2,150

E05004999 Marden and Yalding 6,520 6,580E05005000 North 6,200 6,260E05005001 North Downs 2,120 2,130E05005002 Park Wood 5,970 6,050E05005003 Shepway North 6,960 7,090

E05005004 Shepway South 4,830 4,880E05005006 Staplehurst 5,210 5,270E05005007 Sutton Valence and Langley 2,260 2,280E05008553 Coxheath and Hunton 6,190 6,270E05008554 Loose 2,180 2,200

E05008555 South 8,010 8,070

Total for Maidstone 129,430 130,740

KCC Strategy-based Population Forecast (March 2014) - SEVENOAKSForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05005008 Ash and New Ash Green 4,610 4,670E05005009 Brasted, Chevening and Sundridge 4,940 4,990E05005010 Cowden and Hever 1,560 1,580E05005011 Crockenhill and Well Hill 1,490 1,510E05005012 Dunton Green and Riverhead 4,210 4,260

E05005013 Edenbridge North and East 3,620 3,670E05005014 Edenbridge South and West 3,150 3,190E05005015 Eynsford 1,460 1,470E05005016 Farningham, Horton Kirby and South Darenth 3,710 3,740E05005017 Fawkham and West Kingsdown 4,770 4,810

E05005018 Halstead, Knockholt and Badgers Mount 2,740 2,770E05005019 Hartley and Hodsoll Street 4,810 4,860E05005020 Hextable 3,290 3,330E05005021 Kemsing 3,230 3,260E05005022 Leigh and Chiddingstone Causeway 1,860 1,880

E05005023 Otford and Shoreham 3,530 3,570E05005024 Penshurst, Fordcombe and Chiddingstone 1,940 1,960E05005025 Seal and Weald 3,140 3,180E05005026 Sevenoaks Eastern 2,940 2,970E05005027 Sevenoaks Kippington 3,400 3,460

E05005028 Sevenoaks Northern 3,180 3,200E05005029 Sevenoaks Town and St John's 4,940 4,990E05005030 Swanley Christchurch and Swanley Village 4,820 4,890E05005031 Swanley St Mary's 3,130 3,160E05005032 Swanley White Oak 4,630 4,680

E05005033 Westerham and Crockham Hill 3,280 3,300

Total for Sevenoaks 88,370 89,340

KCC Strategy-based Population Forecast (March 2014) - SHEPWAYForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05005034 Dymchurch and St Mary's Bay 5,440 5,460E05005035 Elham and Stelling Minnis 1,810 1,820E05005036 Folkestone Cheriton 5,190 5,230E05005037 Folkestone East 3,620 3,620E05005038 Folkestone Foord 4,100 4,110

E05005039 Folkestone Harbour 4,040 4,040E05005040 Folkestone Harvey Central 5,360 5,360E05005041 Folkestone Harvey West 3,420 3,440E05005042 Folkestone Morehall 3,380 3,390E05005043 Folkestone Park 5,180 5,200

E05005044 Folkestone Sandgate 3,550 3,560E05005045 Hythe Central 5,660 5,670E05005046 Hythe East 3,590 3,600E05005047 Hythe West 4,490 4,510E05005048 Lydd 5,300 5,310

E05005049 Lympne and Stanford 1,590 1,600E05005050 New Romney Coast 3,050 3,060E05005051 New Romney Town 2,960 2,980E05005052 North Downs East 7,050 7,100E05005053 North Downs West 3,620 3,630

E05005054 Romney Marsh 2,020 2,040E05005055 Tolsford 1,680 1,690

Total for Shepway 86,080 86,410

KCC Strategy-based Population Forecast (March 2014) - SWALE (Revised 16 July)Forecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05005056 Abbey 4,800 4,820E05005057 Borden 1,940 1,950E05005058 Boughton and Courtenay 4,140 4,170E05005059 Chalkwell 4,390 4,420E05005060 Davington Priory 2,050 2,060

E05005061 East Downs 2,140 2,150E05005062 Grove 5,240 5,270E05005063 Hartlip, Newington and Upchurch 4,450 4,490E05005064 Iwade and Lower Halstow 3,700 3,730E05005065 Kemsley 4,670 4,690

E05005066 Leysdown and Warden 2,570 2,590E05005067 Milton Regis 3,540 3,570E05005068 Minster Cliffs 6,060 6,090E05005069 Murston 4,320 4,340E05005070 Queenborough and Halfway 6,300 6,340

E05005071 Roman 3,530 3,560E05005072 St Ann's 3,520 3,540E05005073 St Michaels 4,290 4,330E05005074 Sheerness East 3,710 3,700E05005075 Sheerness West 4,120 4,150

E05005076 Sheppey Central 7,640 7,770E05005077 Teynham and Lynsted 4,420 4,440E05005078 Watling 4,080 4,100E05005079 West Downs 2,280 2,290E05005080 Woodstock 4,100 4,130

Total for Swale 101,990 102,660

KCC Strategy-based Population Forecast (March 2014) - THANET (Revised 16 July)Forecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05005081 Beacon Road 3,340 3,380E05005082 Birchington North 3,460 3,480E05005083 Birchington South 5,410 5,440E05005084 Bradstowe 3,280 3,300E05005085 Central Harbour 5,950 5,990

E05005086 Cliffsend and Pegwell 3,950 3,990E05005087 Cliftonville East 5,220 5,240E05005088 Cliftonville West 4,960 4,990E05005089 Dane Valley 5,340 5,380E05005090 Eastcliff 5,450 5,500

E05005091 Garlinge 3,660 3,710E05005092 Kingsgate 1,800 1,810E05005093 Margate Central 3,520 3,550E05005094 Nethercourt 3,510 3,540E05005095 Newington 3,350 3,390

E05005096 Northwood 5,110 5,140E05005097 St Peters 5,270 5,330E05005098 Salmestone 3,840 3,880E05005099 Sir Moses Montefiore 3,790 3,810E05005100 Thanet Villages 6,100 6,140

E05005101 Viking 5,780 5,820E05005102 Westbrook 3,600 3,620E05005103 Westgate-on-Sea 5,570 5,600

Total for Thanet 101,270 102,030

KCC Strategy-based Population Forecast (March 2014) - TONBRIDGE & MALLINGForecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05005104 Aylesford 4,630 4,660E05005105 Blue Bell Hill and Walderslade 3,280 3,320E05005106 Borough Green and Long Mill 5,570 5,630E05005107 Burham, Eccles and Wouldham 4,600 4,660E05005108 Cage Green 3,400 3,430

E05005109 Castle 3,780 3,820E05005111 Downs 3,170 3,200E05005112 East Malling 3,780 3,810E05005113 East Peckham and Golden Green 3,240 3,270E05005114 Hadlow, Mereworth and West Peckham 3,450 3,520

E05005115 Higham 4,740 4,770E05005116 Hildenborough 4,050 4,090E05005117 Ightham 1,570 1,580E05005118 Judd 3,480 3,520E05005119 Kings Hill 5,440 5,500

E05005121 Larkfield South 3,340 3,370E05005122 Medway 4,890 4,940E05005123 Snodland East 4,050 4,070E05005124 Snodland West 4,960 5,000E05005125 Trench 3,050 3,080

E05005126 Vauxhall 3,600 3,640E05005127 Wateringbury 1,660 1,670E05005128 West Malling and Leybourne 5,660 5,710E05005129 Wrotham 1,490 1,500E05008540 Ditton 3,830 3,860

E05008541 Larkfield North 4,120 4,150

Total for Tonbridge and Malling 98,820 99,750

KCC Strategy-based Population Forecast (March 2014) - TUNBRIDGE WELLS - (Revised 16 July)Forecast of population aged 18+ and aged 17+ as at 2020This workbook prepared by presented by Business Intelligence, Research & Evaluation, Kent County Council


Ward code Ward Name

Electorate(Those

aged 18+)


(Those aged 17+)

E05005130 Benenden and Cranbrook 5,430 5,500E05005131 Brenchley and Horsmonden 4,020 4,060E05005132 Broadwater 4,130 4,170E05005133 Capel 1,790 1,800E05005134 Culverden 5,910 5,960

E05005135 Frittenden and Sissinghurst 1,680 1,700E05005136 Goudhurst and Lamberhurst 3,230 3,270E05005137 Hawkhurst and Sandhurst 4,800 4,850E05005138 Paddock Wood East 3,520 3,550E05005139 Paddock Wood West 2,800 2,840

E05005140 Pantiles and St Mark's 4,940 4,980E05005141 Park 5,640 5,680E05005142 Pembury 4,460 4,500E05005143 Rusthall 3,640 3,680E05005144 St James' 3,920 3,950

E05005145 St John's 5,270 5,390E05005146 Sherwood 4,900 4,940E05005147 Southborough and High Brooms 5,390 5,480E05005148 Southborough North 3,150 3,170E05005149 Speldhurst and Bidborough 4,440 4,500

Total for Tunbridge Wells 83,060 83,980

1

Cooper, Mark

From: [email protected]: 05 September 2014 17:15To: Cooper, Mark; Buck, RichardCc: [email protected]; [email protected];

[email protected]: RE: Kent County Council's submission on Council Size

Dear Mark/Richard, Following consultation with the Chairman and other Members of the County Council’s Electoral and Boundary Review Committee and the political group leaders, here is KCC’s response to the points raised: In response to the question “why 84?”, KCC’s view is that the population of Kent is growing fast, and will continue to do so; Kent has two of the five national growth points and the Government’s support for the garden city at Ebbsfleet means it will be fast-tracked. In Hythe alone, an additional 2,200 homes are due to be built in the next 3-5 years from two major developments, with both under way. However, in this age of austerity, KCC believes an application for increased councillor numbers, though justifiable, would not command the support of the public. Maintenance of the current numbers is, therefore, likely to be the best outcome achievable providing future flexibility for new Councillors in those areas in order to retain reasonable levels of representation at County level. There is an increasing amount of time being spent by elected Members on inter-agency work and outside bodies as explained in the submission. Kent is also heavily parished and it requires a significant degree of commitment from elected Members to work effectively with the parish councils in their areas. In comparison with Essex and Hampshire, Kent has not only the two growth points as above but also the port of Dover, which handles the vast majority of the Country’s cross channel freight traffic together with the infrastructure challenges that brings. The Member Survey showed that all elected Members are fully occupied in relation to their various roles, both in relation to formal meetings and in their communities. The average amount of time spent by non-executive Members with no special responsibilities is 20+ hours per week. For Cabinet Members, this rises to 45+ hours per week. In relation to our move to being a Commissioning Authority, KCC is and has said that it will remain Member-led. Commissioning brings new challenges for Members, not fewer. Members will be closely involved in working alongside officers to prepare service specifications and scrutinise performance. Commissioning will mean the formation of trusts and joint venture companies requiring additional Councillor representation on their governing bodies in addition to the traditional scrutiny role. Of the first twelve service areas in Phase 1 of the County Council’s Transformation Programme and following an intense period of market testing and competitive dialogue, none of these services are currently being recommended for full outsourcing, which suggests ongoing close involvement from elected Members in the planning, delivery and monitoring of those services. There are 32 County Council Members who are also District Councillors. KCC is not asking the Commission to carry out an all single Member Division review, merely expressing its preference.

2

Please do not hesitate to contact me if you require any further information. Regards Peter Sass Head of Democratic Services Strategic and Corporate Services (Governance and Law)

Dear Peter, Thank you for the Council’s submission on council size. I have a couple of comments and queries I hope you can answer.

1) Your submission is very detailed on the structure of the council and its committee membership and decision making structure, are you able to expand on why this would logically result in a council size of 84 members rather than another number.

2) You also provide a detailed breakdown of your recent survey on members’ workload. Again, some more detail on why this points to a council size of 84 would be helpful.

3) How do you see your move to a Commissioning model authority reflecting on your chosen council size? In some reviews we have conducted this has pointed to a decrease.

4) Although every local authority is considered on its own merit, your nearest neighbour authorities in Hampshire and Essex have similar electorates but notably less councillors. What are the circumstances which make Kent different?

5) More generally, have you considered alternatives both in terms of increases and decreases and can you provide evidence if this is the case.

6) You mention a preference for single member divisions. Have Kent formally requested a single member review?

7) Could you let me know how many County Councillors are also district councillors? Many Thanks Mark

1

Cooper, Mark

From: [email protected]: 05 September 2014 17:16To: Cooper, Mark; Buck, RichardCc: [email protected]; [email protected];

[email protected]: RE: Kent County Council's submission on Council SizeAttachments: Member Role Descriptions.docx; Leader Appointments.doc; County Wide

Bodies.doc; Local Bodies.doc; Executive responsibilities.docx

Mark/Richard, Following consultation with the Chairman and other Members of the County Council’s Electoral and Boundary Review Committee and the political group leaders, here is KCC’s response to the points raised by Sir Tony Redmond:

1. The roles Members play in the governance arrangements differ depending on the type of Member-level body. The scrutiny committees and select committees by their nature involve often lengthy question and answer sessions to gather evidence upon which to make recommendations to decision-makers, whereas some decision-making bodies considering detailed written reports with clear recommendations will inevitably involve less debate. Cabinet Committees, which were introduced in 2012, involve all Members in discussions about forthcoming executive decisions and require significant amounts of time from all Members. Committee Chairmen, Vice Chairmen and Opposition Group Spokespersons are also involved and occupied between formal meetings to follow up with officers on agreed actions and to plan for future meetings. Most of the main Committees have work programmes to assist with this process. KCC has a system that allows political groups to make substitutions of their Members at formal Committee meetings if required, so attendance at meetings is excellent. The average length of a formal Committee meeting is approximately 2 hours but some meetings can last much longer. Some time ago, the Standards Committee approved a number of Role Descriptions that form part of the County Council’s Constitution. These Role Descriptions articulate the expected activities and responsibilities of all elected Members in their various roles (attached).

2. The County Council carried out a review of its appointments to outside bodies shortly after the last County Council Elections in 2013. This review led to a reduction in the number of outside bodies where Members are appointed by KCC and also led to the creation of three separate categories of appointments: Leader’s appointments; County-wide bodies; and local bodies (see schedules attached). Members appointed to the various outside bodies feed back to the County Council in a variety of ways including reports to formal meetings.

3. The interaction between the Leader and his Cabinet and the Corporate Directors with reference to the Executive Scheme of Delegation is detailed in Appendix 2 Part 4 of the Constitution (attached). This extract from the Constitution describes the nature of each of the ten Cabinet portfolios and the working relationship between Cabinet Members, Deputy Cabinet Members, Cabinet Committees and Corporate Directors in relation to executive decisions. At KCC, Cabinet Members (or Cabinet collectively) take all Key Decisions and there is an expectation that all such decisions will be considered by the appropriate Cabinet Committee before being formally taken.

4. Kent County Council, as the upper tier authority in an area with a two-tier structure must have strong and effective working arrangements with District Councils in order to:

2

a) Maximise the efficiency and delivery of both statutory and discretionary services, and appropriately undertake their representational role on behalf of constituents:

The split in responsibilities between tiers means that there is a need for effective co-ordination between county and district members on a range of issues. In particular, the split between district council as the planning authority and the county council having responsibilities for the provision of services and infrastructure (such as roads and schools) means that KCC Members are frequently engaged with District Councils on a range of issues relating to strategic planning and transport, such as setting of the Local Plan, to commenting on individual planning applications where issues relating to highways, school places or other infrastructure matters may be a material consideration in planning matters. On transport matters, this County-District engagement is formalised through the use of Joint Transportation Boards with membership composed of both County and District Members. In practice, residents (and other local amenity groups and parish councils) are often unsure of division of responsibilities between County and District Councils, and in their representative roles County and District Members work together to route residents /groups through to the appropriate authority and often work together to resolve resident and community issues.

b) Present a unified 'Kent view' back to central government on critical issues affecting the County (or the County sub-region including Medway UA on economic development issues)

At the executive level, the Joint Kent Leaders meeting (a meeting of all the District Leaders and the County Council Leader -which replaced the Countywide Local Strategic Partnership) provides the vehicle by which the Executive membership of both tiers are able to discuss countywide public service issues including how service delivery can be co-ordinated/ optimised between local tiers, and that a unified ‘Kent view’ can be provided back to government departments on consultations etc. Following the development of the South East Local Enterprise Partnership (SELEP) the need for close inter-authority working within Kent in order to plan, bid and maximise use of additional funds provided through SELEP means that KCC is actively involved in a range of partnership vehicles with District authorities and Medway Unitary Authority on economic development. This includes the Kent and Medway Economic Partnership and a range of sub-county partnerships between the KCC and relevant District Councils.

c) Increasingly working together on common agenda of public sector reform

Recent reforms by the Government have transferred responsibilities and functions to local government that require increased joint working and planning, and where the dividing line between county and district responsibilities are increasingly (and in some cases deliberately blurred). For example, the Health and Social Care Act transferred responsibilities for public health to upper tier local authorities; yet, public health inequalities are very much a local issue with Districts providing a range of services, such as planning, health and leisure services which are essential to improving public health. This means that public health can only be delivered through active planning and engagement with District Councils. The health and social care integration agenda driven through the Health and Social Care Act 2012, set out no statutory role for Districts on Health and Wellbeing Boards, but Kent has ensured District representation at the county HWBB, but has also ensured strong District representation on the CCG level sub-Boards that have been created. Likewise, the Troubled Families Programme in Kent has been delivered through a strong shared programme delivery approach with District Councils who, at a local level, have strong intelligence through their own services (e.g. housing) which requires them to be strongly involved in the delivery of the programme.

3

This blurring of the lines in terms of service responsibility is likely to increase as the need for public sector reform continues given the long term financial pressure the local government sector faces, with service commissioning and provision increasingly integrated across authorities at a local level, and requiring strong engagement at Member level across County-District boundaries in order for both to effectively undertake their decision-making, scrutiny and representative roles.

5. In relation to the Member Survey, the key messages are as follows:

On average, a non-executive Member spends in excess of 20 hours per week in discharging their role as a County Councillor, including time spent at formal meetings, dealing with constituency issues, attending District or Parish Council or meetings of other community organisations within their divisions

On average, a non-Executive Member who has a special responsibility, for instance as a Committee Chairman, will spend between 30 and 40 hours per week discharging their role as a County Councillor as above

On average, a Cabinet Member spends in excess of 45 hours per week discharging their roles. The Leader of the Council has said on many occasions publicly that he spends in excess of 60 hours per week on KCC business.

I hope these responses are helpful to you but please do not hesitate to contact me if you require any further information. Regards Peter Peter Sass Head of Democratic Services Strategic and Corporate Services (Governance and Law)

Peter, Sir Tony Redmond had the following comments and questions to add to my comments

1. He would like more of a detailed sense of the role members play in the section on governance arrangements and more on the length of the meetings as well as the frequency.

2. He would also like you to expand on the interaction between yourselves, members and outside bodies

3. Could you also expand on the interaction between the executive and the scheme of delegation. What sort of portfolios are left with the executive and what is delegated

4. Could you also expand on your relationship with your district councils and also with the Medway UA

5. He would also like a more easily summarised view of your survey on members time. At least, a weekly average total for a member and for a Cabinet member.

Like I mentioned earlier I am trying to pull the paper together for the Commissioner by the end of the week so I’d be grateful for your assistance.

APPENDIX 1 COUNTY WIDE BODIES BODY PROPOSED

MEMBERSHIP

Contact

Action for Communities in Rural Kent (ACRK) Community Halls Committee

Mr M J Northey (Con) Provides a specialist comprehensive advice and information service to the volunteers who run and manage community halls to help them meet their challenges.

Jenny Bradbury The Old Granary, Penstock Hall Farm, Canterbury Road, East Brabourne, Kent TN25 5LL Telephone: 01303 813790 Fax: 01303 814203

KCC: 1 Representative

ACRK Community Rail Partnership Steering Group

Mr A D Crowther (UKIP)

Mr M A C Balfour (Con)

Vacancy

Brings together widely varied partners in order to bring social, economic and environmental benefits to the communities served by rural and secondary rail services.

Ian Paterson 07917 841005 email [email protected]

KCC: 3 Representatives

ACRK Management Committee

Mr C Simkins (Con) Becky Williams The Old Granary, Penstock Hall Farm, Canterbury Road, East Brabourne, Kent TN25 5LL Telephone: 01303 813790 Fax: 01303 814203


Gatwick Airport Consultative Committee

Mr M A C Balfour (Con) The purpose of GATCOM is to advise the Airport's Chief Executive and management team about issues which concern the local communities, travellers, businesses and other users of the airport and to stimulate interest both within the airport community and local people. The primary objective is to ensure the future success of Gatwick providing high quality services to passengers and airlines, having particular regard to the impact this has on the surrounding communities.

Paula Street, Assistant Secretary County Hall, Chichester, West Sussex PO19 1RQ Tel: 033022 22543

BODY PROPOSED MEMBERSHIP

Contact

Fax: 01243 530439

KCC: 1 Representative (1 Substitute)

High Weald AONB JAC Mr M A C Balfour (Con) The High Weald AONB manages a strategic, specialist team that furthers understanding of the High Weald; advises on its management; and enables action to conserve it.

High Weald AONB Unit Woodland Enterprise Centre Hastings Road Flimwell East Sussex TN5 7PR Tel: 01580 879500 Fax: 01580 879499 Email: [email protected]


Hugh and Montague Leney Award Trust

Mr S C Manion (Con)

Mr S Bagshaw

Mrs S Dunn

Awards for educational travel (this usually takes up some or all of a student's gap year) are available for pupils who are over the age of 16 and are attending schools in Kent, Medway, Bexley or Bromley, or have left such a school within the previous 12 months.

Lyn Edwards [email protected]

KCC: 1 Representative (1 Officer in an advisory capacity)

Kent Association of Local Councils

Mrs P A V Stockell (Con) Each member council elects two representatives to its Area Committee. Each Area Committee elects two area representatives to the County Executive. There is an Annual Meeting of all member councils. With additional powers and responsibilities being given to Parish and Town Councils, better informed councillors and clerks are increasingly important. Membership is open to all Parish Councils, Town Councils and Parish Meetings in Kent for a subscription agreed at the Annual Meeting. The Kent Association of Local Councils is an integral part of the National Association of Local Councils.

Tel: 01303 248252 Fax: 01303 258011 Email: [email protected]


Contact

Terry [email protected]


Kent Big Society Investment Panel

(see letter at Appendix 5)

Mr P M Hill (Con)

Mr M A Wickham (Con)

Mr R A Latchford (UKIP)

The Kent Big Society Fund is a new social finance fund, established with initial funding from Kent County Council. It provides loans for new and existing Kent-based social enterprises and charities that have the desire and appetite to grow their business for community benefit.

Kent Community Foundation Office 23, Evegate Park Barn, Evegate, Ashford, Kent TN25 6SX Tel: 01303 814 500 [email protected] www.kentcf.org.uk


Kent County Playing Fields Association

Mr M A Wickham (Con) The Association’s fundamental objective is to ensure that there are adequate facilities for recreation in every city, town and village in Kent and to encourage the provision, improvement, retention and use of playing fields, children's playgrounds and other recreational centres.

Mr P. Peacock,- Cantium Lodge, Terrace Road, Maidstone, Kent ME16 8HU Telephone: 01622 753960 Email: [email protected]


Kent County Staff and Social Club

Mr G Cooke (Cons) The club offers a wide range of discounted trips and events including theatre shows, day trips to Europe, family entertainment, sports and leisure activities and much more.

Sophie Williams [email protected] Telephone: 01622 694243 or 01622 694627 E-mail: [email protected]



Contact

Kent International Airport Consultative Committee

Mr R A Marsh (Con) A statutory body which meets quarterly to allow consultation between airport management, airport users and others.

[email protected]


Kent and Medway Fire and Rescue Authority

Mrs A D Allen (Con) Mr M J Angell (Con) Mr R E Brookbank (Con) Miss S J Carey (Con) Mr N J D Chard (Con) Mr J A Davies (Con) Mr T Gates (Con) Mr M J Harrison (Con) Mrs S V Hohler (Con) Mr S C Manion (Con) Mr R J Parry (Con) Mrs P A V Stockell (Con) Mr H Birkby (UKIP) Mr N Bond (UKIP) To be replaced by Mr Baker on 1/8/14) Mr R A Latchford (UKIP) Mr A Terry (UKIP) Mr G Cowan (Lab) Ms S J Cribbon (Lab) Dr M R Eddy (Lab) Mr D S Daley (LD) Mr S J G Koowaree (LD)

KCC: 21 representatives

Kent Music Board of Directors Mrs S V Hohler (Con)

Mr L B Ridings (Con)

Kent Music’s mission is “to provide creative and inspiring music education”.

Denise Milne 01622 358435 [email protected]



Contact

Kent People’s Trust Mr T Gates (Con) The Trust helps prevent crime and anti-social behaviour. It is dedicated to providing a better environment for everyone in Kent.

Kent Police Headquarters Sutton Road Maidstone Kent ME15 9BZ 01622 653208 [email protected]


LGA Coastal Issues Special Interest Group

Mr M J Harrison (Con) The Group's principal aim is to establish improved governance, management and community wellbeing to ensure that the UK has the best managed coast in Europe, and to identify appropriate and sustainable funding strategies to support this aim.

Contact: Tom Schindl (East Sussex County Council) Telephone: 01273 336838 Email: [email protected]


LGA County Councils Network

Mr P B Carter (Con)

Mr J D Simmonds (Con)


Dr M R Eddy (Lab)

The County Councils Network (CCN) is a cross party special interest group of the Local Government Association which speaks, develops policy and shares good practice for the County group of local authorities, whether unitary or upper tier.

Contact: Caroline Cunningham Telephone: 0207 664 3006

KCC: 4 Representatives (1 vote per Member)

LGA General Assembly Mr P B Carter (11 votes) (Con)

Mr J D Simmonds (Con)

Mr G Cowan (Lab)

The Local Government Association (LGA) is an organisation that is run by its members. It is a political organisation because elected representatives from all the different political parties direct the organisation through its boards and panels. However, it always strives to agree a common cross-party position on issues and to speak with one voice on behalf of local government.

Email: [email protected] Telephone: 020 7664 3000 Fax: 020 7664 3030


Contact

KCC: 4 Representatives (12 votes)

LGA Public Transport Consortium (SIG)

Mr D L Brazier (Con)

Dr M R Eddy

The LGA Public Transport Consortium (SIG) promotes public transport issues on behalf of local authorities outside of metropolitan areas, supporting effective local decisions on public transport for the benefit of local citizens. Its main aims are to support, understanding of the transport issues affecting member authorities, development of legislation that recognises non-metropolitan areas and appropriate allocation of resources

Secretary - Stuart Wrigley, 01253 727950, email [email protected]


Medway NHS Foundation Trust

The Trust has written to Mr Gough requesting a County Council representative

Vacancy Medway NHS Foundation Trust is committed to bringing its patients healthcare services in line with some of the best in the country. The Medway Maritime Hospital site is home to the Macmillan Cancer Care unit, the West Kent vascular centre, a state-of-the-art obstetrics theatre suite, the neonatal intensive care unit, a foetal medicine centre, a dedicated stroke unit and the West Kent centre for urology.

Medway Maritime Hospital Windmill Road Gillingham Kent ME7 5NY Tel 01634 830000


Museum of Kent Life Trust Mr D L Brazier (Con) The Trust provides and maintains an historical and social museum of Kent life, which is open to the public provides ancillary recreational and educational facilities.

John Francis Jordan 01797 270897 [email protected]

KCC: 1 Representative on this Charity

Rochester Airport Consultative Committee

Mr R A Marsh (Con)

The Committee provides an effective forum for the discussion of all matters concerning the development or operation of Rochester Airport which have an impact on its users and on people working and living in the surrounding areas.

Mr Richard Searle Secretary to the Rochester Airport Consultative C/o 8 Paddock Orchard Long Mill Lane St Mary's Platt, Sevenoaks TN15 8NBKCC: 1 Representative


Contact

Rochester Bridge Trust Mr P J Homewood (Con) (To May 2015)

Nr B Sweetland )Con (To May 2017)

Since Roman times a bridge has crossed the River Medway at Rochester, and since medieval times the Wardens and Assistants of Rochester Bridge have maintained this strategic river crossing. Today the Trust owns and maintains the two A2 bridges and the service bridge at Rochester, crossings as important for today's traffic and modern life as at any time in our history.

Mrs. S.E.P. Threader, Bridge Clerk, The Bridge Chamber 5 Esplanade, Rochester Kent ME1 1QE Tel: 01634 846706/843457 Fax: 01634 840125 E-mail: [email protected]


Southern Regional Flood and Coastal Committee

Mr A H T Bowles (Con)

Mr M J Harrison (Con)

Vacancy (UKIP)

Dr M R Eddy (Observer) (Lab)

Mr M J Vye (Observer) (LD)

The Southern RFCC is a committee established by the Environment Agency under the Flood and Water Management Act 2010 and takes the place of the Southern Flood Defence Committee (FDC). It brings together members appointed by Lead Local Flood Authorities (LLFAs) and independent members with relevant experience for three purposes:

To ensure there are coherent plans for identifying, communicating and managing flood and coastal erosion risks across catchments and shorelines

To promote efficient, targeted and risk-based investment in flood and coastal erosion risk management that optimises value for money and benefits for local communities

To provide a link between the Environment Agency, LLFAs, other risk management authorities, and other relevant bodies to engender mutual understanding of flood and coastal erosion risks in its area.

Mrs C Black, Environment Agency, Orchard House Endeavour Park, London Road, Addington WEST MALLING Kent ME19 5SG


SE Coast Ambulance Service Council of Governors

Mr G K Gibbens South East Coast Ambulance Service NHS Foundation Trust is part of the National Health Service (NHS). It responds to 999 calls from the public, urgent calls from healthcare professionals and provides non-emergency patient transport services (pre-booked patient journeys to and from healthcare facilities). South East Coast Ambulance Service,


Contact

Kent Office Heath Road, Coxheath, Maidstone ME17 4BG [email protected] 0300 1230999

Kent: 1 Representative

South East Employers Mr M C Dance (Con)

Mrs P A V Stockell (Con)

Vacancy

Provides advice, consultancy, training and networking opportunities.

Helen Looker [email protected]


University of Kent Court (& Council)

Mr P B Carter (Con) as Leader

Mr E E C Hotson (Con) as Chairman of KCC

Mr J D Simmonds (Con) (Council) (personal capacity)

The Court is chaired by the Chancellor and it meets at least once per year to receive "an Annual Report on the working of the University and the audited Annual Statement of the Accounts" and make appointment as Chancellor of the University. The Council is the executive governing body of the University.

Karen Goffin, Secretary of the Council (email: [email protected] telephone: 01227823397 or 823903 email: [email protected]


Appendix 2 Part 4: Leader and Cabinet

This Part of the Appendix records the arrangements made by the Leader for the allocation of responsibilities and the discharge of executive functions by himself, Cabinet Members and officers. Wherever arrangements are not specifically made for the discharge of executive functions by Cabinet Members or officers, those functions remain with the Leader. The Leader may make new arrangements for the discharge of executive functions by Cabinet Members or officers at any time on either a temporary or permanent basis.

Leader 1. The Leader must be a Member of the Council elected to the position of Leader by the full Council. The term of office of the Leader starts on the day of his/her election as Leader and ends on the day when the Council holds its first annual Council meeting after the Leader’s normal day of retirement as a councillor, unless before that day he/she:

(1) resigns from the office (2) is disqualified from being a Member (3) ceases to be a Member (4) is removed from office by resolution of the Council in accordance with the

Procedure Rules set out in Appendix 4. 2. During his/her term of office as Leader, the Leader will continue to hold office as a councillor and accordingly any enactment which provides for earlier retirement as a councillor does not apply. For the avoidance of doubt, the Leader in office at the date of all-Member elections will remain in office (providing he/she is still a councillor) until the first annual Council meeting after the elections, at which time the new Leader will be elected.

Appointment of Members to the Cabinet 3. The Cabinet consists of the Leader of the Council together with at least two, but not more than nine, other Members appointed by the Leader. 4. Other Cabinet Members hold office until the next election of all Members of the Council unless they:

(1) resign from office (2) are disqualified from being Members (3) cease to be Members (4) are removed from office by the Leader

5. Cabinet Members have the responsibilities indicated below:

Cabinet Member Portfolio Leader Business Strategy, Audit & Transformation PAUL CARTER

Functions in Finance: Audit and Risk Functions in Strategic and Corporate Services: Business intelligence Business strategy External partnerships Policy, performance & risk management Strategy/Policy/Projects

Deputy Leader Finance & Procurement JOHN SIMMONDS Deputy Cabinet Member: Susan Carey

Functions in Finance: External funding Financial control Procurement Revenue & capital Budget Superannuation

Environment & Transport DAVID BRAZIER Deputy Cabinet Member: Matthew Balfour

Functions in Highways, Transport and Waste (HTW): Highway Operations Programmed Works Transportation Public Transport Future Service Improvement HTW Contract Management Waste Resource Management Road Safety including Road Crossing Patrols Functions in Environment, planning and enforcement: Sustainability and Climate Change Heritage Conservation Country Parks Strategic Transport Planning Planning Applications Group Regulatory Services including Public Rights of Way & Access, Coroners, & Countryside Management Partnerships Flood Risk and Natural Environment Kent Downs Area of Outstanding Natural Beauty Gypsy and Traveller Unit Local Development Plans Combined Member Grants (when related to highways project)

Corporate & Democratic Services GARY COOKE

Functions in Governance and Law: Democratic Services Elections Member Services Senior Information Risk Owner Functions in Human Resources: HR Business Centre HR Employment Strategy Organisation Development HR Business Partners HR Advisory Team Health & Safety including Staff Care Services Equalities

Functions in ISG: ICT Commissioning ICT Operations Kent Connects Business Partners Enterprise Architecture ICT Infrastructure Service Support Business Solutions ICT Security Functions in Property & Infrastructure Support: Capital and Infrastructure Support Strategic Asset Management Property Enterprise Fund Business Partners – Directorate Property Estates Management & Property Operations

Economic Development MARK DANCE Deputy Cabinet Member: Sean Holden

Functions in Economic Development: International Affairs Economic & Spatial Development Strategy & Development Regeneration Projects Kent Film Office Broadband rollout Locate in Kent Produced in Kent Sector support (e.g. rural development) Tourism Visit Kent

Adult Social Care & Public Health GRAHAM GIBBENS Deputy Cabinet Members: Chris Smith, Geoff Lymer

Functions in Commissioning (in Social Care): Quality Assurance of Health and Social Care Integrated Commissioning – Health and Adult Social Care Contracts and Procurement – with reference to adult social care Planning and Market Shaping – with reference to adult social care Commissioned Services – With reference to adult social care LASAR KDAAT Support & assistance service (including Supporting People) Functions in Older People and Physical Disability: Enablement In-house Provision – residential homes and day centres Adult Protection Assessment and Case management Telehealth and Telecare Sensory services Dementia Autism Lead on health integration Integrated Equipment Services and Disabled Facilities Grant Functions in Learning Disability & Mental Health: Assessment and case management Learning Disability and mental health In-house Provision Adult Protection

Partnership Arrangement with the Kent & Medway Partnership Trust and Kent Community Health NHS Trust for statutory services Operational support unit Functions in Public Health: Health Improvement Health Protection Public Health Intelligence and Research Public Health Commissioning and Performance Occupational therapy for older people Transition planning Functions in Education, Quality and Standards: Kent Supported Employment

Education & Health Reform CABINET MEMBER: ROGER GOUGH Deputy Cabinet Members: Michael Northey, Margaret Crabtree

Functions in Education Planning and Access: Education Provision Planning and Operations including school place planning and provision, client services, outdoor education and the work of the AEOs Fair access (Admissions and Home to School Transport) including Elective Home Education, Home Tuition and Children Missing Education Special Educational Needs Assessment and Placement - Educational assessment processes for pupils with Special Educational Needs and Disabilities includes Portage and Partnership with Parents Educational Psychology Service Inclusion and Attendance - Educational Welfare & Inclusion Officers Functions in Education Quality and Standards: Early Years and Childcare Safeguarding and Education School Standards and Improvement including Governor services, School Workforce Development, Performance and Information Skills and Employability for 14-24 year olds Inclusion Support Service Kent (formerly MCAS) Functions in School Resources: Academy Conversion Finance Business Partners Health reform Local Healthwatch

Community Services MIKE HILL Deputy Cabinet Member: Sarah Hohler

Functions in Growth, Environment and Transport: Libraries, Registration and Archives Functions in Economic Development: Arts Big Society Volunteering and Voluntary and Community Sector liaison Functions in Environment, Planning and Enforcement: Sport Community Safety & Emergency Planning, including Community Wardens

Functions in Preventative Services (in Education): Integrated Youth Services including Youth Justice & Youth Work Troubled Families Inclusion and Attendance - Education Youth Offending Functions in Education, Quality and Standards: Community Learning & Skills

Commercial & Traded Services BRYAN SWEETLAND Deputy Cabinet Member: Jeremy Kite

Functions in Governance and Law: Legal Services Functions in Strategic and Corporate Services: Communications including consultation. Combined Member Grants (when for community purpose) Functions in School Resources: Edukent/Development of delivery model for support services to schools Functions in Environment, Planning and Enforcement: Trading Standards Kent Scientific Services Gateways Contact Centre Commercial Services Income generation & charging policy

Specialist Children’s Services (Lead Member for Children’s Services) JENNY WHITTLE (until 1 August 2014) PETER OAKFORD (from 1 August 2014) Deputy Cabinet Members: Ann Allen Peter Oakford (until 1 August 2014)

Functions in Preventative Services (in Education): Children’s Centres Early Intervention and Prevention for children, young people and their families including Family CAF co-ordination Adolescent Services Social Work Assistants Early Years Treasure Chest Commissioned Services for early intervention and prevention Inclusion and Attendance - Child Employment and Young Carers Co-ordination Functions in Commissioning (in Social Care): Children’s Health Commissioning Strategic Commissioning - Children’s Social Care Contracts and Procurement – With reference to children’s care Planning and Market Shaping – With reference to children’s care Commissioned Services – With reference to children’s care Functions in Specialist Children’s Services: Initial Duty and Assessment Child Protection Children and young people’s disability services including short break residential services Children in Care (Children and Young People teams) Assessment and Intervention teams Family Support Teams Adolescent Teams (Specialist Services) Adoption and Fostering Asylum (UASC) CRU/OoH

Family Group Conferencing Services Virtual School Kent Child and adolescent mental health services Children’s social services improvement plan Corporate parenting Transition planning

NOTE: Cross-cutting and Integrated Services will be dealt with as a Cabinet collective with a lead Portfolio Holder being accountable. 6. (1) The Leader determines which individual Members of the Cabinet, Cabinet Committees, officers or joint or other bodies are responsible for the exercise of particular executive functions. In particular, the Leader may:

(a) allocate areas of responsibility to those Members or bodies

(b) arrange for the discharge of executive functions by himself, the Cabinet collectively, Cabinet Committees, individual Cabinet Members or Senior Managers (c) determine the membership of Cabinet Committees

(2) All the Leader’s decisions under paragraph 6(1) take effect only when they

have been notified to all Members through the Monitoring Officer. Any subsequent changes must similarly be notified to all Members before any decision under those changed arrangements can be made.

(3) Cabinet Members can be removed from office by the Leader by written notice to the Member concerned and the Monitoring Officer.

(4) The Leader determines and publishes through the Monitoring Officer the Procedure Rules for Cabinet and Cabinet Committee meetings. These rules shall include provision requiring a Cabinet Member with an interest in a matter with which he is dealing to declare that interest and ask the Leader to assign its determination or consideration to another Cabinet Member.

Appointment of the Deputy Leader

7. (1) The Leader shall appoint one of the Cabinet Members to act as Deputy Leader.

(2) Subject to (3) below, the Deputy Leader, unless he resigns as Deputy Leader

or ceases to be a Member of the Council, holds office until the end of the term of office of the Leader.

(3) The Leader may, if he thinks fit, remove the Deputy Leader from office. (4) Where a vacancy occurs in the office of Deputy Leader, the Leader must

appoint another person in his place. (5) If, for any reason, the Leader is unable to act or the office of Leader is vacant,

the Deputy Leader must act in his place. (6) If, for any reason:

(a) the Leader is unable to act or the office of Leader is vacant and (b) the Deputy Leader is unable to act or the office of Deputy Leader is

vacant

then the Cabinet must act in the Leader’s place or must arrange for a Cabinet Member to act in his place.

Delegation of functions to Cabinet Members 8. The Cabinet may collectively take a decision on any matter included on a Cabinet meeting agenda, in accordance with Cabinet Procedure Rules (Appendix 4 Part 6). 9. The Leader may direct, in relation to any proposed decisions to be taken by the Cabinet or the Cabinet Member, that he be consulted on those decisions. 10. In taking decisions, Cabinet Members must comply with the principles of decision making in Article 12, the Procedure Rules set out in Appendix 4, the Resource Management Responsibilities Statement set out in Appendix 5 and associated Resource Management Rules, including Financial Regulations. 11. Each Cabinet Member is responsible, within their allocated responsibility area, for taking key decisions (as defined in Appendix 4 Part 6). 12. Each Cabinet Member is also responsible, within their allocated responsibility area, for taking decisions which are otherwise delegated to officers but which are:

(a) not in accordance with the Policy Framework or Budget agreed by the Council or management and business plans within their portfolio (b) withdrawn from the delegation to Senior Managers.

Deputy Cabinet Members 13. Cabinet Members may, with the consent of the Leader, appoint other Members of the Council to act as their ‘Deputy Cabinet Members’ for such purposes as the Leader and the Cabinet Member may agree; a Deputy Cabinet Member may not take decisions on behalf of the Cabinet Member nor vote at a Cabinet meeting. 14. Deputy Cabinet Members have the following responsibilities:

(a) leading on the development of policy proposals, as directed (b) substituting at appropriate internal meetings, including Cabinet and Scrutiny (c) advising on decisions to be taken by the Cabinet Member (d) representing the Council and Cabinet Member at external meetings (e) chairing relevant Advisory Boards, as appropriate (f) handling media interviews and enquiries on behalf of the Cabinet Member in

his absence

Functions delegated to Officers 15. Officers may perform functions in accordance with the Executive Scheme of Delegation, as approved by Cabinet on 16 April 2012 and set out in paragraph 20, below. 16. In operating the scheme, the following guiding principles must be borne in mind:

(a) Once a Member-level decision has been taken, whether as part of the approved revenue or capital budget, in a Directorate or Divisional Business Plan, or otherwise, the implementation of that decision should be delegated to officers, so that multiple Member decisions are not required in respect of the same matter;

(b) Cabinet Members will continue to be able to require officers to refer any

matters that would otherwise be taken under this scheme of delegation to either themselves or Cabinet for decision;

(c) Senior Managers exercising delegated powers will continue to be able to sub-

delegate those functions to more junior officers, or escalate the making of those decisions to the relevant Corporate Director, who can then (if appropriate) refer the matter to the Cabinet Member or Cabinet, as now;

(d) Existing safeguards and rules relating to the appointment of consultants and

interim senior managers, the reporting of single source tenders, or where a tender other than the most economically most advantageous one is recommended for acceptance, should remain;

(e) Local Member involvement in matters affecting specific electoral divisions

should also remain. 17. The delivery of management and business plans, as agreed by Cabinet Members, is delegated to the relevant Senior Manager(s). 18. Officers may take action on urgent matters that would otherwise require reference to, or consultation with, the Leader, Cabinet or Cabinet Member if there is no time for such reference or consultation to be made. 19. Officers shall refer to the Leader, Cabinet or relevant Cabinet Member any decision:

(a) to compulsorily acquire land (b) to carry out major highway creation or improvement works (c) to refuse consent to any proposed action by a District Council under the Highways or Road Traffic Regulation Acts (d) to respond to planning consultations by district councils, government departments or statutory undertakers where objection or adverse comment is proposed to be made (e) to suspend local management from any school (f) to issue a public notice for any significant change to a school in terms of number of pupils, age range, type or status of school, closure or merger, or creation of a new school (g) which they otherwise consider should be determined by Members.

Executive Scheme of Officer Delegation 1. P rinciples 1.1 This scheme operates from 1 April 2012. 1.2 In this scheme “officer” means the holder of any post named in this scheme as having delegated powers and duties. 1.3 This scheme delegates powers and duties in relation to Executive functions which are the responsibility of Leader and Cabinet Members. 1.4 This scheme delegates powers and duties within broad functional descriptions and includes powers and duties under all legislation within those descriptions and all powers and duties incidental to that legislation. 1.5 This scheme operates under Section 14 of the Local Government Act 2000 and the Local Authorities (Functions and Responsibilities) (England) Regulations 2000 (‘the Regulations’) and all other enabling powers. 1.6 This scheme includes the obligation on officers to keep Members (notably Cabinet Members) properly informed of activity arising within the scope of these delegations. 1.7 Any exercise of these delegated powers shall be subject to the policies approved by the Leader from time to time and shall be guided by the relevant Codes of Conduct. 1.8 Any exercise of delegated powers shall be subject to any statutory restrictions, provisions made in the revenue or capital budgets, Standing Orders, Financial Regulations or other Procedure Rules as contained within the Constitution. 1.9 This scheme assumes that once a Member-level decision has been taken, whether as part of the approved revenue or capital budget, in a Directorate or Divisional Business Plan, or otherwise, the implementation of that decision will normally be delegated to officers, so that multiple Member decisions are not required in respect of the same matter. 1.10 However, Cabinet Members may at any time require officers to refer a matter that would otherwise be taken under this scheme of delegation to either themselves or Cabinet for decision. 1.11 This scheme includes the power for officers to further delegate in writing all or any of the delegated functions to other officers (described by name or post) either fully or under the general supervision and control of the delegating officer. Sub-delegations may be made across service boundaries. 1.12 Officers to whom matters have been sub-delegated may escalate the making of those decisions to the relevant Corporate Director, who can then (if appropriate) refer the matter to the Cabinet Member or Cabinet. 1.13 A power specifically delegated by this scheme to one officer shall not be exercised by another officer without the consent of the former. 1.14 Sub-delegations shall be recorded in a register kept by each Directorate and notified to the Monitoring Officer under Section 100G of the Local Government Act 1972.

1.15 Any officer exercising powers or duties in pursuance of full sub-delegation will be politically restricted under Section 2(1)(g) of the Local Government and Housing Act 1989. 1.16 All action taken under the terms of these delegations shall be properly discussed in advance with the relevant Cabinet Members and documented. 1.17 In each case, the delegated authority to officers includes management of the human and material resources made available for the service areas and the functions concerned within the limitations of this scheme and subject to specific delegations in this scheme or elsewhere to another officer. 1.18 In each case the delegated authority excludes the determination by the officer concerned of policy, exceptions to policy and budgets. 2. Delegations to officers 2.1 The powers delegated to officers exclude the authority to take Key Decisions. 2.2 Officers are responsible for the management of their services and the implementation of Council and Cabinet policies and Executive Decisions. 2.3 Decisions which an officer takes under delegated powers must:

(a) implement a policy or decision previously approved or taken by the Cabinet or a Cabinet Member or

(b) facilitate or be conducive or incidental to the implementation of a policy or

decision previously taken by the Cabinet or a Cabinet Member or (c) relate to the management of the human, material and financial resources

made available for the functions for which they are responsible

2.4 It shall always be incumbent on an officer to consult in advance with the appropriate Cabinet Member on the exercise of a delegated Executive Function, or agree with them not to exercise a delegated Executive Function but to refer the matter instead to the Cabinet or relevant Cabinet Member. 3. Subject to the provisions of paragraph 2.3 (above), the Executive Functions to be the Responsibility of Chief Officers are as follows: 3.1 TO THE CORPORATE DIRECTOR, STRATEGIC & CORPORATE SERVICES (i) To exercise the relevant functions of the Leader of the Council (Cabinet Member for Business Strategy, Audit & Transformation) in relation to the overall strategic direction, policies and priorities of the Cabinet and of Council, including the overall corporate revenue and capital budget strategy and ensuring that the appropriate systems are in place to assure the performance management of the authority. (ii) To exercise the relevant functions of the Cabinet Member Corporate & Democratic Services, the Cabinet Member Adult Social Care & Public Health, the Cabinet Member Commercial & Traded Services and the Cabinet Member Economic Development in relation to their portfolios.

(iii) To exercise in cases of urgency the Executive Functions delegated to other Chief Officers. (iv) To incur expenditure in the event of a civil emergency. 3.2 TO THE CORPORATE DIRECTOR, SOCIAL CARE, HEALTH & WELLBEING (i) To exercise the functions conferred on or exercisable pursuant to Section 18 of the Children Act 2004 and Regulations made thereunder. (ii) To exercise the functions conferred on or exercisable pursuant to Section 6(A1) of the Local Authority Social Services Act 1970 and Regulations made thereunder. (iii) To exercise the relevant functions of the Cabinet Member Specialist Children’s Services and the Cabinet Member Adult Social Care & Public Health in relation to their portfolios. 3.3 TO THE CORPORATE DIRECTOR, EDUCATION & YOUNG PEOPLE SERVICES (i) To exercise the relevant functions conferred on or exercisable pursuant to Section 532 of the Education Act 1996 and Regulations made thereunder. (ii) To exercise the relevant functions of the Cabinet Member Education & Health Reform in relation to his portfolio. 3.4 TO THE CORPORATE DIRECTOR, GROWTH, ENVIRONMENT & TRANSPORT (i) To exercise the relevant functions of the Cabinet Member Environment & Transport and the Cabinet Member Economic Development in relation to their portfolios. 3.5 TO THE CORPORATE DIRECTOR FINANCE & PROCUREMENT (i) To exercise the relevant functions conferred on or exercisable pursuant to Section 151 of the Local Government Act 1972 and Regulations made thereunder. (ii) To exercise the relevant functions of the Leader of the Council (Cabinet Member for Business Strategy, Audit & Transformation), the Cabinet Member Finance & Procurement, the Cabinet Member Corporate & Democratic Services, the Cabinet Member Commercial & Traded Services and the Cabinet Member Education & Health Reform in relation to their portfolios. 3.6 TO THE CORPORATE DIRECTOR HUMAN RESOURCES (i) To exercise the relevant functions of the Leader of the Council (Cabinet Member for Business Strategy, Audit & Transformation) and the Cabinet Member Corporate & Democratic Services in relation to their portfolios.

Involvement of Local Members 20. (1) In exercising these delegations or in preparing a report for consideration by the Cabinet or a Cabinet Member, officers shall consult the relevant Local Member(s) on any matter that appears to specifically affect their division.

(2) Any objection by a Local Member to a proposed course of action shall be the subject of consultation with the relevant Cabinet Member.

(3) All reports to the Cabinet or a Cabinet Member shall include the views of

Local Members.

Cabinet Committees

21. (1) Cabinet Committees are advisory committees of the Executive (2) Each Cabinet Committee considers the functions of the Council that are the responsibility of one or more Cabinet Members, together with related matters affecting Kent or its residents.

22. (1) Cabinet Committees shall:

(a) Consider and either endorse or make recommendations on the statutory key and significant decisions to be taken by the Leader, a Cabinet Member, the Cabinet or officers (b) Assist and advise the Leader, Cabinet Members, the Cabinet and officers in the development of the Policy Framework (c) Review the performance of the functions of the Council that fall within the remit of the Cabinet Committee in relation to its policy objectives, performance targets and the customer experience (d) Make reports and recommendations to the Leader, Cabinet Members, the Cabinet or officers arising from the exercise of the preceding terms of reference or which affect Kent or its inhabitants within their allocated areas of responsibility

(e) Hold a maximum of two debates at each meeting on petitions that have reached the required signature threshold as set out in the Petition Scheme

23. (1) Cabinet Committees have the power to:

(a) Request relevant Cabinet Members and Senior Managers to attend before them and answer questions (b) Question and gather evidence from any person (with their consent) (c) In exceptional circumstances appoint one or more sub-committees to discharge any of their functions (d) Co-opt individuals on a non-voting basis if there is a proven business need (e) In addition, the Policy and Resources Cabinet Committee will undertake policy development activity where this is of a cross cutting nature, or allocate this responsibility to a Cabinet Committee.

24. (1) The Leader determines which individual Members of the Cabinet, committees of the Cabinet, officers or joint or other bodies are responsible for the exercise of particular executive functions. In particular, the Leader may:

(a) allocate areas of responsibility to those Members

(b) arrange for the discharge of executive functions by himself, the Cabinet collectively, committees of the Cabinet, individual Cabinet Members or Senior Managers

(2) The membership, terms of reference and number of Cabinet Committees will be determined by the Leader, as specified in 6(1) above. The current membership is as follows:

(a) Communities: 14 Members - Conservative 8; UKIP 3; Labour 2; Liberal Democrat 1 (b) Economic Development: 13 Members - Conservative 8; UKIP 2; Labour 2; Liberal Democrat 1 (c) Education: 13 Members - Conservative 8; UKIP 2; Labour 2; Liberal Democrat 1 (d) Environment Highways & Waste: 13 Members - Conservative 7; UKIP 2; Labour 2; Liberal Democrat 1; Independents 1 (e) Policy and Resources: 14 Members - Conservative 8; UKIP 3; Labour 2; Liberal Democrat 1 (f) Social Care and Public Health: Conservative 8; UKIP 2; Labour 2; Liberal Democrat 1

APPENDIX 3 APPOINTMENTS MADE BY THE LEADER BODIES MEMBERSHIP

CONTACT

Ashford Future Delivery Board Mr M A Wickham (Con)

Ashford’s Future is a partnership between a number of organisations, including Ashford Borough Council, Kent County Council, SEEDA, English Partnerships and The Housing Corporation. Ashford is a Growth Area, and Ashford’s Future’s remit is to manage the Growth Area funding to ensure physical, social and community infrastructure is delivered in a timely fashion to ensure a sustainable future for the town.

Judith Armitt Managing Director [email protected] 01233-330811

East Kent Spatial Development Company Board

Mr S Holden (Con)

Mr M C Dance (Con)

The East Kent Spatial Development Company was established in 2001 as a regeneration initiative, which in essence sought to deliver utility infrastructure and also to deliver finance to pump prime future projects. The original partners were Thanet and Dover District Councils, Kent County Council, South East England Development Agency and English Partnerships (this last agency is now part of the wider Homes and Communities Agency).

Mrs Naisha Polaine (Director) Canterbury Innovation Centre University Road Canterbury Kent CT2 7FG

East Kent Opportunities Board

Mr M C Dance (Con)

East Kent Opportunities LLP is a joint venture partnership between Thanet District Council and Kent County Council which aims to bring forward economic growth and regeneration to East Kent.

[email protected]

East Kent Regeneration Board

Mr M C Dance (Con)

The leaders of Shepway, Thanet, Dover, Canterbury and Ashford councils, as well as Kent County Council, want to build on the positive developments already in line for the Enterprise Zone by removing constraints to progress in other parts of the region. It aims to set out a co-ordinated, coherent approach to kick-start the economy in one of the hardest-hit parts of the South East.

Ross Gill [email protected] 01622 221312

Homes and Communities Agency Strategic Assets Stewardship Group

Mr M C Dance (Con)

Works with local partners, using its skills and investment in housing and regeneration to meet the needs of local communities; creating new affordable homes and thriving places.

Kent Children and Young People’s Joint Commissioning

Mrs J Whittle (Con)

The principle function of the Kent Children and Young People’s Joint Commissioning Board (CYPJCB) is to improve outcomes for children and young people, pre birth to 19 years (24 for LAC and disabled young people), through the effective commissioning of services in partnership with a range of agencies, ensuring resources are prioritised according to need and

BODIES MEMBERSHIP

CONTACT

Board Mr R Gough (Con)

where they achieve the most impact.

[email protected] Business Information & Support Officer 01622 696679

Kent Economic Board Mr P B Carter (Con)

KEB as a working group of the Kent Forum has a responsibility to pursue the Economic Success theme of the Vision for Kent, and Bold Steps for Kent. There is a clear expectation that it will support the implementation of the Kent Regeneration Framework via the activities of its Task Groups, the Business Advisory Board and the co-ordinating function of the Board itself.

Invicta House, Maidstone 01622 221940 [email protected]

Kent Forum Mr P B Carter (Con)

To grow the Kent economy; to tackle disadvantage; to put citizens in control.

Kent Forum, Room 2.70 Sessions House, Maidstone ME14 1XQ 01622 696567 [email protected]

Kent Partnership Mr M A Wickham (Con)

Works with a wide range of individuals and organisations providing everything from youth clubs to security advice for the elderly, graffiti cleanup to CCTV for women’s refuges, youth mentoring to drug rehabilitation schemes. These projects help prevent crime, and genuinely improve the safety and well being of local communities.

Kent Police Headquarters, Sutton Road, Maidstone Kent ME15 9BZ 01622 653208 [email protected]

Kent Rural Board Mr M A Wickham (Con)

Mr S Holden

The Kent Rural Board is the strategic rural partnership for Kent and Medway. Created in 2004, the Kent Rural Board was set-up to foster collaborative cross-sector working on a range of key policy agendas. The Kent Rural Board is responsible for:

1. Joining up Kent’s rural agenda: providing an expert, multi-agency rural voice for Kent.

2. Working as a rural advocate for Kent through influencing and rural-proofing policy and attracting further investment into Kent’s rural areas.

3. Acting as a catalyst to bring about step-change in rural delivery across Kent.

BODIES MEMBERSHIP

CONTACT

Kent Safeguarding Children’s Board


The Children Act 2004 required each local authority to establish a Local Safeguarding Children Board (LSCB). The core objectives of the LSCB are:

To co-ordinate what is done by each person or body represented on the Board for the purposes of safeguarding and promoting the welfare of children in the area of the authority; and

To ensure the effectiveness of what is done by each such person or body for that purpose.

Sessions House County Hall [email protected] Tel: 01622 694859

Locate in Kent Mr N C Dance (Con)

Mr B Sweetland (Con)

Locate in Kent is the investment promotion agency for Kent and Medway. We’re passionate about sharing the area’s opportunities with businesses.

Locate in Kent Ltd, 35 Kings Hill Avenue, Kings Hill, West Malling Kent, ME19 4DG 01732 520700 [email protected]

Produced in Kent Board Mr M A Wickham (Con)

To promote local and seasonal produce and provide support and services to our Members through strategic objectives which are reviewed annually.

01732 853172 Hadlow College [email protected]

South East England Tourist Board Regional Advisory Committee

Mr M C Dance (Con)

TSE is a not-for-profit organisation with a mission to provide services and expertise that supports the performance and growth of tourism businesses. It achieves this by working hard with others to deliver a range of relevant services and support programmes designed with its member businesses’ and destination partners’ needs in mind. It also make its expertise available to other clients in the South East and beyond on a paid-for basis. Activities include a full range of domestic and international marketing campaigns, PR and web promotions, highly respected training courses, research and visitor information services, networking opportunities and advocacy.

[email protected]

BODIES MEMBERSHIP

CONTACT

SE England Councils Mr P B Carter (Con)

Mr J Simmonds (Con)

SEEC works to four principles: To strive for a fair funding deal for the South East; Promote the South East's position as a leading global economy; Act as a single democratic voice for South East interests; and Monitor the pulse of the South East.

South East England Councils Room 215, County Hall Penrhyn Road Kingston upon Thames KT1 2DN 0208 541 7555 [email protected]

SE Regional Arts Council Mr P M Hill (Con) Arts Council England champions, develops and invests in artistic and cultural experiences that enrich people's lives.

0845 300 6200

Swale Forward Board Vacancy Swale’s local regeneration partnership.

Swale Forward, Swale House, East Street Sittingbourne ME10 3HT 01795 417218

Thames Gateway Kent Partnership Board

Mr M C Dance (Con)

The Partnership Board is chaired by the private sector and comprises senior representatives from across the North Kent business, local authority and higher/further education community, from national government and agencies - Job Centre Plus, the Homes and Communities Agency, the Environment Agency - and a North Kent Member of Parliament.

Thames Gateway Kent Partnership, Innovation Centre Medway, 1st floor (F33) Maidstone Road, Chatham ME5 9SF 01634 338148

Turner Contemporary Trust Mrs S V Hohler (Con)

Manages Turner Contemporary Art Gallery.

01843 233 000/020 1826 1828/01865 34811/01328 702267 www.turnercontemporary.net

Visit Kent Board Mr M C Dance (Con)

Visit Kent is a ground breaking new venture aimed at growing tourism to the Garden of England and at increasing visitor satisfaction with a visit to Kent. It brings into partnership all of Kent's public and private sector tourism enterprises.

BODIES MEMBERSHIP

CONTACT

Visit Kent 28-30 St Peter's Street Canterbury Kent CT1 2BQ [email protected]

-APPENDIX 2 LOCAL BODIES BODIES PROPOSED

MEMBERSHIP

CONTACT

Alliance (formerly Coalfield Communities Campaign) (LM appt)

Mr S C Manion (Con)

Mrs E D Rowbotham (Lab)

The aim of the group is to tackle strategic issues affecting the former East Kent Coalfields. It produces a broad framework of actions and aims to link into and lobby the National UK Coalfields Secretariat and their business plan.

[email protected] 01226 200768


Ashford Town Centre Partnership (LM appts)

Mrs M J Angell (Con)

Vacancy

The Ashford Town Centre Partnership is a voluntary, non-profit making organisation. It is developing an effective partnership between the public, private and voluntary sectors, to achieve a safe and vibrant place in which to work, live and visit.

Address: address 2nd Floor, Ashford House, County Square, Ashford Kent TN23 1YB Tel number: 01233 664410 Fax number: 01233 662345


Aylesham & District Community Workshop Trust (LM appt)

Mr S C Manion (Con)

Aylesham & District Community Workshops Trust is a charity that has been serving the Aylesham community since 1996. The organisation gives grants to voluntary organisations in the area from funds that it raises itself.

Derrick Garrity, Ackholt Road, Aylesham CT3 3AJ 01304 842846 [email protected]


Bensted’s Charity (LM appts) Mr A H T Bowles (Con)

Mr T Gates (Con)

The relief of the aged, the impotent and the poor inhabitants of the area of benefit; the relief of distress among the said inhabitants;

Clerk to the Trustees Mrs S J Bayford 5 The Almshouses South Road

BODIES PROPOSED MEMBERSHIP

CONTACT

Faversham Kent ME13 7LU Tel: 01795 532958


Biggin Hill Airport Consultative Committee

Mr R J Parry (Con)

A statutory body which meets quarterly to allow consultation between airport management, airport users and others. There are representatives on the committee from Bromley and Croydon Councils, other adjacent local authorities, parish councils, residents' associations, airport users and local businesses. The aims of the Consultative Committee are:

to inform the local community about developments and plans,

to seek to balance economic benefit and environmental impact and

to support local economic activity

George Crowe [email protected] Tel: 020 8464 3333


Dover Roman Painted Homes Trust (LM appt)

Mr G Cowan (Lab) Dover Roman Painted House a unique tourist attraction and well preserved museum in the heart of Dover Town showing what life was like in the Dover Deal and Sandwich area in Roman times.

New Dover Street Dover CT17 9AJ 01304 203279 www.trivago.co.uk


Dungeness Local Community Liaison Council (LM appt)

Mr D Baker (UKIP) The purpose of this stakeholder group is to be the prime interface between the community, the site operator and the Nuclear Decommissioning Authority.

Haf Morris SSG Secretariat Dungeness A Power Station Romney Marsh Kent TN29 9PP 01797 343549


CONTACT

[email protected]


Cranbrook School Trust Mr A J King (Con)

Mr Anthony Cooper

The object of the Charity is to promote the education (including social and physical training) of boys and girls by the conduct and maintenance of a day and boarding school in or near Cranbrook in the County of Kent for boys and girls. The Trust is governed by a Trust Deed dated 11 July 1994.

Cranbrook School Academy Trust Waterloo Road Cranbrook Kent TN17 3JD Telephone 01580711810


Gabriel Richards Charity (otherwise known as Goodnestone Hospital) (LM Appt)

Mr M J Vye (LD) Almshouses for almspeople who shall be poor aged, single persons of good character who were born in the county of Kent.

Warden's Lodge Jesus Hospital Sturry Road Canterbury, Kent CT14 0DZ 01227 463771


Headcorn Aerodrome Consultative Committee

Mr R A Marsh (Con)

Headcorn Airfield Consultative Committee meets 3 times a year to discuss issues regarding the operation of the airfield. The committee membership is made up of representatives from from the local parish councils of Smarden, Frittenden and Headcorn, also Maidstone and Ashford Borough Councils and Kent County Council. An equal number of members come from the constituent operators at the airfield, including the owner, parachute club and flying organisations.

Secretariat: Maidstone BC Tel: 01622 890226


Lydd Airport Consultative Ms S J Carey A statutory body which meets quarterly to allow consultation between airport management, airport users and others.


CONTACT

Committee (Co n) London Ashford Airport Lydd Romney Marsh Kent TN29 9QL 01797 322400 01797 322419 [email protected]


Maidstone Town Centre Management Company (LM appts)

Mr P A V Stockell (Con)

Vacancy

The Maidstone town centre management company is a limited company that is solely dedicated to improving the vitality and viability of Maidstone town centre. The company was established to act as a catalyst between the council and town centre businesses, which is a crucial role in ensuring the commercial viability of a healthy town centre.

Town Centre Manager: Bill Moss PA: Ilsa Butler Tel: 01622 678777 Fax: 01622 692110 [email protected]


Margate Renewal Partnership Mr S Holden (Con) Margate Renewal Partnership was set up to spearhead the regeneration of Margate. Made up of key stakeholders who have an important role to play in the transformation of Margate the Partnership aim was to create a vibrant town with a mix of traditional seaside attractions and modern and creative quarters.

Margate Media Centre 11 - 13 King Street Margate Kent, CT9 1DA Tel: 01843 609337 Fax: 01843 609271


Powell-Cotton Museum Trust (LM appt)


The Powell-Cotton Museum at Quex Park was established in 1896 by Major Percy Horace Gordon Powell-Cotton (1866-1940) to house natural history specimens and cultural objects collected on expeditions to Asia and Africa in trust for the enjoyment of visitors and the benefit of students.

Powell-Cotton Museum Quex House & Gardens


CONTACT

Quex Park Birchington Kent CT7 0BH 01843 842168


Red Hill Trust Mrs P A V Stockell (Con)

The Red Hill Trust was founded in 1948 to manage a school for children with emotional and behavioural difficulties. It was established at Charlton Court in East Sutton, Maidstone, taking its name from earlier premises in Chislehurst, Kent. For nearly 50 years it provided boarding education for about 50 boys with emotional and behavioural problems who had been referred by local authorities across the South-East. It eventually closed in 1992 as the government instituted the policy of integration into mainstream schools. The property has been sold. The Trustees are now in a position to make grants to organisations which have similar objectives to those of the original Trust.

The Clerk of the Red Hill Trustees, 2 Fulbert Drive, Bearsted, Maidstone, ME14 4P [email protected].


Rochester Airport Consultative Committee

Mr R A Marsh (Con)

To provide an effective forum for the discussion of all matters concerning the development or operation of Rochester Airport which have an impact on its users and on people working and living in the surrounding areas.

Mr Richard Searle Secretary to the Rochester Airport Consultative C/o 8 Paddock Orchard Long Mill Lane St Mary's Platt, Sevenoaks TN15 8NB


Romney Marsh Visitor Centre (LM Appt)

Mr D Baker (UKIP)

An award-winning, eco-friendly visitor centre and nature reserve which is largely dune grassland with willow scrub and seasonal ponds. It houses a permanent exhibition detailing how the Romney Marsh Landscape was formed, its history and wildlife. An art gallery specialising in exciting local artists occupies a separate building. As well as several marked trails though the reserve there are garden areas demonstrating many aspects of organic gardening, gardening for wildlife and even a newly planted forest garden using principles of permaculture. A replica lookers' hut has recently been built on site to provide visitors with an insight into the lives of Romney Marsh shepherds in the 18th and 19th centuries. These buildings are unique to the marsh and rapidly disappearing through neglect. The centre is the holder of a Gold Award in Green Tourism Business Scheme - the first such award for a visitor attraction in Kent.


CONTACT

Reserve Manager Romney Marsh Visitor Centre 01797 369487 [email protected]


Royal School for Deaf Children (John Townsend Trust) (LM appt)

Mr W Scobie (Lab) The John Townsend Trust is a registered charity that offers a range of services to children, young people and adults who are deaf or have communication difficulties and additional needs.

Victoria Road Margate Kent , CT9 1NB 01843 227561 [email protected]


Sandwich and Pegwell Bay National Nature Reserve Steering Group (LM appt)


The national nature reserve has a wide range of wildlife and is particularly known for its orchids and wetland birds. The reserve has a picnic area, pay & display car park, viewing hide and public toilets.

Kent Wildlife Trust Tel: 01622 662012


South Ashford Initiative Monitoring Group (LM appt)

Mr J N Wedgbury (Con )

Ashford is one of the fastest growing towns between London and the Continent, and an ambitious development strategy aims to make Ashford an exciting, prosperous and sustainable place to work, live and do businesses for years to come.


Swale District Advisory Board Mr T Gates (Con) Responsible for the governance and strategic direction of Children’s Centres in the Swale District area.

[email protected]


Swale Rural Forum Mr T Gates(Con) Discusses rural issues in Swale

[email protected]



CONTACT

The Duke of York’s Royal Military School) (LM appt)


In 1801, His Royal Highness Frederick Duke of York laid the foundation stone in Chelsea of what was to become The Duke of York's Royal Military School, and so started over 200 years of high quality education. The School has undergone many changes and as an Academy is once again on the cusp of further exciting developments.

The Duke of York’s Royal Military School, Dover CT15 5EQ 01304 245023 [email protected]


Vinters Valley Park Trust (LM appt)

Mr G Cooke (Con)

The Trust preserves a va luable w ildlife ha bitat; p reserves threatened s pecies; pr ovides a n ed ucation source for local schools and community groups; provides a peaceful and tranquil site for members of the local community and beyond.

24 Reginald Road, Maidstone 01622 756165 [email protected]


Yalding Educational Foundation (LM appt)

Mrs P A V Stockell (Con)

The Charity makes grants to local university students to help with tuition fees and maintenance, with a small amount being spent on prizes for spoken English in the local primary schools.

Yalding Educational Foundation, Hamilton, Vicarage Road, Yalding ME18 6DR


John Wallis CE Academy Mr D Smyth (Lab) 3 – 19 Academy sponsored by KCC, Diocese of Canterbury, Benenden School, Canterbury Christ Church University.

Mr J McParland The Principal John Wallis CE Academy Millbank Road Kingsnorth ASHFORD TN23 3HG


Member Role Descriptions

ALL MEMBERS (as representatives elected by their division) Responsible to: Kent County Council and the people of Kent. Role purpose: To represent the views of their local community and the people of Kent generally within and outside the Council. 1. To represent the individual constituents within their Divisions, undertaking casework on their behalf and serving all equally. 2. To liaise with Cabinet Members, other Council Members, officers and other service providers in ensuring that local community needs are considered and identified. 3. To encourage and promote two-way communication within the local community about the decisions of Council, information about Council services and Council procedures. 4. To represent the views, aspirations and concerns of the people of Kent as a whole, providing the focus for local democracy. 5. To participate in full Council meetings to: determine the strategic priorities and objectives of the Council; approve the annual budget and capital programme and the Council's Policy framework; approve the scheme of remuneration for Members; appoint and remove the Leader of the Council; appoint and dismiss the Head of Paid Service; approve the Constitution and any amendment to it; and approve any other matters which by law can only be determined by the Council or one

referred to Council. 6. To hold the Leader and Cabinet to account through scrutiny. 7. To participate as a member of the Cabinet, committee or advisory panel to which they are appointed. 8. If appointed, to represent the Council on outside bodies. 9. To monitor the effectiveness of service delivery and the appropriateness of policy across the County. 10. To ensure the probity of Council financial and other transactions (including through audit and standards processes). 11. To develop and maintain a working knowledge of the Council's services, management arrangements, powers/duties and constraints and to develop good working relationships with the relevant officers of the Council. 12. To lead by example and uphold the highest standards of conduct in public life and comply with the Code of Conduct and the Council's Constitution 13. To undertake such training and development as the Council, the Standards Committee or the Member's own Group may recommend from time to time.

LEADER OF THE COUNCIL Responsible to: Kent County Council. Role purpose: To take full responsibility for all functions of the County Council, which the Council does not reserve for itself (as required by legislation), appointing a Cabinet and providing overall leadership and direction to the Council.

Main Duties and Responsibilities 1. To manage and lead the work of the Cabinet and to chair meetings of the Cabinet and Corporate Board. 2. To lead the Cabinet in decision making and make executive decisions that are not exercised by other Cabinet Members or officers. 3. To work closely with Cabinet Members to ensure the development of effective Council policies and the delivery of high quality services (reflecting the principles of Best Value) to local people. 4. To be the focus for leading the Kent community. 5. To represent the Council at national and local level, on outside bodies or in partnership with other agencies. 6. To lead the Cabinet’s work in:

providing strategic direction to the Council by identifying a vision, corporate objectives and priorities for services;

providing a lead on the development of corporate policies and strategies; the development of the Council’s Policy Framework; using the Council's objectives and priorities to drive the development of services and

budget process; seeing continuous improvement by establishing the appropriate culture within the

Council and associated systems; monitoring performance; ensuring probity and financial monitoring; keeping under review the organisation and management processes of the Council,

including the democratic structures; and developing, in consultation and partnership with others, a strategy for providing the

social, economic and environmental well-being of the County of Kent. 7. To act as the principal spokesperson for the Council:

promoting its work and acting as its principal political spokesperson; participating in consultation; listening to, and taking account of, the views of organisations, the public and

businesses; and representing the Council at all appropriate levels.

8. To consult with and be accountable to non-executive Members. 9. To appear before, and respond to reports of, Overview and Scrutiny bodies. 10. To monitor the effectiveness of service delivery and the appropriateness of policy across the County and account for the efficient and effective delivery of services and functions within Council policies and budgets. 11. To lead and direct the Cabinet Members in working closely with the Corporate Management Team and senior managers of every function aligned to their portfolios in relation to the strategic vision and direction of the Council, the management roles of officers and the development and effective delivery of policy issues. 12. To work closely with the Corporate Board/Corporate Management Team and Senior Managers of every function to ensure that operationally the Council is providing an effective service to the residents of Kent.

13. To work closely with Cabinet Committees in enabling them to contribute to policy development and decision making. DEPUTY LEADER OF THE COUNCIL Responsible to: The Leader of the Council Role Purpose: To deputise for the Leader as required and to be the Council’s main representative and spokesman on the delegated area of responsibility Main Duties and Responsibilities 1. To participate in the Cabinet in respect of all areas of work, including making certain individual executive decisions within the areas of responsibility 2. To act as the Spokesman and advocate for the Council in respect of the delegated area of responsibility and on a wider basis as the Leader may require or in his absence. 3. To lead the development of the Council’s Policy Framework within the area of responsibility and make recommendations to the Cabinet. 4. To provide guidance to the Cabinet on the management and implementation of functions in relation to activities within the area of responsibility. 5. To give guidance to the Cabinet on budget priorities within the areas of responsibility 6. To ensure the delivery of policy through officers and monitor performance against agreed objectives within the defined area of responsibility. 7. To assist the Leader in keeping under review the organisation and management processes of the Council; including the governance structures. 8. To appear before, and respond to reports of, scrutiny bodies. 9. To lead the process of continuous improvement and responsiveness of Council services within the areas of responsibility. 10. To ensure that activities within their areas of responsibility take proper account of the Council’s vision, core values and guiding principles. 11. To represent the Council at national and local level, on outside bodies or in partnership with other agencies. 12. To work closely with the Corporate Management Team and Senior Managers of every function to ensure that operationally the Council is providing an effective service to the residents of Kent. 13. To work closely with Cabinet Committees in enabling them to contribute to policy development and decision making. CABINET MEMBER Responsible to: The Leader of the Council. Role purpose: To undertake portfolio responsibilities as delegated by the Leader and be the Council’s main representative and spokesman on their delegated areas of responsibility, determining the defined area of activity for Deputy Cabinet Members (if allocated) as appropriate. Main Duties and Responsibilities 1. To participate in the Cabinet in respect of all areas of work, including making certain individual executive decisions within the defined area of responsibility and contributing to debate and strategic decision-making as part of the Cabinet as a whole 2. To act as the spokesman and advocate for the Council in respect of the area of responsibility.

3. To lead the development of the Council's policy framework within the defined area of responsibility and make recommendations to the Cabinet as appropriate. 4. To provide guidance to the Cabinet on the management and implementation of functions in relation to activities within the defined area of responsibility. 5. To give guidance to the Cabinet on budget priorities within the defined area of responsibility. 6. To ensure the delivery of policy through officers and monitor performance against agreed objectives within the defined area of responsibility. 7. To assist the Leader in keeping under review the organisation and management processes of the Council; including the governance structures. 8. To work constructively and in an open and transparent way with backbench and Opposition Members, and Officers to ensure that the process of overview and scrutiny is appropriate, effective and proportionate 9. To appear before, and respond to reports of, overview and scrutiny bodies. 10. To lead the process of continuous improvement and responsiveness of Council services within the defined area of responsibility. 11. To ensure that activities within the defined area of responsibility take proper account of the Council's vision, core values and guiding principles. 12. To represent the Council at national and local level, on outside bodies or in partnership with other agencies. 13. To work closely with the Corporate Management Team and Senior Managers of every function aligned to their portfolio to ensure that operationally the Council is providing an effective service to the residents of Kent. 14. To work closely with Cabinet Committees in enabling them to contribute to policy development and decision making. DEPUTY CABINET MEMBER Responsible to: The Cabinet Member. Role purpose: To support the work of their Cabinet Member and to be the Council’s Member champion for their areas of special responsibility. Main Duties and Responsibilities 1. To support the Cabinet Member in respect of all activities connected with the area of special responsibility. 2. To act as the Member champion and spokesman for the area of special responsibility both within and outside the Council. 3. To support the Cabinet Member in the development of the Council's policy framework within the area of special responsibility and make recommendations to the Cabinet Member on the making of executive decisions. 4. To support the Cabinet Member in monitoring the management and implementation of functions in relation to activities within the area of special responsibility. 5. To give guidance to their Cabinet Member on budget priorities within the area of responsibility. 6. To ensure the delivery of policy through officers and monitor performance against agreed objectives within the defined area of responsibility. 7. To assist the Leader in keeping under review the organisation and management processes of the Council; including the governance structures. 8. To work constructively and in an open and transparent way with backbench and Opposition Members, and Officers to ensure that the process of overview and scrutiny is appropriate, effective and proportionate 9. To appear before, and assist the Cabinet Member to respond to reports of overview and scrutiny bodies.

10. To support the Cabinet Member in driving forward the process of continuous improvement and responsiveness of Council services within the area of special responsibility. 11. To ensure that activities within their areas of responsibility take proper account of the Council's vision, core values and guiding principles. 12. To represent the Council at national and local level, on outside bodies or in partnership with other agencies, as agreed with the Cabinet Member. 13. To support the Cabinet Member in working closely with the Corporate Management Team and Senior Managers of every function aligned to their portfolio to ensure that operationally the Council is providing an effective service to the residents of Kent. 14. To assist the Leader and Cabinet Member to work closely with Cabinet Committees in enabling them to contribute to policy development and decision making. CHAIRMAN OF THE COUNCIL Responsible to: Kent County Council Role purpose: As the Civic Head of the Council, to uphold the democratic values of the Council as a whole and represent the Council at civic and ceremonial functions Main Duties and Responsibilities 1. Provide strong, fair and visible civic and ceremonial leadership to the Council in relation

to citizens, stakeholders, partners, Members and Officers. 2. Ensure that Kent County Council is represented at such civic and ceremonial functions

as the Council or he/she determines appropriate 3. Be the principal ambassador for the Council and the County, both at home and abroad

and formulate and deliver speeches as appropriate 4. Promote public involvement in the Council’s activities 5. Uphold and promote the Council’s constitution and, if necessary, rule on the

interpretation of the constitution at formal meetings of the County Council 6. Preside over meetings of the Council, including determining the topic of the item for full

debate, the order of items and a timetable for each Council meeting after consultation with the political group leaders, to ensure that the business of the Council can be carried out efficiently and with regard to the interests of the community and the rights of elected Members of all political groups and independent Members

7. Request such special meetings of the Council as may be considered necessary or appropriate by Members, determining their format in consultation as required by the circumstances and in accordance with the business to be discharged.

8. Ensure the Council meeting is a forum for the debate of matters of concern to the local community and a place at which Members who are not on the Executive can challenge and debate Executive and other matters

9. Be consulted on any matter in relation to which consultation with the Chairman of the Council is required under the Constitution

10. During his/her year as Chairman, to continue to perform the duties expected of all County Councillors in relation to his/her electoral Division

11. To witness the sealing of official KCC legal documents in the period immediately after a County Council Election until such time as the Leader appoints his or her Cabinet

12. To foster and maintain good working relationships with other Local Authorities, both within and outside the County of Kent

13. To act as the leading Civic dignitary in the conduct of Citizenship Ceremonies VICE-CHAIRMAN OF THE COUNCIL Responsible to: The Chairman of the County Council and Kent County Council

Role purpose: To fulfil the duties of the Chairman in his or her absence, to assist the Chairman in specific duties as required. Main Duties and Responsibilities 1. To support the Chairman of the Council in carrying out his or her Civic responsibilities. 2. Deputise as the Chairman may require in his or her absence 3. Undertake specific tasks and responsibilities as requested by the Chairman 4. Share and support in general the full workload range of the Chairman COMMITTEE CHAIRMEN Responsible to: Kent County Council Role purpose: To provide leadership and direction for the Committee to ensure that the Committee takes balanced decisions based on all relevant evidence, always with impartiality and fairness Main Duties and Responsibilities 1. Provide leadership and direction for the Committee 2. Chair and manage the business of the Committee, ensuring that all committee members

have an opportunity to make a relevant contribution 3. Request such additional meetings of the Committee as may be considered necessary or

appropriate 4. Promote the role of the Committee both within and outside the Council 5. Represent the Council and the Committee on relevant external bodies as required 6. Guide Members through those functions delegate by the Council to the Committee 7. To be consulted on matters of business between meetings 8. To undertake the necessary preparation prior to Committee meetings to lead the

Committee effectively. 9. Ensure that the Committee takes balanced decisions based on all relevant evidence,

always with impartiality and fairness 10. To manage the meeting to ensure the objectives of the meeting are fulfilled. 11. Ensure, where appropriate, that there is full consultation with and participation by all

interested parties on issues to be considered by the Committee 12. Ensure that Committee decisions are properly recorded with full justifications 13. Liaise and consult with relevant officers wherever appropriate 14. To define and manage appropriate member and officer conduct at the meeting CHAIRMAN OF A CABINET COMMITTEE Responsible to Kent County Council Role Purpose: To lead the effective consideration of Cabinet Member decisions and to facilitate the Committee to endorse or make recommendations to the Cabinet Member prior to the decision being taken. Consider and make comment to the Cabinet and Cabinet Member on the development of County Council policy and review the performance of the Council in relation to its policy objectives and performance targets. 1. To ensure that the work of the Cabinet Committee is at all times conducted in a positive

manner and in the interests of the Council and the people of Kent. 2. To work constructively and in an open and transparent way with the Executive Members

and Officers

3. To assist the Council and Executive in the development of the policy framework and budget by an in-depth analysis of policy issues in the area/s for which they have special responsibility

4. To encourage and enhance community participation in the development of policy options in the areas for which they have special responsibility

5. To support the work of the Cabinet Committee in ensuring the effective operation of the Committee in their areas for which they have special responsibility which will:

(a) examine and review proposed decisions to be made by the Cabinet Member(s) for the areas in which they have special responsibility (b) Question the Cabinet Member(s) and senior officers for the areas in which the Committee has special responsibility about their decisions and performance, whether generally in comparison with service plans and targets

ADDITIONAL RESPONSIBILITIES FOR THE CHAIRMAN OF THE SCRUTINY COMMITTEE Role purpose: To lead the effective scrutiny of the Council’s decisions and actions and monitor policy development within appropriate areas of responsibility. Main Duties and Responsibilities 1. To ensure that the work of the Scrutiny Committee (and any sub-committees thereof) is

at all times conducted in a positive manner and in the best interests of the Council and the people of Kent.

2. To work constructively and in an open and transparent way with Executive Members, the Cabinet Committees and officers to ensure that the process of overview and scrutiny is appropriate, effective and proportionate.

3. To lead and support the Scrutiny Committee in ensuring the effective operation of a scrutiny function which will:

(a) examine and review decisions made by the Cabinet, Cabinet Members other committees and Council officers exercising executive functions; (b) question Members of the Cabinet, other appropriate committees and senior officers about their decisions (c) make recommendations to the Leader, the Cabinet, a Cabinet Member, officers and/or Council arising from the outcome of the scrutiny process, the performance management of functions and service delivery

4. To scrutinise and review the County Council budget process. 5. To lead and support Members in scrutinising authorities responsible in Kent for:

(a) Crime and Disorder Strategies (b) Risk management authorities of flood risk management functions or coastal risk functions

6. To support the development of an annual scrutiny work programme, including the Select Committee Work Programme. ADDITIONAL RESPONSIBILITIES FOR THE CHAIRMAN OF THE PLANNING APPLICATIONS COMMITTEE

Role Purpose: To provide leadership and direction for the Committee to ensure that the Committee takes balanced decisions based on all relevant evidence, always with impartiality and fairness Main Duties and Responsibilities 1. To Chair the monthly meetings of the Planning Applications Committee, which has

statutory authority for determining all planning applications to KCC (waste and mineral related applications and all KCC developments including schools, highways and social services applications)

2. To undertake relevant and frequent training and development sessions to ensure that the role can be performed to the exacting standards required

3. To attend site visits, public meetings and meetings with Officers as required on a frequent basis

LEADER OF AN OPPOSITION GROUP Responsible to: Kent County Council Role purpose: To provide strong, fair and visible leadership and direction to the Opposition Group within the Council Main Duties and Responsibilities 1. Act as a spokesperson for the Group and as a representative of the Council to external

bodies and organisations as appropriate 2. Represent the interests of the Group in any discussions with the Leader of the Council,

other Group Leaders, other Senior Members of the Council or Senior Officers 3. Be responsible for the appointment of Group Members to seats on Council Bodies in

accordance with the Council’s political balance apportionments 4. Comment on, challenge and review the majority Group’s performance in the coordination

and implementation of its policies and procedures 5. Be the Group’s principal consultee on Council business in general and establish and

represent the views of the Group on issues of policy and probity 6. With all Group Leaders, work with the Corporate Management Team on relevant

corporate matters 7. Support the learning and development needs of all Members of the Group DEPUTY LEADER OF AN OPPOSITION GROUP Responsible to: Kent County Council Role purpose: To fulfil the duties of the Leader of an Opposition Group in his or her absence, to assist the Group Leader in specific duties as required Main Duties and Responsibilities 1. Undertake a full deputising role in the absence of the Leader of the Group 2. Undertake specific tasks and responsibilities as requested by the Leader of the Group 3. Work actively with the Leader of the Group to co-ordinate the work of the Group 4. Share and support in general the full workload range of the Leader of the Group

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